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Types of Group

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What is a group?

Understanding Groups and
Teams

What is a group?
Formal Groups
Formal Groups

Informal Groups
Informal Groups

Formally Established

Occur Naturally
Occur Naturally

Work Assignments

Friendships
Friendships

Specific Tasks

Common Interests
Common Interests

Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Understanding groups

Types of formal groups

Group

Types of formal groups
Types of formal groups

Two or more interacting and interdependent individuals who come together to achieve particular goals. Formal groups
Work groups defined by the organisation’s structure that have designated work assignments and tasks.
– Appropriate behaviours are defined by and directed toward organisational goals.

CrossCrossCommand
Command functional functional SelfSelfTask force managed Task force managed Informal groups
Groups that are independently formed to meet the social needs of their members.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Figure 14.1

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Stages of group development

Stages in Group Development
Forming:

Members join and begin the process of defining the group’s purpose, structure, and leadership

Storming:

Intragroup conflict occurs as individuals resist control by the group and disagree over leadership.

Norming:

Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behaviour Performing: A fully functional group structure allows the group to focus on performing the task at hand

Adjourning: The group prepares to disband and is no longer concerned with high levels of performance

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Group behaviour model

Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Figure 14.2

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Basic group concepts

Basic Group Concepts
Basic Group Concepts
Roles
Status
Systems

Figure 14.3

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Size

Conflict
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Norms &
Conformity

Cohesiveness

Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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Group structure - role

Group structure - norms
Norms

Role

Acceptable standards or expectations that are shared by the group’s members.

The set of expected behaviour patterns attributed to someone who occupies a given position in a social unit that assist the group in task accomplishment or maintaining group member satisfaction. Common types of norms
Effort and performance
Dress

Role conflict: experiencing differing role expectations. Loyalty

Role ambiguity: uncertainty about role expectations Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Examples of cards used in the Asch study Group structure (cont’d)
Conformity
Individuals conform in order to be accepted by groups. Group pressures can have an effect on an individual member’s judgment and attitudes.
The effect of conformity is not as strong as it once was, although still a powerful force.
Groupthink
The extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that of the group.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Figure 14.4

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Group structure (cont’d)

Group structure: group size
Small groups

Status system

Complete tasks faster than larger groups.

The formal or informal prestige grading, position, or ranking system for members of a group that serves as recognition for individual contributions to the group and as a behavioural motivator.

Make more effective use of facts.

Large groups
Solve problems better than small groups.
Are good for getting diverse input.

Formal status systems are effective when the perceived ranking of an individual and the status symbols accorded that individual are congruent.

Are more effective in fact-finding.

Social loafing
The tendency for individuals to expend less effort when working collectively than when work individually.

Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

The relationship between cohesiveness and productivity Group structure (cont’d)
Group cohesiveness
The degree to which members are attracted to a group and share the group’s goals.
Highly cohesive groups are more effective and productive than less cohesive groups when their goals aligned with organisational goals.

Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Figure 14.5

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Group processes: group decision making
•Advantages

Group versus individual decision making •Disadvantages

Generates more complete information and knowledge.
Generates more diverse alternatives. Increases acceptance of a solution. Criteria of Effectiveness

Time consuming

Accuracy

Groups

Individuals

X

Minority domination

Speed

Pressures to conform

X

Ambiguous responsibility

Creativity
Degree of acceptance

Increases legitimacy of decision.

X
X

Efficiency

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

X

Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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Group processes: conflict management

Techniques for making more creative group decisions

Conflict
The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks.
Traditional view: conflict must it avoided.
Human relations view: conflict is a natural and inevitable outcome in any group.
Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance

Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Figure 14.6

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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Group processes: conflict management

Conflict and group performance

Categories of Conflict
Functional conflicts are constructive.
Dysfunction conflicts are destructive.

Types of Conflict
Task conflict: content and goals of the work
Relationship conflict: interpersonal relationships
Process conflict: how the work gets done

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Figure 14.7

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What is a team?

Conflict-resolution techniques

Work team
A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills.

Types of teams
Problem-solving teams
Self-managed work teams
Cross-functional teams
Virtual teams
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Figure 14.8

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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Types of teams (cont’d)

Types of teams

Cross-functional teams

Problem-solving teams

A hybrid grouping of individuals who are experts in various specialties and who work together on various tasks.

Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems

Virtual teams

Self-managed work teams

Teams that use computer technology to link physically dispersed members in order to achieve a common goal.

A formal group of employees who operate without a manager and responsible for a complete work process or segment.

Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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Examples of formal groups

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Examples of formal groups (cont’d)

Command groups

Cross-functional teams

Groups that are determined by the organisation chart and composed of individuals who report directly to a given manager.

Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others’ jobs.

Task groups

Self-managed teams

Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands.

Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Groups that are essentially independent and in addition to their own tasks, take on traditional responsibilities such as hiring, planning and scheduling, and performance evaluations.

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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Characteristics of effective teams

It’s a Jungle Out There!
1. ‘You can’t train people to be team players.’ Build an argument to support this statement. Then negate that argument. 2. How might the team-building exercises such as the ones briefly described contribute to making a team more effective?
3. Is there a risk that exercises like this can be seen as just
‘fun’ exercises that are enjoyable but have no other value? If so, how can this be overcome?
4. It is your chance to be creative! Think of a team-building exercise that would help a team achieve one of the characteristics of an effective team. (See Figure 14.11)
Describe which characteristic you chose and then describe the exercise you would use to help a team develop or enhance that characteristic.

Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

Figure 14.10

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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia

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