Working with Groups

and Teams
PREPARED BY:
JASIELLE P. CORDUA
Introduction
A supervisor’s primary responsibility to the organization is to
motivate a group of people to work achieve its goals. Although an
organization’s size, complexity, structure, and culture affect how well
the groups work together, the supervisor’s ability to recognize the
resources within the group and use them to meet the objectives is
even more important.. Like other aspects of the supervisor’s job,
this is a skill that can be learned and improved with practice.
Understanding Group Dynamics
A group is two or more people who interact over a period of
time, sharing common goals or interests. The members of a church,
buyers for a department store, and the management faculty in a
school are all examples of groups.
To keep people in their work group productive and committed,
supervisors need to understand the interpersonal forces work
within a group or group dynamics.
Types of Groups
Formal Groups
An organization is an example of a formal group – a group
with planned structure in which people are assigned responsibility
for tasks. The units within it, called functional groups (or task
groups), usually consist of a supervisor and associates who are
responsible for certain tasks, such as product design or dealing with
the organization’s human resources.
Sometimes an organization finds it useful to form a project
group, which brings together people with special skills or knowledge
to achieve a particular goal or a problem. A task force or a
committee is a project group.
Types of Groups
Informal Groups
An informal group is one that people join for friendship or to
share a common interest – for instance, employees from the school
meeting regularly to eat lunch during break. They might be from
different departments and levels of the organization, but all love to
eat lunch together. Another example would be a group of
supervisors who meet informally to share common experiences and
discuss how to solve work problems.
Informal Groups
Such get-togethers could have some very positive effects on
the organization. They could lead requests for training, better
coordination among departments, and improved work processes. A
group that begins informally may add structure as it grows and
become formal, as has happened with labor unions.
Informal Groups
Informal work groups are likely spring up regardless of how
effective or ineffective the supervisor may be. The old fashioned idea
that informal groups are always bad for the organization has given
way to the recognition of their usefulness. The key for supervisors is
to learn how to use them positively rather than try to get rid of
them. You can gain the support of the informal work group more
easily if you follow these guidelines:
1. Identify the informal leader. Informal leaders have no formal
authority but have earned the respect of other employees and have
great influence. Their special status in the work group can make it
infinitely easier or tougher for a supervisor is new to the position.
Informal Groups
1. Identify the informal leader
To identify the informal leader observe the interactions of the
work group and ask yourself the following questions:
• Who is often a spokesperson for the group?
• Whose advice is sought by others when they need assistance?
• Who is the focal point of discussions during staff meetings?
• who is the focal point of informal gatherings?
Informal Groups
2. Gain the informal leader’s support. This may not be a simple task,
especially if you are new to the group. You may have informal
authority, but the informal leader is probably an old pro. Although
bypassing informal leader may seem the easy way out, it seldom
works.
In seeking the support of the informal leader, you need to walk a fine
line, obtaining backing without appearing weak or insecure. These
techniques can help in the effort:
• Seek advice form the informal leader often but not every time you
must make a decision.
Informal Groups
2. Gain the informal leader’s support.

• Engage the informal leader on matters that personally concern

group members, such as schedules or break times.
• Listen and respect the informal leader’s opinions an ideas without
giving the person final say on all decisions.
• Seek out the advice on others in the work group.
Stages of Group Development
The evolution of groups through different stages of
development has been subject of much research. Theorist have
found that groups develop through fairly predictable stages: the
forming, or get-acquainted stage; the storming stage, which is
marked by conflict and challenge; the norming stage, when the
group resolves its conflicts and develops norms and cohesiveness;
and the performing stage, when the group reaches maturity and
focuses on choosing solutions to the problems. Separation –
disbanding of the group –is also a stage and can happen at any
point.
Stages of Group Development
Stages of Group Development
Forming Stage
During the forming stage, the group tries to get acquainted.
Members are uneasy because of uncertainty about the goals,
leaders, and relationships. An important task activity is defining the
group’s purpose. By clarifying what is to be done, the group
develops a common understanding of its goals.
Stages of Group Development
Storming Stage
By now the group members know each other, but they may
generate conflict and engage in power struggles. As the task is
clarified, alternatives are identified as well, and the group members
also have stronger sense of initial leader’s plans, abilities, and ways
of delegating authority. They may disagree with the challenge the
leaders and vie for power with each other.
Stages of Group Development
Storming Stage

A struggle for control may ensue as members try to reconcile

their views and needs. During this stage, a supervisor may have to
use conflict meditation skills, in order to reconcile differing views of
how to accomplish the group’s goals. Some groups never get
beyond this stage and so never produce anything.
Stages of Group Development
Norming Stage
If the group resolves its conflicts and develops standards of
behavior, as well as cohesion, it attains the norming stage. The
members work together on task behaviors such as discussing
information, alternative plans of action, and their reactions to the
plans. Some groups never progress beyond this stage because
members become disillusioned when expectations are not realized.
Stages of Group Development
Norming Stage

In an informal group, they may drift away and the group may
disintegrate. In a formal group, they may fail to achieve group
objectives. During this stage, the group leader should help the
group identify obstacles or problems, clarifying for the group how
its tasks will meet the organization’s goals and benefit the members.
 While cohesiveness is usually a positive characteristic, it may
create an atmosphere in which nobody is willing to disagree with the
others in the group.
Known as “groupthink,” this condition occurs when supervisors
discourage dissent, membership in the group is highly valued, or
leader lavishes so much encouragement and praise on the group
that employees underestimate the seriousness of potential
problems. Agreement with the group becomes so important that
reality is ignored, making it impossible to achieve the group goals.
You can combat groupthink and avoid poor decisions by
following the steps:
1. Invite critical thinking by appointing a devil’s advocate.
Encourage criticism, especially of your own proposals.
Combatting Groupthink
2. Don’t mistake silence for consent. Risk takers often dominate a
meeting, so don’t assume that those who are quiet agree.
3. Break into smaller groups to critique ideas. Those who are
uncomfortable speaking out in a large groups may speak up in
smaller ones.
4. Keep your opinion to yourself until others have spoken.
Criticizing or disagreeing with the boss isn’t easy. If you’ve already
made up your mind, don’t waste time asking for other’s opinions.
Combatting Groupthink
5. Take time to think over plans and decisions. After the initial
excitement has worn off, problems and weaknesses in them may
occur to others.
6. Talk to a number of people. Discussing plans with others,
especially those who are likely to be against them, will help you see
flaws.
7. Try a pilot program. If the idea survives the first six steps, trying it
on small scale will identify problems before major resources are
allocated.
Stages of Group Development
Performing Stage
At the performing stage, the group is mature and concentrates
on solving the problems. A course of action is chosen and roles are
assigned based on expertise, abilities, and attitudes. Members are
more realistic and willing to adapt to changing situations. The group
functions effectively and efficiently, and the group leader can be
most helpful by maintaining good communications, providing
resources, and encouraging the members.
Stages of Group Development
Separation Stage
Separation occurs when the group disbands. Whether the
separation occurs because the task has been completed or at any
point in the group’s development, the members of the group must
sever their relationships. Separation may occur when an individual
leaves the group.
Stages of Group Development
Separation Stage

There is an emotional impact when group disbands. The

members of the formal group will continue o run into each other as
they perform their separate functions in the organization. In the
case of informal groups, some members may continue to meet or
may form other groups after separation. Continuing to meet in an
informal way recognizes that the relationships that have been
developed endure. They can be relied on in the future, especially
when the information needs to be obtained.
Roles in Groups
A role is an expected pattern of behavior. The way a person
behaves in his or her role may indicate what person thinks the role
should be, what others think it should be, or what the person
actually does.
As people and situations change, so do their roles in groups.
The same individual may act differently when faced with different
tasks in the same group. People usually take on one or more of
three main roles in groups: task roles, maintenance roles, and self-
oriented roles.
Roles in Groups
Recognizing Characteristics of Effective
Groups
As a supervisor, you will be working with the functional, or task,
group assigned to you by the organization. You may also be a part of,
or lead, a project group. As these group evolve, they manifest many
of the characteristics of a culture, such as norms, values, language,
roles, and status.
Recognizing Characteristics of Effective
Groups
Values
Effective groups have shared values that are congruent with
those of the organization. Values are the ideas that are important to
a person and the deep and enduring beliefs that shape attitudes and
behaviors.
A supervisor can let the employees know which values are
important to the organization and to the supervisor by stating a
value explicitly, telling stories about how people have demonstrated
it, and exemplifying it in his or her own behavior.
Recognizing Characteristics of Effective
Groups
Norms
An effective group has norms that support the organization’s
goals. Norms are the expectations group members share about how
they will behave. These standards of behavior may or may not
match the supervisor or the organization would like. Through quality
circles and other participative approaches, organizations have tried
to make group norms coincide with those of the organization- for
instance, by having groups themselves suggest develop ways to
improve productivity.
INTERACTION AMONG GROUPS
In some organizations, especially those that are large
and complex, internal competition among groups may work
against achieving organizational goals. Loyalty to a work
group or informal group may seem more important to
workers than the success of the larger organization.
Supervisors play a role in communicating and
demonstrating that group goals correspond to the
organization’s goals and that the organization’s goals
should take precedence.
Causes of Intergroup Conflict
Conflict among groups in an organization may be caused by
systems built into the organization’s structure, by differing
orientation, specialized training and experience, or status.
Structural causes of intergroup conflict are those that have been
built into an organization’s systems over time. Compensation
systems, the physical distance between groups of workers, and poor
communication networks all may spur competition rather than
cooperation among groups. For instance, an incentive system for
managers that depends on keeping department costs down may be
the reason that a production manager is protecting an expected
bonus.
Orientation, or the combination of subjective judgements people make
based on specialized training and their roles in the organization, also stirs up
conflict among groups. When analyzing problems, supervisors tend to look
for both difficulties and solutions within their own areas of expertise. For
instance, marketers are trained to identify and meet customers need,
whereas accountants are concerned with cost and profitability. Marketers are
often the ones to suggest new product changes, accountants, on the other
hand, point out the costs and profit contributions. Eventually, the marketers
may become frustrated by having the “bean counters” harp on the costs and
risks associated with the changes.
Status within the organization may also affect the way groups relate to
one another. Production workers throughout an organization may see
themselves as a separate group form managers, including supervisors. Top
management is usually seen as separate group with certain kinds of tasks to
do.
 Groups interact more effectively if there is a clear
understanding of the role and importance of each. Assignments
should fit members’ understandings the role and importance of
each. Assignments should fit member’s understanding of their job
and their place in the organization’s hierarchy. It was difficult to
start quality circles in many companies because the production
workers did not believe that their opinions were important to
management. Today many organizations are building teams that cut
across hierarchical or functional organization boundaries.
Improving Intergroup Cooperation
Supervisors play a key role in the interaction among work
groups. Supervisors are the link in the vertical chain of command
between the manager and production workers. They are also
coordinators with peer supervisors, and this connecting position is
often crucial to the upward and downward flow of communication,
rewards, and punishments. Horizontal coordination may affect the
flow of products or services through the organization. For example,
supervisors can reduce competition for resources such as secretarial
support or new equipment if they ask the groups involved which
decision will make the greatest contribution to the organization’
long- term success.
 Cooperation among groups can be encouraged by removing
structural barriers and at the same time building incentives into the
organization. Although most supervisors are unable to change
sources of intergroup conflict such as compensation systems and
distant locations, there are measure they can take. Chiefs among
them is training their groups in order to improve interpersonal skills.
Such training enhances cooperation among groups, so that when
employers form engineering and marketing, for example, represent
their department on a project team, they will not only present their
own views, but also understanding of those of others. Supervisors
can further promote cooperation by ensuring that everyone knows
the organization’s goals and by recognizing contributions to the
achievement of those goals.
Groups in the Changing Organization
Many companies have been utilizing the benefits of group interaction to
improve their competitive position. Self- managed work teams and quality
circles, as well as organization wide or intergroup social events, cut across
traditional horizontal and vertical boundaries within the organizations. When
people meet to work on problems, or even just to celebrate and enjoy
themselves they develop and understanding of the different training,
objectives, and personalities of the others within the organization. Groups that
span internal boundaries can help eliminate negative intergroups competition
through a better communication and efforts to solve problems together.
Successful group interaction can improve decision making process, problem
solving, and efficiency in the organization as a whole; the organization can then
focus more strongly on the competition in the external environment.
SURVIVAL TIPS FOR SUPERVISORS
As a supervisor, you probably have the authority to order
employees to do a job, ang you will be obeyed. You can also tell
workers how to the job and then monitor them closely to ensure
compliance. In the short run, these methods work, but in the long
run such curbing of initiative and disregarding for worker’s sense pf
self-worth can breed resentment and decrease productivity. It is
better to instill commitment to the team’s goals by empowering its
individual members.
The survival tips that follow will guide you to empowering your team members.
1. Treat all team members equally. All of them are equally important. Through
seemingly the most important member of the team, the coach must rely on each and
every player for success. The coach’s responsibility is to know each player’s strengths
and weaknesses so that each player can be used to his or her full potential.
2. Care about your team. Learn what is important to the team members and what they
need to accomplish their tasks; then help them get it. Your goal should spend 50
percent to 70 percent of your time actively listening to employees. When they have
done well, recognize their achievement, publicly as possible.
3. Build on strength. Catch your team members doing what is rights, not what is wrong,
and let them know it. Forget about weaknesses unless they interfere with reaching
goals. In such instances, let the employee develop an action plan agreeable to both of
you and build it into the performance evaluation.
4. Invest in your team. People are a resource that grows if cultivated. Providing training
and development reduces turnover, enhances skills and productivity, and empowers
workers by increasing their positive self-image. These benefits of training can be
multiplied by training high performers to teach others.
5. Share information with your team. It is your responsibility to make understandable to your
team information about goals and problems and about other factors that have impact on the
organization. Whether the organization is making or losing money or which area are doing well
and which are not does affect individuals. Everyone can understand this information if it is
clearly presented perhaps with the aid of graphs, pie charts, or explanatory memos.
6. Use positive peer power. Data regarding your team’s performance, such as attendance
records and information on customer’s satisfaction, sales, and profits, are probably available. If
not, you may be able to research this information. Sharing it can empower the team members
by letting everyone know “ How are we doing”. Emphasize success: excellent attendance,
achievements or noting them in communications reinforces and rewards.
7. Let team members make decisions. Giving employees the tools and practice they need to
build their confidence is the best way to empower them. You can do so by teaching your team
members to use the following questions as a guide in making decisions:
Will this be good for our customers?
Will this be good for our organization?
Does this agree wit our philosophy and value?
Will it be good for me?