CHAPTER 6

GROUP AND TEAMS IN

ORGANIZATION
The Nature of
Group
What is a Group?
•Imagine waiting in a line at the bank one day along with five
other people. Now compare this collection of individuals to
your company's board of directors. Although in our everyday
language, we may refer to the people waiting in line as a
group, they certainly are not a group in the same sense as the
m e m b e r s o f t h e b o a r d . O b v i o u s l y, a g r o u p i s m o r e t h a n s i m p l y
a collection of people. But, what exactly is it that makes a
group a group?
What is a Group?
•Social scientists have formally defined a group as a
collection of two or more interacting individuals with a
stable pattern of relationships between them who share
common goals and who perceive themselves as being a
group.
 Various
Definitions of
Group
First, groups are composed of two or more people in
social interaction. In other words, the members of a
g r o u p m u s t h a v e s o m e i n f l u e n c e o n e a c h o t h e r.
Whether the interaction between the parties is
immediate and occurs face-to-face, such as in
committee meetings, or is delayed, such as when a
written draft of a document is circulated for
comments, the parties must have some impact on
each other to be considered a group.
Second, groups must possess a stable structure.
Although groups can change and often do, there must
be some stable relationships that keep group
members together and functioning as a unit. A
collection of individuals that constantly changes
(e.g., those waiting in the bank line with you) would
not be considered a group.
 A third characteristic F o u r t h , a n d f i n a l l y, t o b e
of groups is that a group, the individuals
members share common involved must perceive
interests or goals. For themselves as a group.
example, members of a Groups are composed of
company's safety people who recognize each
committee all share a other as a member of their
common goal of group and they can
keeping the workplace distinguish these
f r e e o f d a n g e r. individuals from non-
members.
Types of Group
 Formal
Group
Groups created by the organization and that are intentionally
designed to direct members toward some important organizational
goal are known as formal groups. One type of formal group is
referred to as a command group—a group determined by the
connections between individuals who are a formal part of the
organization. A formal organizational group also may be formed
around some specific task. Such a group is referred to as a task
group. Unlike command groups, task groups may be composed of
individuals with some special interest or expertise in a specific area
r e g a r d l e s s o f t h e i r p o s i t i o n s i n t h e o r g a n i z a t i o n a l h i e r a r c h y.
 Informal
Group
Not all groups are as formal as those we have identified; many are
informal in nature. Informal groups develop naturally among an
organization's personnel without any direction from the management
of the organization within which they operate. One key factor in the
formation of informal groups is a common interest shared by its
members. For example, a group of employees who band together to
seek union representation, or who march together to protest their
company's pollution of the environment, may be called an interest
group. The common goal sought by members of an interest group may
unite workers at many different organizational levels. The key factor
is that membership in an interest group is voluntary – it is not
dictated by the organization, but encouraged by an expression of
common interests.
Group Development
Over Time
THE
FIVE MODEL

STAGE
 Five Stage
FORMING
Model
group members try to get to know each other and establish a
common understanding as they struggle to clarify group goals
and determine appropriate behavior within the group.

STORMING
characterized by considerable conflict—group members resist
being controlled by the group and disagree about who should
lead the group or how much power the leader should have.
 Five Stage
NORMING
Model
group members really start to feel that they belong to the
g r o u p , a n d t h e y d e v e l o p c l o s e t i e s w i t h o n e a n o t h e r.

PERFORMING
the group is ready to tackle group tasks and work toward
achieving group goals—the real work gets accomplished in this
stage.
ADJOURNING
the group disbands after having accomplished its goals.ls—the
real work gets accomplished in this stage.
Group Dynamic
PEOPLE WORKING
WITH OTHERS
 Group : UNSPOKEN RULES OF GROUP
B E H AV I O R

Norms
- From your own experiences in groups you probably already
know one important way in which groups influence people—
that is, by imposing ways of thinking and acting that are
considered acceptable. If anyone has ever told you, "That's
not the way we do things around here," then you probably
already know how potent these effects can be. What you
m i g h t n o t k n o w, h o w e v e r, i s t h a t s u c h i n f o r m a l f o r c e s
constitute a key aspect of group dynamics known as norms.
S p e c i f i c a l l y, a n o r m i s a g e n e r a l l y a g r e e d - u p o n s e t o f r o l e s
that guides the behavior of group members.
 Group : UNSPOKEN RULES OF GROUP
B E H AV I O R

Norms
- Norms differ from organizational policies in that they are
informal and unwritten. In fact, norms may be so subtle that
group members may not even be aware that they are
o p e r a t i n g . Ye t , t h e i r e f f e c t s c a n b e q u i t e p r o f o u n d . F o r
example, group norms may regulate such key behaviors as
honesty (e.g., whether or not to steal from the company),
manners of dress (e.g., a coat and tie are required), and the
punctuality of meetings and appointments (e.g., whether or
not they generally begin on time). In so doing, norms help
regulate groups and keep them functioning in an orderly
fashion.
How Norms
Develop?
First, norms develop due to precedents set over
time. Whatever behaviors emerge at a first group
meeting usually will set the standard for how that
group is to operate. Initial group patterns of
behavior frequently become normative, such as
where people sit, and how formal or informal the
meeting will be. Such routines help establish a
predictable, orderly interaction pattern.
 How Norms
Develop?
Second, norms develop because of carryovers from other
situations. Group members usually draw from their previous
experiences to guide their behaviors in new situations. The
norms governing professional behavior apply here. For
example, the norm for a physician to behave ethically and to
exercise a pleasant bedside manner is generalizable from one
h o s p i t a l t o a n o t h e r. S u c h c a r r y o v e r n o r m s , o n e s t h a t
generalize between different contexts, can assist in making
interaction easier in new social situations.
 How Norms
Develop?
Third, sometimes norms also develop in response to an
e x p l i c i t s t a t e m e n t b y a s u p e r i o r o r c o - w o r k e r. A s
described in Chapter 5, newcomers to groups quickly
"learn the ropes" when people describe what Is
expected of them. Such an explanation is an explicit
statement of the group's or organization's norms
insofar as it describes what one should do or avoid
doing to be accepted by the group.
 How Norms
Develop?
F o u r t h a n d f i n a l l y, g r o u p n o r m s m a y d e v e l o p o u t o f
c r i t i c a l e v e n t s i n t h e g r o u p ' s h i s t o r y. I f a n e m p l o y e e
releases an important organizational secret to a
c o m p e t i t o r, c a u s i n g a l o s s t o t h e c o m p a n y, a n o r m t o
m a i n t a i n s e c r e c y m a y d e v e l o p o u t o f t h i s i n c i d e n t . To
the extent that norms guide people away from similar
mistakes, they may be a helpful way of ensuring that
the group or organization learns from its past
experiences.
 Social Facilitation
PERFORMING IN THE
PRESENCE OF OTHERS
Imagine that you have been taking piano lessons for 10
years, and you are now about to go on stage for your first
m a j o r s o l o c o n c e r t p e r f o r m a n c e . Yo u h a v e b e e n p r a c t i c i n g
diligently for several months, getting ready for the big
n i g h t . B u t n o w, y o u a r e n o l o n g e r a l o n e i n y o u r o w n l i v i n g
r o o m , b u t o n s t a g e i n f r o n t o f h u n d r e d s o f p e o p l e . Yo u r
name is announced, and silence breaks the applause as you
take a seat in front of the concert grand. How will you
p e r f o r m n o w t h a t y o u a r e b e f o r e a n a u d i e n c e ? Wi l l y o u
freeze, forgetting the pieces you practiced so intensely on
your own? Or will the audience spur you on to your best
performance yet? In other words, what impact will the
presence of the audience have on your behavior?
 The Drive Theory For
Social Facilitation
According to the drive theory of social facilitation, the
presence of others is arousing, which in turn enhances
the tendency to perform dominant responses. If these
dominant responses are well-learned, performance will
b e i m p r o v e d . I f , h o w e v e r, t h e d o m i n a n t r e s p o n s e i s
novel, performance will most likely be impaired
 Social
Loafing
“FREE RIDING” WHEN WORKING WITH
OTHERS
Have you ever worked with several others helping a friend move
into a new apartment, each carrying and transporting part of the
l o a d f r o m t h e o l d p l a c e t o t h e n e w o n e ? O r, h o w a b o u t s i t t i n g
around a table with others stuffing political campaign letters
into envelopes, and addressing them to potential donors?
Although these tasks may seem quite different, they actually
share an important characteristic: Performing each requires the
efforts of only a single individual, but several people's work
can be pooled to yield greater outcomes. Because each person's
contributions are summed together with another's, such tasks
have been referred to as additive tasks.
 Social
Loafing
“FREE RIDING” WHEN WORKING WITH
OTHERS
a. Tips for Eliminating Social Loafing

• One possible antidote to social loafing is to make each performer

identifiable. Social loafing may occur when people feel they can get
a w a y w i t h " t a k i n g i t e a s y " — n a m e l y, u n d e r c o n d i t i o n s i n w h i c h e a c h
individual's contributions cannot be determined.
• Another way to overcome social loafing is to make work tasks more
important and interesting.
• It also has been suggested that managers should reward individuals
for contributing to their group's performance—that is, encourage
their interest in their group's performance.
Team : EMPOWERED WORK GROUPS

s
In recent years as organizations have been striving
to hone their competitive advantage, many have
been organizing work around specific types of
groups known as teams. Because the team movement
frequently takes different forms, some confusion
has arisen regarding exactly what teams are. In this
section, we will clarify the basic nature of teams by
describing their key characteristics and then
identifying the various types of teams that exist.
What is a
Team?
F o r m a l l y, w e d e f i n e a t e a m a s a g r o u p w h o s e m e m b e r s h a v e
complementary skills and are committed to a common purpose or
set of performance goals for which they hold themselves
mutually accountable. Applying this definition to our description
of the way work is done at Miller's Trenton plant, it's clear that
t e a m s a r e i n u s e a t t h i s f a c i l i t y. G i v e n t h e c o m p l i c a t e d n a t u r e o f
teams, we will highlight some of their key characteristics and
distinguish them from the traditional ways in which work is
structured.
Key Characteristics of Team
First, teams are organized around work processes rather than
functions. So, for example, instead of having traditional
departments each focusing on a specialized function, (such
as engineering, planning, quality control, and so on) team
members have many different skills.
Second, teams "own" the product, service, or processes on
which they work. By this, we mean that people feel part of
something meaningful and that they understand how their
work fits into the big picture.
Key Characteristics of Team

Third, members of teams are trained in several different

areas and have a variety of different skills.
Fourth, teams govern themselves. And, as a result, team
leaders may be thought of as coaches who help members
of the team, rather than bosses who use more
authoritarian means of leadership.
Key Characteristics of Team
Fifth, in teams, support staff and responsibilities are built-
in. Tr a d i t i o n a l l y, such functions as maintenance,
engineering, and human resources operate as separate
departments that provide support to other groups requiring
their services.
S i x t h , a n d f i n a l l y, t e a m s a r e i n v o l v e d i n c o m p a n y - w i d e
decisions. This is in contrast to the traditional practice of
using managers to make all organizational decisions.
 Types of Teams
1. The first has to do with their major purpose or
mission. In this regard, some teams known as work
teams are concerned primarily with the work done by
the organization, such as developing and manufacturing
new products, providing services for customers, and so
on. Their principal focus is on using the organization's
resources to effectively create its results.
 Types of Teams
2 . A s e c o n d d i m e n s i o n h a s t o d o w i t h t i m e . S p e c i f i c a l l y,
some teams are only temporary and are established for a
specific project with a finite life. For example, a team set
up to develop a new product would be considered
t e m p o r a r y.
3. The third dimension reflects the team's connection to
the organization's overall authority structure that is, the
connection between various formal job responsibilities.
Work Teams
: WHAT IS THE
PAYOFF?
 Teams at
Work
: HOW GOOD IS THEIR TRACK RECORD

The question of how effective teams are in the workplace is difficult

t o a n s w e r. N o t o n l y a r e t h e r e m a n y d i f f e r e n t k i n d s o f t e a m s d o i n g
different kinds of jobs operating in organizations, but their
effectiveness is influenced by a wide variety of factors that go well
beyond any possible benefits of teams, such as managerial support,
t h e e c o n o m y, a v a i l a b l e r e s o u r c e s , a n d t h e l i k e . Te a m s i n t h e
acceptance stage of group development tend to be effective and
efficient. This stage is characterized by personal and mutual
understanding, tolerance of individual differences, constructive
conflict about substantive matters, realistic expectations about team
performance, and acceptance of the authority structure. The resulting
trust engenders cohesiveness and a free exchange of information
between team members.
 Obstacle to Team
Effectiveness
AND HOW TO OVERCOME THEM
Although we have reported success stories about teams, we also have
alluded to difficulties in implementing them. After all, working in a
team demands a great deal, and not everyone may be ready for them.
As a result, teams sometimes fail.

a . I n s u f f i c i e n t T r a i n i n g - To b e e f f e c t i v e , t e a m m e m b e r s m u s t h a v e
the right blend of skills needed for the team to contribute to the
o r g a n i z a t i o n ' s m i s s i o n . Wo r k e r s h a v i n g h i g h d e g r e e s o f f r e e d o m a n d
anonymity require a depth of skills and knowledge that surpasses that
o f p e o p l e p e r f o r m i n g n a r r o w e r, t r a d i t i o n a l j o b s . F o r t h i s r e a s o n ,
successful teams tend to be ones in which large investments are made
in developing the skills of team members and leaders. In the words of
one expert, "Good team members are trained, not born.''
 Compensatio
n System
Te a m s a r e n o p l a c e s f o r h o t s h o t s w h o w a n t t o m a k e t h e i r i n d i v i d u a l
m a r k s — r a t h e r, t e a m s r e q u i r e " t e a m p l a y e r s . " T h e m o r e o rg a n i z a t i o n s
reward employees for their teams' successes, the more strongly team
spirit will be reinforced.

Lack of Managerial Support - For teams to survive, let alone thrive,

it is essential for them to receive unqualified support from top
m a n a g e m e n t . I n t h e a b s e n c e o f s u c h s u p p o r t , t h e s y s t e m m a y f a l t e r.
Lack of Employee Support - In addition to support from managers, it
is essential that the basis for the movement to teams be fully
understood and accepted by the individuals who are involved. Unless
employees can fully understand the importance of cooperating with
e a c h o t h e r, p r o b l e m s a r e l i k e l y t o r e s u l t .
 Cooperation
between Teams
it is clear that teams can be an effective way for
organizations to achieve unheard-of levels of
p e r f o r m a n c e . H o w e v e r, t h e p a t h t o s u c c e s s i s
riddled with obstacles; developing effective
teams is difficult. It is also time-consuming.
 Important
Organizitional
Group
1 . ) T h e To p M a n a g e m e n t Te a m . A n o r g a n i z a t i o n ’ s t o p m a n a g e m e n t
team is the team of managers who report to the chief executive
o f f i c e r ( C E O ) . To p m a n a g e m e n t t e a m s a r e c h o s e n b y t h e C E O a n d
board of directors of the organization. This team impacts the entire
organization since it decides the overall goals of the organization.

2 . ) S e l f - M a n a g e d Wo r k Te a m s . I n s e l f - m a n a g e d w o r k t e a m s , t e a m
members have the autonomy to lead and manage themselves and
determine how the team will perform its tasks. In a self-managed
work team, separate tasks normally performed by individual
employees and managed by a supervisor fall under the responsibility
of a group of employees empowered to ensure they get done and get
done well. The job characteristics model of job design provides a
good framework for understanding why the use of self-managed work
teams can lead to higher levels of motivation, performance, and
satisfaction.
3 . ) R e s e a r c h a n d D e v e l o p m e n t Te a m s . O r g a n i z a t i o n s o f t e n
use research and development (R&D) teams to develop
new products, especially in high-tech industries such as
electronics, pharmaceuticals, and computers. Some R&D
teams are cross-functional.

4 . ) V i r t u a l Te a m s . V i r t u a l t e a m s a r e t e a m s i n w h i c h a
significant amount of communication and interaction
among team members occurs e l e c t r o n i c a l l y, using
computer hardware and software. Organizations use
virtual teams to help people in different places and/or
t i m e z o n e s w o r k t o g e t h e r.
Thank
you