Organisational Behaviour (Sem I)

GROUPS AND TEAMS

What is a Group? Obviously, a group is more than simply a collection of people. Group is 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. Four key characteristics: Social interaction One of the most obvious characteristics of groups is that they are composed of two or more people in social interaction. The members of a social group must have some influence on each other.

What is a Group? Stability Groups also must possess a stable structure. A collection of individuals that constantly changes cannot be thought of as a group. Common interests or goals Members share common interests or goals. Recognition as being a group The individuals involved must perceive themselves as a group. Creating effective groups for project work, problem solving, creative activities, brainstorming and information gathering, resolution of conflicts, grievances and disputes.

Types of Groups I) Formal Groups A group formed by management to accomplish the goals of the organization (formed due to the demands and processes of the organization). The accomplishment of these goals requires that certain tasks be performed and that employees be assigned to perform these tasks. As a result, most employees will be members of a group based on their position in the organization.

Types of Groups Command Group This group is specified by the organization chart and is made up of subordinates who repot directly to a given supervisor. Eg., the authority relationship between a department manager and the supervisors. Task Group This comprises of the employees who work together to complete a particular task or project. For eg., the nurses assigned to duty in the emergency room of a hospital usually constitute a task group, since certain activities are required when a patient is treated.

Types of Groups Team It is a formal group comprised of people interacting very closely together with a shared commitment to accomplish agreed upon objectives. Both command and task groups can be thought of as teams. However, because the concept of teams has become such a significant factor in organizational design and functioning in recent years, team is being treated as separate formal group.

Types of Groups II) Informal Groups These groups develop naturally among an organizations personnel without any direction from the management of the organization within which they operate. Interest Groups A group that comes together to satisfy a common interest and disbands when the goal has been achieved. Eg., includes employees grouping together to present a unified front to management for more benefits.

Types of Groups II) Informal Groups Friendship Groups Informal groups that form because the members have something in common such as age, political beliefs, or ethnic background. Their interactions and communication extends to off-the-job activities.

Distinction between Formal and Informal Groups: The major difference formal groups are designated by the formal organization as a means to an end. Informal groups/interests are important for their own sake to satisfy a basic human need for association.

Stages of Group Development Although we cannot predict with perfect certainty exactly how all groups will form, two systematic models of group development appear to be most descriptive the five-stage model and the punctuated-equilibrium model. The Five-Stage Model (B W Tuckman, 1965) This model identifies five distinct stages through which groups develop.

Stages of Group Development 1. FORMING Characterised by uncertainty (frequently confusion) about the purpose, structure and leadership of the group. Group members efforts to understand and define their objectives, roles and assignments within the group. Patterns of interaction among group members are tried out and either discarded or adopted, at least temporarily. Generally, this stage is complete when individuals begin to view themselves as part of a group.

Stages of Group Development 2. STORMING Tends to be marked with conflict and confrontation. As conflicts are resolved and the groups leadership is accepted, the storming stage is complete. 3. NORMING Characterised by cooperation and collaboration. Identification as a member of the group becomes greater. Rules for social interaction are established although these are not set down in a formal way, they become the code of conduct that regulates group activities and make future behavior more predictable.

Stages of Group Development 4. PERFORMING Structures and procedures are now in place and the group is ready to get on with the job in hand. The group is fully functional.

Stages of Group Development 5. ADJOURNING Refers to the disbanding of the group, perhaps because people move on, or because its task has been completed. For temporary groups, such as committees, project groups, task forces etc. this stage includes disbandment. Whereas, permanent groups may not reach this stage.
Increasingly, adjournment is becoming an expected stage of group development, however. Many organizations rely on temporary groups for problem-solving tasks and product development like HP and 3M. At these organizations, project teams may have a life cycle ranging from less than a month to several years.

Stages of Group Development Of course, not all groups progress smoothly and predictably through these stages. Numerous factors can either hinder or facilitate the process.

Stages of Group Development

The Punctuated-Equilibrium Model (Gersick, 1988) Not all scientists agree groups develop in the order identified in the five-stage model. (This is an alternative model: for temporary groups with deadlines). They have their own unique sequencing of actions (or inaction). The conceptualization of group development claiming that groups generally plan their activities during the first half of their time together, and then revise and implement their plans in the second half.

Stages of Group Development

Groups go through two stages marked by the midpoint of the groups time together. The first half is a period of equilibrium, in which the group makes plans, but accomplishes little. During the second half, group members make changes that lead them to accomplish the groups task as the deadline approaches.

Stages of Group Development

The idea is: Groups develop inertia, which keeps them going (i.e. equilibrium) until the halfway point, when they realize that deadlines loom large. This stimulates them to confront important issues and to initiate changes, beginning (i.e. punctuating) a new equilibrium. This phase lasts until the group kicks into a final push just before the deadline. Although the punctuated-equilibrium model is relatively new, studies suggest that it does a good job of describing how groups develop.

Characteristics of Groups To understand group behavior, one must be aware of the general characteristics of groups. Some of the more important ones are: composition, status hierarchy, roles, norms, leadership and cohesiveness.
Composition the extent to which group members are alike. Homogenous groups are likely to be more cohesive whereas heterogeneous groups may outperform homogeneous ones in certain situations because they have a richer variety of knowledge and experience to draw upon.

Characteristics of Groups
y Status Hierarchy The status assigned to a particular position is typically a consequence of certain characteristics that differentiate one position from other positions. A person is given status because of such factors as job seniority, age or assignment. Eg., the oldest worker may be perceived as being more technically proficient and is attributed status by a group of technicians.

Characteristics of Groups y Roles (the hats we wear) Each position in the group structure has an associated role that consists of the behaviors expected of the occupant of that position. Eg., a boss may be expected to give orders, and a teacher may be expected to lecture and to give exams.
 Role incumbent a person holding a particular role.  Role expectations The behaviors expected of someone in a particular role.  Role ambiguity Confusion arising from not knowing what one is expected to do as the holder of a role.  Role differentiation The tendency for various specialized roles to emerge as groups develop.  Role conflict When an individual is confronted by divergent role expectations.

Characteristics of Groups y Norms (a groups unspoken rules) Generally agreed upon informal rules that guide group members behavior. They represent shared ways of viewing the world. In many cases they may never be formally stated but somehow known by all group members e.g., establishing appropriate ways to dress. y Leadership The leadership role is an extremely crucial characteristic of group as the leader exerts influence over the other members of the group. Especially in formal groups the leader can reward or punish members who do not comply with the orders or rules.

Characteristics of Groups y Cohesiveness Formal and informal groups seem to possess a closeness or commonness of attitude, behavior, and performance. The strength of group members desires to remain a part of the group.
 Group think Highly cohesive groups can also be problematic. Irving Janis, defines groupthink as the deterioration of mental efficiency, reality testing, and moral judgement in the interest of group solidarity.

Groups and Teams Groups and teams are not the same. A group is two or more individuals interacting with each other to accomplish a common goal. Teams are mature groups with a degree of member interdependence and motivation to achieve a common goal. Teams start out as groups, but not all groups become mature and interdependent or teams.

Groups and Teams Some Commonalities

y Both formed when two or more individuals interact. y Both provide structure for the work and interaction of their members. y Members of both share a common goal(s). y Members of both can perform specific technical, leadership, problem-solving and emotional roles.

Teams: Special Kinds of Groups A team may be defined as a group comprising of a small number of people with complementary skills who are committed to a common purpose or set of performance goals and approach for which they hold themselves mutually accountable. Teams have more cohesiveness, more responsibility, and use member talents more effectively than do other groups.

How Teams Differ from Groups

In groups, performance typically depends on the work of individual members (individual work products). In teams, performance depends on both individual contributions and collective work products. Team focus on both individual and mutual accountability that is, they work together to produce an outcome that represents their joint contributions, and each team member shares responsibility for that outcome. In groups, individual performance is taken into consideration when it comes to issuing rewards. In groups, the supervisor holds individual members accountable for their work, whereas in teams, members hold themselves accountable.

Types of Teams
Distinctions among teams can be made on the basis of size, composition, organizational level, duration (temp. vs permanent), objectives etc are a few possibly distinguishing characteristics. We will use a number of these to categorize important types of teams in organizations today.

Types of Teams
Problem-Solving Teams As the name implies, these teams are formed to deal with problems be it a very specific and known problem or potential future problem(s). The life span of such teams may vary from a few days to many months, occasionally a year or longer. Quality circles are examples of permanent problem-solving teams. A QC is a small team of employees who meet on a regular basis, usually on company time, to recommend improvements and solve quality-related problems. Frequently, a part of total quality management efforts. Circles typically comprise 6 to 12 employees who.

Types of Teams
Problem-Solving Teams who perform related jobs. Circle members are usually trained in group processes (for eg., structured techniques for diagnosing problems and brainstorming). AT&T, for eg., has effectively used problemsolving teams to address customer needs, resulting in quicker response time and increased customer satisfaction.

Types of Teams
Cross-Functional Teams A cross-functional team is one consisting of member from different functional departments (eg., engineering, accting, HR, mktg.). In most cases team members come from different departments and different levels (mgrs. and nonmgrs.). Eg., cross-functional teams working on product design and testing include a product designer, engineers, purchasing and mktg. members, assembly workers, and even suppliers.

Types of Teams
Virtual Teams A popular response to increasing competition, the need for faster decisions, and technological advancement has been the creation of virtual teams. Virtual teams can be connected via computer and telecommunications technology. Virtual teams operate across space, time, and organizational boundaries, communicating with each other only through electronic technology. Law of telecosm the idea that as computer networks expand distances become irrelevant. In todays global economy, it is safe to say that virtual teams are not only possible, but they also are a clear necessity.

Types of Teams
Research and Development Teams R&D teams are used to develop new products. Their use is most extensive in high-tech industries such as aviation, electronics and computers. R&D teams are usually composed of representatives of many different deptts. or functions in the organization. Eg., a computer company may form a R&D team made up of representatives from mktg., sales, engineering, purchasing and finance to develop plans for a new product.

Types of Teams
Self-Managed Teams (also known as selfdirected teams) SMTs are small groups of individuals who are empowered to perform certain activities based on procedures established and decisions made within the team, with minimum or no outside direction. Some of the characteristics are: customer driven, multiskilled workforce, information shared widely, few levels of mgmt., seemingly chaotic, high worker commitment, continuous improvements, self-controlled.

Team Effectiveness To develop effective teams: Training According to research some of the skill highly desirable for team members to be effective are:
      

Open-mindedness Emotional stability Accountability Problem-solving abilities Communication skills Conflict resolution skills Trust

Team Effectiveness Communication

An increased need for information. The failure of many team efforts unwillingness to share information.

Empowerment
Along with information, teams must have the authority to make decisions and act automously. Whether a problem-solving team, an R&D team or an SMT, teams that lack authority are generally less effective.

Rewards
The reward system in most organizations is individually based i.e. individual performance. Team success must be factored in and team performance should be rewarded.

Group Decision Making In most organizations, a great deal of decision making is achieved through committees, teams, task forces, and other kinds of groups. This is because managers frequently face situations in which they must seek and combine judgments in group meetings. This is especially true for non-programmed problems, which are novel and have much uncertainty regarding the outcome. In most organizations, it is unusual to find decisions being made on such problems by one individual on a regular basis.

Group Decision Making In terms of the decision-making process itself, groups superior: In establishing goals and objectives In identifying causes and developing alternative solutions In evaluating alternative solutions In solution selection When it comes to implementation and follow-up of a decision, whether or not made by a group, usually accomplished by individual managers. Thus, since a group ordinarily is not responsible for implementation and follow-up necessarily rests with the individual manager.

Techniques for Group Decision Making Brainstorming The generation of ideas in a group through non-critical discussion. The basic rules are:  Avoid criticizing others ideas  Share even far-out suggestions  Offer as many comments as possible  Build on others ideas to create your own

Techniques for Group Decision Making Delphi Technique A method of improving group decisions using the opinions of experts, which are solicited by mail/questionnaire and then compiled. The expert consensus of opinions is used to make a decision. DT retains the advantage of having several judges while removing the biasing effects that might occur during face-to-face interaction.

Techniques for Group Decision Making Nominal Group Technique

The nominal group technique structures face-toface group meetings in such a way that the open expression and evaluation of ideas is encouraged. Steps: A small group gathers around a table and receives instructions; problem is identified Participants privately write down ideas about solutions Each participants ideas are presented, one at a time, and are written on a chart until all the ideas are expressed. Each idea is discussed, clarified, and evaluated by group members Participants privately rank the ideas in order of their preference. The highest-ranking idea is taken as the groups decision.