Learn about: - Groups and the stages of group development - The major components that determine group performance and satisfaction

1. MANAGING TEAMS
Ma. Marenza “Em” D. Dangla
MBA major in Entrepreneurship
Term 1 SY 2014-2015
Principles of Management & Marketing
Prof. Ernesto D. Dimaculangan, PhD
Source: Robbins, S. P., & Coulter, M. (2012). Management (11th Edition). New Jersey: Prentice Hall
University of Santo Tomas – Graduate School

2. Learning Outcomes
• Define groups and the stages of group development
• Describe the major components that determine group performance
and satisfaction

3. Managing teams
• A challenge to the managers
• Question: How can managers build
effective teams?
• Understand groups and its behavior

4. Group
• Two or more interacting and
interdependent individuals who come
together to achieve specific goals.
• Formal Group
• Informal Group

5. Formal Group
• Defined by the organization’s
structure
• Have designated work assignments
and specific tasks
• Directed at accomplishing
organizational goals
GROUP > FORMAL GROUP

6. Formal Group
• Examples:
• Command Group
• Task Group
• Cross-Functional Team
• Self-managed Team
GROUP > FORMAL GROUP

7. Command Group
• Individuals who report directly to a given
manager
• Specified by the organizational chart
• Often consist of a supervisor and the
subordinates that report to that supervisor
• Example:
• Academic department chairman and the
faculty members
GROUP > FORMAL GROUP > COMMAND GROUP

8. Task Group
• Commonly referred to as “task force”
• Individuals brought together to complete a
specific common task within a specified time
period
• Often temporary
• Often disbands when task is completed
• Assigned task examples:
• Development of a new project
• Improvement of a production process
• Task group example:
• Project groups
GROUP > FORMAL GROUP > TASK GROUP

9. Cross-Functional Team
• Groups that bring together the knowledge and skills of individuals
from various work areas or groups whose members have been
trained to do each other’s job
• Accomplish specific goals within an unspecified time frame
• Remain in existence after achievement of current goals and objectives
• Examples:
• Marketing Department
• Customer Service Department
• Accounting Department
GROUP > FORMAL GROUP > CROSS-FUNCTIONAL TEAM

10. Self-Managed Team
• Groups that are essentially independent, but team members are
interdependent
• Self-regulating, operating with few external controls
• Members determine schedules, procedures
& adjustments
• Performs their tasks in an interrelated way
• Retains independence & greater ownership of
their work
• Examples:
• Collaborative teams
GROUP > FORMAL GROUP > SELF-MANAGED TEAM

11. Informal Group
• Social groups
• Occur naturally in the workplace
• Tend to form around friendships and
common interests
• Example:
• 5 employees from different departments
who regularly eat lunch together
GROUP > INFORMAL GROUP

12. Work Group vs. Work Team
• Work Group
• Interacts primarily to share information & to make decision to help each
member do his/her job more efficiently & effectively
• No need/opportunity to engage in collective work that requires joint effort
• Work Teams
• Groups whose members work intensely on a specific, common goal using
their positive synergy, individual & mutual accountability, & complementary
skills

14. 5 Stages of Group Development (General Framework)
• Bruce Wayne Tuckman
• Carried out research into the theory of group dynamics
• 1965 – published “Tuckman’s stages of group development”
theory (now, a model)
1. Forming
2. Storming
3. Norming
4. Performing
• 1977 – added a 5th stage with Mary Ann Jensen
5. Adjourning
• Necessary and inevitable in order for the team to grow, face
up challenges, tackle problems, find solutions, plan work, and
deliver results
• Has been since the basis of subsequent models

15. 5 Stages of Group Development (General Framework)
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

16. 1. Forming Stage
• Phase 1: People join the group
• Why join a group? Because of some work assignment
• Phase 2: Define the group’s purpose, structure, leadership
• Members “test the waters” to determine the types of behavior are acceptable
• Completed when…
• members think of themselves as part of the group.
Work assignment: Mobile app project
Given mobile app project requirements,
- Define resources needed
- Project Manager
- Programmer/s
- Artist/s
- Tester/s
5 STAGES OF GROUP DEVELOPMENT > 1. FORMING STAGE

17. 2. Storming Stage
• Starts with conflict as there is not yet a hierarchy of leadership and
agreement on the group’s direction.
• Completed when…
• there is an assigned leader, or hierarchy of leadership
• there is group direction
Assign who would assume given roles.
5 STAGES OF GROUP DEVELOPMENT > 2. STORMING STAGE

18. 3. Norming Stage
• Close relationships develop
• Group becomes closely united
• There is a strong sense of group identity
• There is camaraderie, feeling of good friend among people in the group
• Completed when…
• Group structure solidifies
• Group has assimilated a common set of expectations (or norms) regarding member
behavior
Everyone understands what to do.
5 STAGES OF GROUP DEVELOPMENT > 3. NORMING STAGE

19. 4. Performing Stage
• Group structure is in place and accepted by group members
• Energies moved from “getting to know” and “understanding each
other” to “working on the group’s task”
• This stage is the last stage for permanent groups
• For temporary groups (e.g., project teams, task forces), there is
another stage Implementation stage.
- Project management
- Programming/coding
- Creation of graphic artworks
- Quality assurance/testing
5 STAGES OF GROUP DEVELOPMENT > 4. PERFORMING STAGE

20. 5. Adjourning Stage
• Group prepares to disband
• Wrapping up activities
• Group members react in different ways
• Some are upbeat, thrilled about the group’s accomplishments
• Others may be sad over the loss of camaraderie & friendship
Mobile app is successfully released on App Store/Google Play.
Let’s wrap up.
5 STAGES OF GROUP DEVELOPMENT > 5. ADJOURNING STAGE

21. Work Group Performance & Satisfaction
• Why are some groups more successful than others?
• Why do some groups achieve high levels of performance & member
satisfaction and others don’t?
• Group members’ abilities
• Group size
• Level of conflict
• Internal pressures to conform on group’s norms

22. Group Performance/Satisfaction Model
Major factors that determine group performance & satisfaction
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION

23. External Conditions Imposed on the Group
• Work Groups are affected by external conditions imposed on it, such as...
• Organization’s strategy
• Authority relationships
• Formal rules & regulations
• Availability of resources
• Employee selection criteria
• Performance management system & culture
• General physical layout of the group’s work space
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > EXTERNAL CONDITIONS IMPOSED ON THE GROUP

24. External Conditions Imposed on the Group
• Work Groups are affected by external conditions imposed on it
• For instance…
• GROUP A – modern, high quality tools & equipment
• GROUP B – outdated tools & equipment
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > EXTERNAL CONDITIONS IMPOSED ON THE GROUP

25. Group Member Resources
• Group’s performance potential depends on each resources knowledge,
abilities, skills and personality traits
• Then, they determine what members can do
• Interpersonal skills (conflict management & resolution, collaborative
problem solving & communication) consistently emerge as important for
high performance by work groups.
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP MEMBER RESOURCES

26. Group Member Resources
• Personality traits also affect group performance because they strongly
influence how individual will interact with other members.
• Positive traits
• Sociability
• Self-reliance
• Independence
• Negative traits
• Authoritarianism
• Dominance
• Unconventionality
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP MEMBER RESOURCES

27. Group Structure
• Internal structure that shapes members’ behavior
• Influences group performance
• Defines the following aspects: (1) roles, (2) norms, (3) conformity, (4)
status systems, (5) group size, (6) group cohesiveness, and (7) leadership
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE

28. 1. Role
• Concept of role applies to all employees and to their life outside an
organization as well
• Defined as behavior patterns expected of someone occupying a given
position in a social unit
• Role Conflicts – differing expectations of roles; individuals play
multiple roles and adjust their roles to the group to which they
belong at that time
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 1. ROLE

29. 2. Norms
• Defined as the standards or expectations that are accepted and
shared by a group’s members.
• Dictate things such as work output levels, absenteeism, promptness,
and the amount of socializing on the job.
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 2. NORMS

30. 3. Conformity
• Individuals want to be accepted by groups to which they belong,
they’re susceptible to pressures to conform.
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 3. CONFORMITY

31. Asch Cards (1950)
• Solomon Asch
• Asch Conformity Experiments (Asch Paradigm)
• Demonstrated the degree to which an
individual's own opinions are influenced by
those of a majority group
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 3. CONFORMITY

32. Groupthink
• Irving Janis, 1972
• A psychological phenomenon that occurs when a
group exerts extensive pressure on an individual
to align his/her opinion with others’ opinion
• Group members try to minimize conflict and reach a consensus
decision without critical evaluation of alternative viewpoints
• There is loss of individual creativity, uniqueness and independent
thinking
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 3. CONFORMITY

33. 4. Status Systems
• Status – prestige grading, position, or rank within a group.
• Status hierarchies
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 4. STATUS SYSTEMS

34. 5. Group Size
• Affects performance and satisfaction
• Effect depends on what the group is supposed to
accomplish
Do you need to assign
10 programmers for a Flappy
Bird type of mobile application
project?
Nguyễn Hà Đông
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 5. GROUP SIZE

35. Brooks’ Law
• The Mythical Man-Month: Essays on Software
Engineering
• A book on software
engineering & project
management
• Fred Brooks
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 5. GROUP SIZE

36. Brooks’ Law
• “Adding manpower to a late software project makes it late”
• There is an incremental person who, when added to a project, makes it more,
not less time.
• “Nine women can’t make a baby in one month.”
• Assigning more programmers to a project running behind schedule will make
it even later.
• Time required for the new programmer to learn about the project
• Increased communication overhead
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 5. GROUP SIZE

37. Brooks’ Law
• Group intercommunication formula:
N ( N – 1 ) / 2
Examples:
50 developers give 50 (50 – 1) / 2 = 1225 channels of communication
1 developer give 1 (1 – 1) / 2 = 0 channel of communication
2 developers give 2 (2 – 1) / 2 = 1 channel of communication
4 team mates give 4 (4 – 1) / 2 = 6 channel of communication
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 5. GROUP SIZE

38. Social Loafing
• Tendency for an individual to expend less effort when working
collectively than when working individually.
• Occur because people believe that others in the group aren’t doing
their fair share. Thus, they reduce their efforts in an attempt to make
the workload more equivalent.
• The relationship between an individual’s input & output is often
unclear. Thus, individuals become “free riders,” because their
contributions can’t be measured.
• When managers use groups, they must find a way to identify
individual efforts.
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 5. GROUP SIZE

39. 6. Group Cohesiveness
• Defined as the degree to which members are attracted to a group and
share group’s goal.
• Important because it has been found to be related
to a group’s productivity
• Group with a lot of internal disagreement and lack
of cooperation are less effective in completing tasks
than groups with members that generally agree,
cooperate and like each other.
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 6. GROUP COHESIVENESS

40. 6. Group Cohesiveness

41. 7. Leadership
• Process of influencing others to achieve group or organizational goals
FACTORS THAT DETERMINE GROUP PERFORMANCE & SATISFACTION > GROUP STRUCTURE > 7. LEADERSHIP

42. Group Processes
• (to be continued by the next reporters)