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OB Chapter 3

Groups are formed when two or more people share a common relationship, while teams require interdependent work and shared goals. Groups become teams when members share leadership and accountability. There are formal groups established by management and informal groups that emerge due to member interaction. People join groups for security, status, self-esteem, affiliation, power, and goal achievement. Group development follows stages including forming, storming, norming, performing, and adjourning. Performance depends on organizational and group factors like resources, culture, and member contributions.

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Yabetse Daniel
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38 views

OB Chapter 3

Groups are formed when two or more people share a common relationship, while teams require interdependent work and shared goals. Groups become teams when members share leadership and accountability. There are formal groups established by management and informal groups that emerge due to member interaction. People join groups for security, status, self-esteem, affiliation, power, and goal achievement. Group development follows stages including forming, storming, norming, performing, and adjourning. Performance depends on organizational and group factors like resources, culture, and member contributions.

Uploaded by

Yabetse Daniel
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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CHAPTER THREE

FOUNDATION OF GROUP
BEHAVIOR
Defining teams and/or groups
There is some debate whether groups and teams are really separate
concepts, or whether the terms can be used interchangeably.

A group is two or more people with a common relationship. Thus a


group could be co-workers or people meeting for lunch or standing
at the bus stop. Unlike teams, groups do not necessarily engage in
collective work that requires interdependent effort.

A team is “a small number of people with complementary skills who


are committed to a common purpose, performance goals, and
approach for which they hold themselves mutually accountable.
…cont’d
Groups become teams when they meet the following
conditions:
Team members share leadership.

Both individuals and the team as a whole share accountability for


the work of the team.
The team develops its own purpose or mission.

The team works on problem solving continuously, rather than


just at scheduled meeting times.
Classifying teams and/or groups
Formal groups: are collections of employees who are made to work
together by the organization to get the job done smoothly and efficiently.

• are groups established by an organization, their membership and structure


are formed by the management of the organization.

For example, if five members are put together in a department to attend to


customer complaints they would be a formal group.

• Formal groups are may be classified as follows:

 Command group: consists of managers and their employees

formed due to authority and responsibility relationship. It comprises


subordinates reporting directly to a supervisor.
…cont’d
Mediating group: a group formed to resolve conflict that
may arise between departments and individuals.

Policy making group: a group established to formulate


operating policy.

Informal groups: are groups that emerge or randomly get


formed due to the formal group members’ interaction with
each other, and there by develop common interest.

E.g. spending their tea breaks together.


…cont’d
• Informal groups are may be classified as follows:
Interest group: comprises workers coming together
to achieve a mutual objective.
E.g. to support a peer who has been fired, to
seek more festival holiday
Friendship group: Groups often develop because
the individual members have one or more common
characteristics.
E.g. recreation clubs, social groups
…cont’d
Functional Groups: is a group generally specified by the
structure of the organization. It involves a superior-subordinate
relationship and involves the accomplishment of ongoing tasks.

E.g. Manager of accounting department supported by staff


accountants

Task or Project Groups: When a number of employees are


formally brought together for the purpose of accomplishing a
specific task for a short-term or long term period such a
collection of individuals is called a task or project group.
Why do people form and/or join teams/groups

 Security: By joining a group, members can reduce the insecurity of being


alone. The membership will make them feel stronger, gaining resistant to threats.

 Status: Inclusion in a group that is viewed as important by others provides


recognition and status for its members.

 Self-esteem: Groups can provide people with feelings of self-worth.

 Affiliation: Groups can fulfill social needs.

 Power: For individuals who desire to influence others, groups can offer power
without a formal position of authority in the organization.

 Goal achievement: There are times when it takes more than one person to
accomplish a particular task- there is a need to pool talents, knowledge in order
to complete a job.
Stages in Team/Group Development
There are three types of Group development Model:

 Tuckman and Jensons – Five stage life cycle model


 Punctuated -equilibrium model.
 Bennis and Shepard Group Development Model
TUCKMAN AND JENSONS – FIVE STAGE LIFE CYCLE MODEL

i. Forming: Members share personal information. Start to get to know and accept
one another and begin aiming their attention towards the group’s tasks.
ii. Storming: At this stage, disagreement tends to get expressed among the group
members, Some power struggle may ensure at this stage to determine who
should assume the informal leadership role in the group. This group is
characterized by intra-group conflict. Members accept the existence of the
group, but there is resistance to the control the group imposes on individuality.
iii. Norming: This stage is characterized by close relationships and cohesiveness.
The group sets norms, tries to attain some degree of cohesiveness, understands
the goals of the group, starts making good decision, expresses feelings openly
and makes attempts to resolve problems and attain group effectiveness.
iv. Performing: This stage is characterized by collaboration and integration. The
group members evaluate their performance so that the members develop and
grow. Feelings are expressed at this stage without fear, leadership roles shared
among the members, and the group members’ activities are highly co-
coordinated.
v. Adjourning: As the group approaches the terminal phase, members break off
their bonds of affection and stop interaction with each other. attention is directed
towards finalizing activities. Particularly important for temporary groups.
….cont’d
The Punctuated-Equilibrium Model
This model emphasis the degree to which the group completes its task based
on how much time is left before the task must be completed. It is reported that
the three activities such as
i. Group’s direction: During the first meetings, the members will discuss and set the
group direction to achieve the assigned target.

ii. Inertia: The group is unlikely to reexamine the course of action and always keep a
fixated mind based on the earlier assumptions and behavioral pattern. New insights
that might challenge initial patterns and assumptions might occur among individual
members, but the group is often incapable of acting on these new insights.

iii. Transition from old pattern towards major changes or new perspectives to get
results: This period is characterized by a concentrated burst of changes, dropping of
old patterns and adoption of new perspectives. During this stage, the group members
are involved in a final burst of activity to finish its work,
BENNIS AND SHEPARD MODEL OF GROUP DEVELOPMENT

This model focuses primarily on task or projects groups


and assumes that such groups follow four stages of
development:
Orientation
Internal Problem Solving
Growth and Productivity
Evaluation and Control
TYPES OF TEAMS
There are four common types of teams:
a. Problem-solving Teams: The primary goals of these teams are improving
quality, efficiency and the work environment.
b. Self-managed Teams: Self-managed teams meet their own goals and
measure their own performance once top management sets the overall
objectives.
c. Cross-functional Teams: This refers to a type of teams where employees
from about the same hierarchical level, but from different work areas, who
come together to accomplish a task. Ex, task force to resolve emergency
cases.
d. Virtual Teams: Teams that use computer technology to tie together
physically dispersed member in order to achieve a common goals.
Factors That Determine Group Performance and Satisfaction

 Organizational strategy
 Authority structure
 Formal regulations
 Organizational Resources
 Personnel selection process
 Performance evaluation and reward system
 Organizational culture
 Physical work setting
 Group member resources(the resources its members individually
bring to the group).

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