Managing Teams

R-Jay P. Quiambao, CIE

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Understanding Groups
Group
Two or more interacting and interdependent
individuals who come together to achieve specific
goals.
Formal groups
Work groups defined by the organizations structure
that have designated work assignments and tasks.
Appropriate behaviors are defined by and directed toward
organizational goals.
Informal groups
Groups that are independently formed to meet the
social needs of their members.
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Examples of Formal Groups
Command Groups
Groups that are determined by the organization chart
and composed of individuals who report directly to a
given manager.
Task Groups
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.
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Cross-Functional Teams
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.
Self-Managed Teams
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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Examples of Formal Groups
Stages in Group Development
Forming
Members join and begin the
process of defining the
groups 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
behavior.
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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Stages in Group Development
Group Behavior Model
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Work Group Behavior
Internal Variables Affecting Group Behavior
The individual abilities of the groups members
The size of the group
The level of conflict
The internal pressures on members to conform to
the groups norms
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Conditions Affecting Group
Behavior
External (Organizational)
Conditions
Overall strategy
Authority structures
Formal regulations
Available organizational
resources
Employee selection criteria
Performance management
(appraisal) system
Organizational culture
General physical layout
Internal Group
Variables
Individual competencies
and traits of members
Group structure
Size of the group
Cohesiveness and the level
of intragroup conflict
Internal pressures on
members to conform o the
groups norms

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Group Structure
Role
The set of expected behavior 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.
Role conflict: experiencing differing role
expectations
Role ambiguity: uncertainty about role
expectations


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Group Structure (contd)
Norms
Acceptable standards or expectations that are
shared by the groups members.
Common types of norms
Effort and performance
Output levels, absenteeism, promptness, socializing
Dress
Loyalty
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Group Structure (contd)
Conformity
Individuals conform in order to be accepted by
groups.
Group pressures can have an effect on an
individual members 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.
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Group Structure (contd)
Status System
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 behavioral motivator.
Formal status systems are effective when the
perceived ranking of an individual and the status
symbols accorded that individual are congruent.
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Group Structure: Group Size
Small groups
Complete tasks faster
than larger groups.
Make more effective use
of facts.
Large groups
Solve problems better
than small groups.
Are good for getting
diverse input.
Are more effective in
fact-finding.
Social Loafing
The tendency for
individuals to expend
less effort when working
collectively than when
work individually.
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Group Structure (contd)
Group Cohesiveness
The degree to which members are attracted to a
group and share the groups goals.
Highly cohesive groups are more effective and
productive than less cohesive groups when their goals
aligned with organizational goals.
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The Relationship Between
Cohesiveness and Productivity
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Group Processes: Group Decision Making
Advantages
Generates more
complete information
and knowledge.
Generates more diverse
alternatives.
Increases acceptance of
a solution.
Increases legitimacy of
decision.
Disadvantages
Time consuming
Minority domination
Pressures to conform
Ambiguous
responsibility
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Group versus Individual Decision Making

Criteria of Effectiveness Groups Individuals
Accuracy
Speed
Creativity
Degree of acceptance
Efficiency
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Techniques for Making More Creative
Group Decisions
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Group Processes: Conflict
Management
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 be 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.
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Group Processes: Conflict
Management (contd)
Categories of Conflict
Functional conflicts are constructive.
Dysfunctional 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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Conflict and Group Performance
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Group Processes: Conflict
Management (contd)
Techniques to Reduce Conflict:
Avoidance
Accommodation
Forcing
Compromise
Collaboration
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Conflict-Management Techniques
Source: Adapted from K.W. Thomas,
Conflict and Negotiation Processes in
Organizations, in M.D. Dunnette and L.M.
Hough (eds.) Handbook of Industrial and
Organizational Psychology, vol. 3, 2d ed.
(Palo Alto, CA: Consulting Psychologists
Press, 1992), p. 668. With permission
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Group Tasks and Group
Effectiveness
Highly complex and interdependent tasks
require:
Effective communications: discussion among
group members.
Controlled conflict: More interaction among group
members.

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What Is a Team?
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
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Groups versus Teams
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Types of Teams
Problem-solving Teams
Employees from the same department and
functional area who are involved in efforts to
improve work activities or to solve specific
problems.
Self-managed Work Teams
A formal group of employees who operate without
a manager and responsible for a complete work
process or segment.
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Types of Teams (contd)
Cross-functional Teams
A hybrid grouping of individuals who are experts
in various specialties and who work together on
various tasks.
Virtual Teams
Teams that use computer technology to link
physically dispersed members in order to achieve
a common goal.
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Advantages of Using Teams
Teams outperform individuals.
Teams provide a way to better use employee
talents.
Teams are more flexible and responsive.
Teams can be quickly
assembled, deployed,
refocused, and disbanded.
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Characteristics of Effective Teams
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Characteristics of Effective Teams
Have a clear
understanding of their
goals.
Have competent
members with relevant
technical and
interpersonal skills.
Exhibit high mutual trust
in the character and
integrity of their
members.
Are unified in their
commitment to team goals.
Have good communication
systems.
Possess effective
negotiating skills
Have appropriate
leadership
Have both internally and
externally supportive
environments
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Current Challenges in
Managing Teams
Getting employees
to:
Cooperate with
others
Share information
Confront
differences
Sublimate personal
interest for the
greater good of the
team
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Managing Global Teams
Group Member Resources
Unique cultural characteristics of team members
Avoiding stereotyping
Group Structure
Conformityless groupthink
Statusvaries in importance among cultures
Social loafingpredominately a Western bias
Cohesivenessmore difficult to achieve
Group processescapitalize on diverse ideas
Managers rolea communicator sensitive to the type of
globe team to use.
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Drawbacks and Benefits of Global Teams
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Understanding Social
Networks
Social Network
The patterns of informal connections among
individuals within groups
The Importance of Social Networks
Relationships can help or hinder team
effectiveness
Relationships improve team goal attainment and
increase member commitment to the team.
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