Chapter 10 Groups vs. Teams

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Management, 3rd edition
Hitt/Black/Porter

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Managerial Challenges:

From the front line

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Stephen Ortiz

First job: Staff Consultant, Enterprise Risk Services, Deloitte & Touche

Motto: Live every day like it’s your last

Management

Style: Instill a vision and manage to that vision; collaborative

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Key Topics

Groups vs. teams

Groups
Types—planning, organizing, directing, controlling
Formation and development—influence factors
Characteristics—structural and behavioral
Teams
Competencies
Conflict
High-performing development

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Learning Objectives

After studying this chapter, you should be able to:

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Groups vs. Teams

Some groups become teams and some remain “only” groups

Group—set of people

usually from 3 to 20
have some degree of mutual interaction
shared objectives

Team—type of group

high degree of interdependent, coordinated interaction
strong sense of members’ personal responsibility for
achieving specified group outcomes
high level of members’ identification with the team

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Individual-to-Group-to-Team Continuum

TEAMS demonstrate

Coordinated interaction
Personal responsibility for group outcomes
Individual identification with group

Exhibit 10.1

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Groups—Basic Types

continued

Exhibit 10.2

Designated, created, and sanctioned by organization—basic work and overall mission

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Groups—Basic Types

Formal groups—committees in many organizations

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Groups—Basic Types

Exhibit 10.2

Group members interact voluntarily

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Groups and Teams—Formation

Most important factors influencing group formation

 Organizational goals

How does the group fit into larger organization’s goals?

 Opportunities for interaction and sharing mutual knowledge

Groups can meet face to-face or virtually

 Psychological factors

Security needs, social support, self-esteem needs, status needs

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Groups and Teams—Formation

Questions of new member of organizational groups

Why was I selected, rather than someone else?

What are the real reasons the group was put together?

What will my new responsibilities be?

Are the stated objectives for the group realistic and are they the actual goals that will be

measured?

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Renowned Chef Alain Ducasse

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Groups—Development

Stages of Group Development

Getting to know you

Conflict about goals

Group identity and cohesion

Actions as coherent entity

Forming Storming Norming Performing

Exhibit 10.4

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Groups and Teams—Characteristics

Structural Characteristics

Size
Composition
Differentiated
roles
Differentiated status

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Groups and Teams—
Structural Characteristics

Size—what is the optimal size?

Large-group advantages

More resources—talent, skills, and expertise

Large -group disadvantages

Social loafing—reduced effort per person

Process costs –increasing costs of coordination as group size increases

Unanticipated disadvantages can appear

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Groups and Teams—
Structural Characteristics

Composition—Homogeneous vs. Heterogeneous/diverse

Key managerial question

Does a greater amount of diversity within groups more

often help or hinder such outcomes as effective group functioning and performance?

Maximize benefits diversity offers—minimize potential disadvantages

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Groups—Diversity Within

Exhibit 10.5

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Groups and Teams—
Structural Characteristics

Team Roles

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Groups and Teams—
Structural Characteristics

Team Roles

Differentiated roles
Role ambiguity: The expected behaviors for a group member are not clearly defined
Role conflict: A group member faces two or more contrasting sets of expectations
Differentiated status
Status: Prestige that a person has in a group

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Groups and Teams—
Behavioral Characteristics

Norms develop in group

Norms: A group’s shared standards that guide the behavior of its individual members
Characteristics—group norms
Established for important issues of concern
Some apply only to certain members
Vary in degree of acceptance
Vary in how much deviation members are permitted

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Groups and Teams—
Behavioral Characteristics

Development of group norms

Exhibit 10.7

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Groups and Teams—
Behavioral Characteristics

Development of group norms

Exhibit 10.7

Development of group norms

Early behaviors
First behaviors exhibited by members
Imported behaviors
Brought by members from previous groups
Critical events
A sudden challenge to the group, such as a crisis
Explicitly stated standards

Effects of group norms

Conformity: Close adherence to the group’s norms by the individual members

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Groups and Teams—
Behavioral Characteristics

Degree to which groups are cohesive

Group cohesion

Strengthens interpersonal attraction among group members
Generates a record of high performance and past success of the group
Fosters competition with other groups

Cohesion—the degree to which members are motivated to remain in the group

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Groups and Teams—
Behavioral Characteristics

Effects of high levels of Group Cohesion

Exhibit 10.8

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Groups and Teams—
Behavioral Characteristics

Prominent Groups and Teams in Today’s Organizations

Exhibit 10.9

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Groups and Teams—
Building and Managing

Developing Team Competencies

Exhibit 10.10

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Groups and Teams—Building and Managing

Dealing with Team Conflict: Types of Conflict

Task conflict (cognitive/substantive)
Focuses on differences in ideas and courses of action in addressing the issues facing a group

Process conflict
Differences of opinion about procedures a group should use to achieve its goals

Relationship conflict (affective) Interpersonal differences among group members

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Groups and Teams—Building and Managing

Dealing with Team Conflict: Causes of Conflict

Potential causes of task and process conflicts include:

Ambiguities regarding the task
Differences in goals, objectives, and perspectives among group
Scarcity (actual or perceived) of resources to accomplish the group’s goals.

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Groups and Teams—Building and Managing

Dealing with Team Conflict: Causes of Conflict

Potential causes of relationship conflicts include:

Dissimilarities in the composition of the membership of the group, including
Demographic diversity (age, ethnic/cultural background, gender)
Status/power differences
Differences in interpersonal styles of individual members
Differences in values

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Groups and Teams—Building and Managing

Dealing with Team Conflict: Managing Conflict

To manage intra-group conflict:

Increase the ratio of substantive to relationship conflict
Clarify and reduce task ambiguities
Get the group to focus on goals that emphasize the common interests of all group members
Avoid relationship conflicts

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Groups and Teams –Building and Managing

Dealing with Team Conflict: Managing Conflict

To manage inter-group conflict:

Reduce unnecessary relational conflicts in intergroup interaction situations
Increase the focus on substantive differences
Emphasize organization-wide goals to increase cooperation and performance

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Groups and Teams—Building and Managing

Improving the effectiveness of Groups and Teams

A manager knows the group is performing well when…

Exhibit 10.11

Characteristics of Highly Effective Groups

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Groups and Teams—Building and Managing

Improving the Effectiveness of Groups and Teams

Exhibit 10.12

Enhancing Group Effectiveness

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Checklist for Leaders of Groups

Exhibit 10.13

Summary: Key Topics

Groups vs. teams

Groups
Types—planning, organizing, directing, controlling
Formation and development—influence factors
Characteristics—structural and behavioral
Teams
Competencies
Conflict
High-performing development

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Managerial Challenges: Rest of the Story

From the front line

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Stephen Ortiz

Learning: Not everybody can be friends

Change: Formed a team-based approach

Result: Customer satisfaction scores increased above the company mean scores

VIP sales up 18%—highest in 7 years

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