Fundamentals of Management 9th Canadian Edition PDF Chapter 8

Fundamentals of Management Ninth Canadian Edition Chapter 8 Understanding Groups and Teams Copyright © 2021 Pearson Canada, Inc. 8-1 Learning Objectives 8....

Fundamentals of Management Ninth Canadian Edition Chapter 8 Understanding Groups and Teams Copyright © 2021 Pearson Canada, Inc. 8-1 Learning Objectives 8.1 Define groups and describe the stages of group development. 8.2 Describe the major concepts of group behaviour. 8.3 Explain how groups become effective teams. 8.4 Discuss contemporary issues in managing teams. Copyright © 2021 Pearson Canada, Inc. 8-2 What Is a Group and What Stages of Development Do Groups Go Through? Managers need to understand team/group behaviour. – Teams and groups can differ depending on their purpose, but in this chapter the terms are used interchangeably.  underscores that processes for groups and teams are similar, although formal work teams/groups involve more synergy Copyright © 2021 Pearson Canada, Inc. 8-3 What Is a Group? (1 of 2) A group is two or more interacting and interdependent individuals who come together to achieve specific goals. – Formal groups are work groups.  They are defined by the organization’s structure.  They have designated work assignments/tasks. – Informal groups are social groups.  They occur naturally in the workplace, in response to the need for social contact. Copyright © 2021 Pearson Canada, Inc. 8-4 What Is a Group? (2 of 2) Exhibit 8.1 Examples of Groups in Organizations Group Type Description Example Cross-functional Employees who are experts in various functions; Calgary-based Canadian Pacific Railway teams task interdependence is limited as each member (CPR) uses cross-functional teams to figure works with other employees in different out ways to cut costs. All the functional areas departments. affected by the cost cutting are represented. Problem-solving Employees from the same department or The RCMP uses a drug task force separate teams functional area who are trying to improve work from its main policing operations to address activities or solve specific problems. issues related to the manufacture, sale, and use of illegal drugs. Self-managed Employees with high autonomy who are Muskoseepi Park in Grand Prairie, Alberta, is teams responsible for an entire work process or operated by a self-managed team whose segment. Unlike a problem-solving team, the team members are accountable to each other and is also responsible for managing itself. do not have direct daily supervision. Advisory teams Teams that provide feedback and Nova Scotia Business Inc. uses an advisory recommendations to organizational decision team to keep on top of community issues makers. throughout the province. Virtual teams Teams that use information technologies to link Microsoft’s staff in Richmond, British physically dispersed members. Columbia, are part of a virtual team with members in Redmond, Washington, and other global centres. Source: Based on S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991 pp. 48-60; and T. A. Judge, J. E. Bono, R. Iiies and M. Werner, ”Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, Aug 2002 pp. 765–780 6Ce Exh 8-2, p. 235; originally 10e p. 37. 2 CONTACT: Rozella Cribbs-Grant. Copyright © 2021 Pearson Canada, Inc. 8-5 Are Work Groups and Work Teams the Same? (1 of 2) Individuals act differently in teams than they do when they are alone. Work teams work intensely on a specific, common goal using positive synergy, accountability, and complementary skills. Synergy occurs when the combined efforts are greater than the sum of individual efforts. – results in superior performance levels  Work Groups interact mainly to share information and make decisions to help each member do their job better Copyright © 2021 Pearson Canada, Inc. 8-6 Are Work Groups and Work Teams the Same? (2 of 2) Exhibit 8.2 Groups Versus Teams Blank Works Team Work Groups Goal Collective Performance Share Information Synergy Positive Neutral (sometimes negative) Accountability Individual & Mutual Individual Skills Complementary Random and Varied Copyright © 2021 Pearson Canada, Inc. 8-7 Stages of Group Development (1 of 2) 1. Forming - People join the team and define the team’s purpose. 2. Storming - This stage is characterized by intragroup conflict. 3. Norming - Relationships develop. The team demonstrates cohesiveness. 4. Performing - The team structure is fully functional and accepted by team members. 5. Adjourning - Temporary teams are concerned with wrapping up activities. Copyright © 2021 Pearson Canada, Inc. 8-8 Stages of Group Development (2 of 2) Exhibit 8.3 Stages of Group Development –Tuckman’s Model Copyright © 2021 Pearson Canada, Inc. 8-9 Key Aspects of Group Behaviour (1 of 4) Roles are the behaviour patterns expect of someone who occupies a given position in a social unit. – Action-oriented roles – People-oriented roles – Thought-oriented roles Copyright © 2021 Pearson Canada, Inc. 8 - 10 Key Aspects of Group Behaviour (2 of 4) Norms are standards or expectations that are accepted and shared by group members – Effort and performance – Dress codes Conformity is the tendency for group members to adjust their behaviour to align with group norms. Status systems – hierarchies within groups Group size – larger groups may lead to social loafing. Small Groups 5-7 better at: Large Groups 12 or more better at:  Completing tasks faster -problem solving  Figuring out what to do -finding facts  Getting a job done -gaining diverse input Copyright © 2021 Pearson Canada, Inc. 8 - 11 Key Aspects of Group Behaviour (3 of 4) Social loafing is the tendency for an individual to expend less effort when working with others than when working individually. More likely to happen in larger groups: – may be caused by a belief that others in the group are not doing their fair share (re-establishing equity) – may occur when individuals think that their contribution cannot be measured (free-riding) Copyright © 2021 Pearson Canada, Inc. 8 - 12 Key Aspects of Group Behaviour (4 of 4) Group cohesiveness is the degree to which members are attracted to one another and share the group’s goals. Exhibit 8.5 Group Cohesiveness and Productivity Copyright © 2021 Pearson Canada, Inc. 8 - 13 Turning Groups into Effective Teams Effective teams have a number of characteristics See Exhibit 8.6 Team Effectiveness Model Page 229 Copyright © 2021 Pearson Canada, Inc. 8 - 14 Characteristics of Effective Teams Team effectiveness is typically measured in terms of productivity, managers’ ratings of performance, and team member satisfaction. The Team Effectiveness Model identifies four key components of effective teams: – context – team composition – work design – process variables Copyright © 2021 Pearson Canada, Inc. 8 - 15 What Contextual Factors Lead to Team Effectiveness? Four contextual factors appear to be most significantly related to team performance: – adequate resources – leadership and structure – climate of trust – performance evaluation and reward systems Copyright © 2021 Pearson Canada, Inc. 8 - 16 What Team Composition Factors Lead to Effectiveness? Several team composition factors are important to a team’s effectiveness: – abilities of members – personality – allocating roles – diversity – size of teams – member preferences Copyright © 2021 Pearson Canada, Inc. 8 - 17 How Does Work Design Affect Team Effectiveness? Important work design elements related to a team’s effectiveness: – autonomy – skill variety – task identity – task significance These four characteristics enhance team member motivation. Copyright © 2021 Pearson Canada, Inc. 8 - 18 What Team Processes Are Related to Team Effectiveness? (1 of 4) Five team process variables are related to team effectiveness: Common purpose – provides direction, momentum, and commitment Specific goals – facilitate communication and help maintain focus Team efficacy – confidence in themselves and their members Copyright © 2021 Pearson Canada, Inc. 8 - 19 What Team Processes Are Related to Team Effectiveness? (2 of 4) Conflict results from perceived differences that result in some form of interference or opposition. – Task conflict: based on content disagreement about tasks or goals  low to moderate levels can be productive – Relationship conflict: based on interpersonal relationships  almost always dysfunctional Copyright © 2021 Pearson Canada, Inc. 8 - 20 What Team Processes Are Related to Team Effectiveness? (3 of 4) Exhibit 8.7 Conflict Resolution Techniques SOURCE: Based on K. W. Thomas, “Conflict and Negotiation Processes in Organizations” in Handbook of Industrial and Organizational Psychology, vol. 3, 2nd ed., ed. M. D. Dunnette and L. M. Hough (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668; and C. K. W. De Dreu, A. Evers, B. Beersma, E. S. Kluwer, and A. Nauta, “A Theory-Based Measure of Conflict Management Strategies in the Workplace,” Journal of Organizational Behaviour 22, no 6 (September 2001), pp. 645–668. Copyright © 2021 Pearson Canada, Inc. 8 - 21 What Team Processes Are Related to Team Effectiveness? (4 of 4) Effective teams work to minimize the tendency for social loafing by: -asking each other questions -seeking advise from one another -assigning responsibilities equitably to members -developing and adhering to a Team Charter Copyright © 2021 Pearson Canada, Inc. 8 - 22 How Can a Manager Shape Team Behaviour? A manager can shape a team’s behaviour using: Selection – ensure that applicants can fulfill team roles Training – team problem solving, communication, negotiation, and conflict resolution are skills that can be taught Rewards – encourage cooperative efforts Copyright © 2021 Pearson Canada, Inc. 8 - 23 Current Challenges in Managing Teams Managers face some current challenges in managing teams, including: – managing global teams – understanding when teams aren’t the answer DRAWBACKS BENEFITS Disliking Team Members Greater Diversity of Ideas Mistrusting Team Members Limited Groupthink Stereotyping Increased Attention on Understanding Others’ Ideas, Perspectives, etc. Communication Problems Stress and Tension Copyright © 2021 Pearson Canada, Inc. 8 - 24 What’s Involved with Managing Global Teams? Group member resources – managers need to assess in the context of a unique culture Group structure – differences related to – conformity – status – social Loafing – cohesiveness Group processes may be more challenging due to communication problems and language barriers Copyright © 2021 Pearson Canada, Inc. 8 - 25  Teams Aren’t Always the Answer Three questions to ask to determine the appropriateness of a team approach: – Can the work be done better by more than one person? – Does the work create a common purpose or set of goals that is more than the aggregate of individual goals? – Are the members of the group interdependent? Copyright © 2021 Pearson Canada, Inc. 8 - 26  Beware! Teams Are Not Always the Answer Teams are more useful when: Work processes cut across functional lines. Speed is important (and complex relationships are involved). The organization mirrors a complex, differentiated, and rapidly changing market environment. Innovation and learning have priority. The tasks that have to be done require online integration of highly interdependent performers. Copyright © 2021 Pearson Canada, Inc. 8 - 27