Description
The report describes on the five stage model of group development.
Group and Team Behavior
Defining and Classifying Groups Defining and Classifying Groups
Group Two or more individuals interacting and interdependent, who have come together to achieve particular objectives. Formal Group A designated work group defined by organization’s structure. Informal Group A group that is neither formally structured now organizationally determined; appears in response to the need for social contact.
Command Group A group composed of the individuals who report directly to a given manager. Interest Group Those working together to attain a specific objective with which each is concerned.
Task Group Those working together to complete a job or task.
Friendship Group Those brought together because they share one or more common characteristics.
Why People Join Groups Why People Join Groups
• Security • Status • Self-esteem • Affiliation • Power • Goal Achievement
The Five-Stage Model of Group Development The Five-Stage Model of Group Development
Forming Stage The first stage in group development, characterized by much uncertainty. Storming Stage The second stage in group development, characterized by intragroup conflict. Norming Stage The third stage in group development, characterized by close relationships and cohesiveness.
Performing Stage The fourth stage in group development, when the group is fully functional. Adjourning Stage The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.
Stages of Group Development Stages of Group Development
Alternative Model: Temporary Groups with Alternative Model: Temporary Groups with Deadlines Deadlines
PunctuatedEquilibrium Model Temporary groups go through transitions between inertia and activity. Sequence of actions: Sequence of actions: 1. Setting group direction 1. Setting group direction 2. First phase of inertia 2. First phase of inertia 3. Half-way point transition 3. Half-way point transition 4. Major changes 4. Major changes 5. Second phase of inertia 5. Second phase of inertia 6. Accelerated activity 6. Accelerated activity
The Punctuated-Equilibrium Model The Punctuated-Equilibrium Model
Group Structure -- Roles Group Structure Roles
Role A set of expected behavior patterns attributed to someone occupying a given position in a social unit.
Role Identity Certain attitudes and behaviors consistent with a role. Role Perception An individual’s view of how he or she is supposed to act in a given situation.
Role Expectations How others believe a person should act in a given situation. Psychological Contract An unwritten agreement that sets out what management expects from the employee and vice versa.
Role Conflict A situation in which an individual is confronted by divergent role expectations.
Group Structure -- Norms Group Structure Norms
Norms Acceptable standards of behavior within a group that are shared by the group’s members. Classes of Norms: Classes of Norms: ••Performance norms Performance norms ••Appearance norms Appearance norms ••Social arrangement norms Social arrangement norms ••Allocation of resources norms Allocation of resources norms
Group Structure -- Norms (cont’d) Group Structure Norms (cont’d)
Conformity
Adjusting one’s behavior to align with the norms of the group.
Reference Groups
Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.
Group Structure -- Cohesiveness Group Structure Cohesiveness
Cohesiveness Degree to which group members are attracted to each other and are motivated to stay in the group.
Increasing group cohesiveness: Increasing group cohesiveness: 1. Make the group smaller. 1. Make the group smaller. 2. Encourage agreement with group goals. 2. Encourage agreement with group goals. 3. Increase time members spend together. 3. Increase time members spend together. 4. Increase group status and admission difficultly. 4. Increase group status and admission difficultly. 5. Stimulate competition with other groups. 5. Stimulate competition with other groups. 6. Give rewards to the group, not individuals. 6. Give rewards to the group, not individuals. 7. Physically isolate the group. 7. Physically isolate the group.
Relationship Between Group Relationship Between Group Cohesiveness, Performance Norms, and Cohesiveness, Performance Norms, and Productivity Productivity
Group Tasks Group Tasks
• Decision-making – Large groups facilitate the pooling of information about complex tasks. – Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks. – Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.
Group Decision Making Group Decision Making • Strengths
– More complete information – Increased diversity of views – Higher quality of decisions (more accuracy) – Increased acceptance of solutions
• Weaknesses
– More time consuming (slower) – Increased pressure to conform – Domination by one or a few members – Ambiguous responsibility
Group Decision Making (cont’d) Group Decision Making (cont’d)
Groupthink Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action.
Group shift A change in decision risk between the group’s decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk.
Symptoms Of The Groupthink Phenomenon Symptoms Of The Groupthink Phenomenon
• Group members rationalize any resistance to the assumptions they have made. • Members apply direct pressures on those who express doubts about shared views or who question the alternative favored by the majority. • Members who have doubts or differing points of view keep silent about misgivings. • There appears to be an illusion of unanimity.
Group Decision-Making Techniques Group Decision-Making Techniques
Interacting Groups Typical groups, in which the members interact with each other face-to-face.
Nominal Group Technique A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion.
Brainstorming An idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives. Electronic Meeting A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.
Evaluating Group Effectiveness Evaluating Group Effectiveness
TYPE OF GROUP Effectiveness Criteria Number and quality of ideas Social pressure Money costs Speed Task orientation Potential for interpersonal conflict Commitment to solution Development of group cohesiveness Interacting Low High Low Moderate Low High High Brainstorming Moderate Low Low Moderate High Low Not applicable Nominal High Moderate Low Moderate High Moderate Moderate Electronic High Low High Moderate High Low Moderate
High
High
Moderate
Low
Understanding Work Teams
Team Versus Group: What’s the Difference Team Versus Group: What’s the Difference
Work Group A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility. Work Team A group whose individual efforts result in a performance that is greater than the sum of the individual inputs.
Comparing Work Groups and Work Teams Comparing Work Groups and Work Teams
Types of Teams Types of Teams
Problem-Solving Teams Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors.
Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.
• Task forces • Committees
Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
Team Characteristics Team Characteristics 1. The absence of paraverbal and nonverbal cues 1. The absence of paraverbal and nonverbal cues 2. A limited social context 2. A limited social context 3. The ability to overcome time and space constraints 3. The ability to overcome time and space constraints
A Team-Effectiveness A Team-Effectiveness Model Model
Key Roles of Key Roles of Teams Teams
Creating Effective Teams: Diversity Creating Effective Teams: Diversity
Group Demography The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover. Cohorts Individuals who, as part of a group, hold a common attribute.
Turning Individuals Into Team Players Turning Individuals Into Team Players
• The Challenges – Overcoming individual resistance to team membership. – Countering the influence of individualistic cultures. – Introducing teams in an organization that has historically valued individual achievement. • Shaping Team Players – Selecting employees who can fulfill their team roles. – Training employees to become team players. – Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions.
Beware: Teams Aren’t Always the Answer Beware: Teams Aren’t Always the Answer
• Three tests to see if a team fits the situation: – Is the work complex and is there a need for different perspectives? – Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals? – Are members of the group involved in interdependent tasks?
doc_377025341.pdf
The report describes on the five stage model of group development.
Group and Team Behavior
Defining and Classifying Groups Defining and Classifying Groups
Group Two or more individuals interacting and interdependent, who have come together to achieve particular objectives. Formal Group A designated work group defined by organization’s structure. Informal Group A group that is neither formally structured now organizationally determined; appears in response to the need for social contact.
Command Group A group composed of the individuals who report directly to a given manager. Interest Group Those working together to attain a specific objective with which each is concerned.
Task Group Those working together to complete a job or task.
Friendship Group Those brought together because they share one or more common characteristics.
Why People Join Groups Why People Join Groups
• Security • Status • Self-esteem • Affiliation • Power • Goal Achievement
The Five-Stage Model of Group Development The Five-Stage Model of Group Development
Forming Stage The first stage in group development, characterized by much uncertainty. Storming Stage The second stage in group development, characterized by intragroup conflict. Norming Stage The third stage in group development, characterized by close relationships and cohesiveness.
Performing Stage The fourth stage in group development, when the group is fully functional. Adjourning Stage The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.
Stages of Group Development Stages of Group Development
Alternative Model: Temporary Groups with Alternative Model: Temporary Groups with Deadlines Deadlines
PunctuatedEquilibrium Model Temporary groups go through transitions between inertia and activity. Sequence of actions: Sequence of actions: 1. Setting group direction 1. Setting group direction 2. First phase of inertia 2. First phase of inertia 3. Half-way point transition 3. Half-way point transition 4. Major changes 4. Major changes 5. Second phase of inertia 5. Second phase of inertia 6. Accelerated activity 6. Accelerated activity
The Punctuated-Equilibrium Model The Punctuated-Equilibrium Model
Group Structure -- Roles Group Structure Roles
Role A set of expected behavior patterns attributed to someone occupying a given position in a social unit.
Role Identity Certain attitudes and behaviors consistent with a role. Role Perception An individual’s view of how he or she is supposed to act in a given situation.
Role Expectations How others believe a person should act in a given situation. Psychological Contract An unwritten agreement that sets out what management expects from the employee and vice versa.
Role Conflict A situation in which an individual is confronted by divergent role expectations.
Group Structure -- Norms Group Structure Norms
Norms Acceptable standards of behavior within a group that are shared by the group’s members. Classes of Norms: Classes of Norms: ••Performance norms Performance norms ••Appearance norms Appearance norms ••Social arrangement norms Social arrangement norms ••Allocation of resources norms Allocation of resources norms
Group Structure -- Norms (cont’d) Group Structure Norms (cont’d)
Conformity
Adjusting one’s behavior to align with the norms of the group.
Reference Groups
Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.
Group Structure -- Cohesiveness Group Structure Cohesiveness
Cohesiveness Degree to which group members are attracted to each other and are motivated to stay in the group.
Increasing group cohesiveness: Increasing group cohesiveness: 1. Make the group smaller. 1. Make the group smaller. 2. Encourage agreement with group goals. 2. Encourage agreement with group goals. 3. Increase time members spend together. 3. Increase time members spend together. 4. Increase group status and admission difficultly. 4. Increase group status and admission difficultly. 5. Stimulate competition with other groups. 5. Stimulate competition with other groups. 6. Give rewards to the group, not individuals. 6. Give rewards to the group, not individuals. 7. Physically isolate the group. 7. Physically isolate the group.
Relationship Between Group Relationship Between Group Cohesiveness, Performance Norms, and Cohesiveness, Performance Norms, and Productivity Productivity
Group Tasks Group Tasks
• Decision-making – Large groups facilitate the pooling of information about complex tasks. – Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks. – Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.
Group Decision Making Group Decision Making • Strengths
– More complete information – Increased diversity of views – Higher quality of decisions (more accuracy) – Increased acceptance of solutions
• Weaknesses
– More time consuming (slower) – Increased pressure to conform – Domination by one or a few members – Ambiguous responsibility
Group Decision Making (cont’d) Group Decision Making (cont’d)
Groupthink Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action.
Group shift A change in decision risk between the group’s decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk.
Symptoms Of The Groupthink Phenomenon Symptoms Of The Groupthink Phenomenon
• Group members rationalize any resistance to the assumptions they have made. • Members apply direct pressures on those who express doubts about shared views or who question the alternative favored by the majority. • Members who have doubts or differing points of view keep silent about misgivings. • There appears to be an illusion of unanimity.
Group Decision-Making Techniques Group Decision-Making Techniques
Interacting Groups Typical groups, in which the members interact with each other face-to-face.
Nominal Group Technique A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion.
Brainstorming An idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives. Electronic Meeting A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.
Evaluating Group Effectiveness Evaluating Group Effectiveness
TYPE OF GROUP Effectiveness Criteria Number and quality of ideas Social pressure Money costs Speed Task orientation Potential for interpersonal conflict Commitment to solution Development of group cohesiveness Interacting Low High Low Moderate Low High High Brainstorming Moderate Low Low Moderate High Low Not applicable Nominal High Moderate Low Moderate High Moderate Moderate Electronic High Low High Moderate High Low Moderate
High
High
Moderate
Low
Understanding Work Teams
Team Versus Group: What’s the Difference Team Versus Group: What’s the Difference
Work Group A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility. Work Team A group whose individual efforts result in a performance that is greater than the sum of the individual inputs.
Comparing Work Groups and Work Teams Comparing Work Groups and Work Teams
Types of Teams Types of Teams
Problem-Solving Teams Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors.
Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.
• Task forces • Committees
Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
Team Characteristics Team Characteristics 1. The absence of paraverbal and nonverbal cues 1. The absence of paraverbal and nonverbal cues 2. A limited social context 2. A limited social context 3. The ability to overcome time and space constraints 3. The ability to overcome time and space constraints
A Team-Effectiveness A Team-Effectiveness Model Model
Key Roles of Key Roles of Teams Teams
Creating Effective Teams: Diversity Creating Effective Teams: Diversity
Group Demography The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover. Cohorts Individuals who, as part of a group, hold a common attribute.
Turning Individuals Into Team Players Turning Individuals Into Team Players
• The Challenges – Overcoming individual resistance to team membership. – Countering the influence of individualistic cultures. – Introducing teams in an organization that has historically valued individual achievement. • Shaping Team Players – Selecting employees who can fulfill their team roles. – Training employees to become team players. – Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions.
Beware: Teams Aren’t Always the Answer Beware: Teams Aren’t Always the Answer
• Three tests to see if a team fits the situation: – Is the work complex and is there a need for different perspectives? – Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals? – Are members of the group involved in interdependent tasks?
doc_377025341.pdf