(Organizational Behavior)
Gonzalo44
ch09-managing-groups-and-teams_2021.pptChapter 9 Managing Groups and Teams in Organizations
Learning Objectives
Recognize and understand group dynamics and development
Compare and contrast different types of teams
Understand how to design effective teams
Understand threats and barriers to effective teams
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BUILDING TEAMS WITH KINDNESS: THE CASE OF KIND
- Kind LLC is a food company that sells products such as snack bars, granola bars, and granola. Daniel Lubetzky, an immigrant from Mexico and the son of a holocaust survivor, founded the company in 2004.
- The company’s values include ownership, teamwork, transparency, caring, and developing self & others.
Kind’s mission is to “make the world a little kinder, one snack at a time.” How does the organization demonstrate this mission in the way it treats its employees?
How do you think values such as honesty, empathy, and shared ownership impact the way teams work together? What other values have you experienced that contribute to effective teamwork?
How would you describe the nuances between the terms, “employees” and “team members?” Do you think this type of vocabulary matters to members of an organization?
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- Informal groups are made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization.
- A formal work group is made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group.
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9.1. Group Development Models
What should a manager focus on at each stage of the group development? I mean at each stage of the group development what role a team leader should play to be an effective team.
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Tuckman’s Five-Stage Theory
of Group Development
Individual
Issues
Forming
Storming
Norming
Performing
“How do I fit
in?”
“What’s my
role here?”
“What do the
others expect
me to do?”
“How can I
best
perform my
role?”
Group
Issues
“Why are we
here?”
“Why are we
fighting over
who’s in
charge and
who
does what?”
“Can we agree
on roles and
work as a
team?”
“Can we do
the
job properly?”
Figure 10-3
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“Changes in group occur in rapid, radical spurts rather than
gradually over time”
What is punctuated equilibrium model?
Managerial implications?
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Test Your Knowledge
True or False?
All groups go through the stages in this order and don’t regress to earlier stages.
Knowledge of these stages helps members and leaders understand the group’s behavior and take appropriate action.
Participative leadership is more important in earlier stages, while structured leadership is more important in later stages.
Feedback becomes more general, less frequent, and more negative as teams progress through the stages.
Unclear deadlines make work teams less efficient.
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OB Toolbox: Avoid Getting Stuck in the Storming Phase
9.2. Group Cohesion
OB Toolbox: Steps to Creating and Maintaining a Cohesive Team
| Low task commitment | High task commitment | |
| Low group cohesion | Low performance | Performance ranges depending on a number of factors |
| High group cohesion | Low performance | High performance |
Test Your Knowledge
- True (A) or False (B)
Too much team cohesiveness can be a problem for the organization.
In general, success leads to cohesion, rather than cohesion causing success
Smaller teams are more cohesive
External threats hurt team cohesiveness
Members of cohesive teams enjoy more satisfaction and less turnover
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9.3. Threats to Group Effectiveness
- Asch Effect
- Groupthink
- Social Loafing
The Asch Effect
1 2 3
Standard Line Card
Comparison Lines Card
Asch Effect: the distortion of individual judgment by a unanimous but incorrect opposition.
Table 10-5
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This is about conformity. Peer pressure
Groupthink
- Groupthink: When you feel a high pressure to conform and agree and are unwilling to realistically view alternatives
- What are some of the reasons or factors that promote groupthink?
- What can be done to prevent groupthink?
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Social Loafing
Why do you think social loafing occurs within groups?
What can be done to combat social loafing?
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Task interdependence is a necessary condition for forming a team.
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Team Role Typology
These 10 roles include task roles (light yellow), social roles (medium orange), and boundary spanning roles (dark orange)
Chart1
| Contractor |
| Creator |
| Contributor |
| Completer |
| Critic |
| Cooperator |
| Communicator |
| Calibrator |
| Consul |
| Coordinator |
Sheet1
| Sales | |
| Contractor | 1 |
| Creator | 1 |
| Contributor | 1 |
| Completer | 1 |
| Critic | 1 |
| Cooperator | 1 |
| Communicator | 1 |
| Calibrator | 1 |
| Consul | 1 |
| Coordinator | 1 |
9.4. Types of Teams
How to Manage Virtual Teams
- Establish regular times for group interaction
- Set up firm rules for communication
- Use visual forms of communication where possible
- Emulate the attributes of co-located teams
- Give and receive feedback and offer assistance on a regular basis
- Agree on standard technology so all team members can work together easily
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Self-Managed Teams
Designing Effective Teams
What would be the main determinant of these?
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9.5. Team Norms and Contracts
9.6. Barriers to Effective Teams
What do we need for our team?
Step 1. Please share your good and/or bad team experience. (10 Minutes)
Step 2. Reflecting on the previous experiences, come up with 10 things an effective team needs
(10 minutes)
Step 3. Please rank the 10 things from extremely
important to less important with team
discussion (15 Minutes)
Step 4. Please submit the 10 ranked things to Canvas
(Assignments Team activity (Ch. 9))
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