Group development and turning groups into effective teams
1. Groups & Group Development,
Turning Groups into Effective Teams
Dr. G C Mohanta, BE, MSc(Engg), MBA, PhD(Mgt)
Professor
2. Group
Group is defined as two or more interacting
and interdependent individuals who come
together to achieve particular goals
Formal groups - Groups specially set up by an
organization to carry out tasks
An actual part of the organization with arranged
meetings and rules determining behavior and actions
Informal groups - Groups made up of individuals in
business with similar interests
Not an actual part of the organization with no formal rules
determining behavior and actions
3. Basic Group Concepts
Role - set of expected behavior patterns
attributed to someone who occupies a given
position in a social unit
group members have particular roles
roles oriented towards task
accomplishment or maintaining group
member satisfaction
individuals play multiple roles
role conflict - individual confronted by
different role expectations
4. Basic Group Concepts (Contd.)
Norms - acceptable standards or expectations
that are shared by the group’s members
Each group has:
its own unique set of norms
common norms related to levels of effort and
performance
exert powerful influence on performance
Conformity - acceptance by group makes some
members susceptible to conformity pressures
group norms push members toward conformity
results in alignment of opinions
5. Basic Group Concepts (Contd.)
Status - a prestige grading, position, or rank in a
group
may be conferred informally based on personal
characteristics
may be formally conferred
Group Size - effect on behavior of group
depends upon the type of outcome
large groups - good for getting diverse input
small groups - good at making use of information
dispersion of responsibility in large groups leads to
free rider tendency
6. Basic Group Concepts (Contd.)
Group Cohesiveness - degree to which
members are attracted to a group and share
the group’s goals
Relationship between cohesiveness and
group effectiveness depends upon the
alignment of group & organizational goals
7. Basic Group Concepts (Contd.)
External Conditions Imposed on the Group
formal group is a subsystem of a larger system
group affected by the overall strategy, authority
structures, formal regulations, resources, performance
management system, and organization culture
Group Member Resources - task-relevant and
intellectual abilities of individual members
abilities set parameters on effectiveness of performance
in a group
positive attributes - sociability and self-reliance
negative attributes - dominance and unconventionality
8. Basic Group Concepts (Contd.)
Group Structure - structural variables include
roles, norms, status, and group size
Group Processes - include communication,
decision making, leadership, and conflict
resolution
process factors created in the group may have a positive
or negative effect on group performance
Group Tasks
Complexity - simple tasks are routine and standardized
complex tasks are novel and non-routine
important to have effective communication and controlled
conflict when task is complex
9. Characteristics of an Effective
Groups
High commitment to achieving goals
Clear understanding of the group’s work
Open communication and trust
Ideas sharing and generating
Constructive criticism and suggestions
10. Factors Affecting Group Decisions
The size of groups: ideally 5, over 21 ineffective
Communication ways: centralization or
decentralization
Leadership styles: automatic, persuasive,
consultative or democratic
Skills used in groups: contribution skills,
cooperation skills, production skills
11. Functions of Groups
For the organization
Accomplish jobs that can not be done by one
individual, especially complex tasks
Aid decision making
Help control individual behavior
Facilitate changes
For the individual
Help learn about the company and the individuals
themselves
Help in gaining new skills
Obtain rewards unable to be achieved alone
Satisfy personal needs in social acceptance esteem
12. Stages of Group Development
Pre-stage Stage I
Forming
Stage II
Storming
Stage III
Norming
Stage V
Adjourning
Stage IV
Performing
13. Forming
Groups members try to set rules for group behaviors
Individuals start to find out about each other.
Guidance is needed from the leader.
Characteristics of the Forming Stage:
Exploration.
Focus on similarities and differences.
First impressions are key.
Confusion/anxiety.
Lower productivity.
Issues of inclusion, leadership, developing trust.
Open communication is a must.
14. Storming
A conflict stage where members bargain with each
other.
Individuals reveal their personal goals and may resist
the control of others.
Characteristics of the Storming Stage:
Competition.
Strained relationships.
Leader is challenged.
Tension and disunity.
Differences are uncomfortable.
Issues of autonomy vs. control, support vs. competition,
influence, and decision-making.
15. Norming
Group members are developing ways of working
together.
They agree on the shared goals.
Rules have been developed.
Characteristics of the Norming Stage:
Increased cohesion.
More collaboration.
Emerging trust.
Appreciation of differences.
Issues of strengthening relationships, open
communication, positive/constructive feedback.
16. Performing
The group has developed unity or cohesion.
People are getting the job done to realize goals.
Characteristics of the Performing Stage:
Productivity.
Problem-solving.
Shared and participative leadership.
Full development of potential.
17. Adjourning
The group ends.
The group terminates because the task has been
achieved or when the members have left due to
failure or loss of interest.
The feelings of members vary at this stage.
While some may be happy about the group's
accomplishments, others may be depressed that
they would be losing their friends after the group
is disbanded.
19. What Is a Team?
Work team - formal group made up of
interdependent individuals who are
responsible for the attainment of a goal
Work teams are popular in organizations
20. Why Are Work Teams Popular?
Why Use
Teams?
Creates
esprit de corps
Takes advantage
of workforce
diversity
Increases
flexibility
Increases
performance
Allows managers
to do more strategic
Management
21. Types of Teams
• Product development
• Problem solving
• Reengineering
• Any other organizational
purposes desired
Purpose
• Functional
• Cross-functional
Membership
• Supervised
• Self-managed
Structure
• Permanent
• Temporary
Duration
22. Types of Teams (cont.)
Teams based on membership
Functional teams - composed of a manager and her/his
employees from one functional area
issues of authority, decision making, and leadership are relatively
simple and clear
attempt to solve problems in specific functional area
Cross-functional teams - members come from different
functional areas
hybrid grouping of individuals who are experts in various specialties
23. Teams based on structure
Supervised - under the direction of a manager
Self-managed - operate without a manager
responsible for a complete work process or segment
assumes the responsibilities of managing itself
have authority to make and implement decisions, finish
projects, and address problems
organizations plan to expand their use in the future
Types of Teams (cont.)
24. Types of Teams (cont.)
Virtual team - physically dispersed
members are linked by computer
technology
miss the normal give-and-take or face-to-face
discussions
tend to be task oriented
26. Characteristics of Effective
Teams (contd.)
Clear Goals - members understand and support the goals to
be achieved
Relevant Skills - members have the necessary technical and
interpersonal skills
Mutual Trust - members are confident in each others’
ability, character, and integrity
strongly influenced by the organization’s culture
Unified Commitment - loyalty and dedication to the team
membership in the team an important aspect of the self
Good Communication - messages are readily understood
healthy dose of feedback from team members
27. Characteristics of Effective Teams
(contd.)
Negotiating Skills - flexibility requires members to
possess these skills
must be able to confront and reconcile differences arising
from changing problems
Appropriate Leadership - provide help in difficult
situations
plays role of coach or facilitator
Internal and External Support - team requires a
sound infrastructure
team should have external resources required to perform its
work
28. Managing Teams
Planning - goal determination
members understand and accept the
team’s goals
Organizing - clarify authority and
structural issues
support in the organization’s culture for
employee involvement and autonomy
must resolve issues of leadership, tasks to
be performed, and assignment of tasks
29. Managing Teams (contd.)
Leading - determine the role that leader will
play
deal with human dynamics of the team
Controlling - performance criteria must reflect
teamwork behaviors
reward system must reflect team efforts and
performance
Gainsharing - incentive program that shares the gains of the
efforts of employees with those of employers
rewards directly related to performance