Management
Thirteenth Canadian Edition
Chapter 16
Creating and Managing Teams
Copyright © 2022 Pearson Canada Inc.
16 - 1
Learning Outcomes
1. Define groups and describe the stages of group
development.
2. Describe the major components that influence group
performance and satisfaction.
3. Define teams, and describe best practices for team
performance.
4. Discuss contemporary issues in managing teams.
Copyright © 2022 Pearson Canada Inc.
16 - 2
Groups and Group Development (1 of 3)
What Is a Group?
• Group: Two or more interacting and interdependent
individuals who come together to achieve particular goals.
• Formal groups: Work groups that have designated work
assignments and tasks directed toward organizational
goals.
• Informal groups: Groups that are independently formed to
meet the social needs of their members.
Copyright © 2022 Pearson Canada Inc.
16 - 3
Exhibit 16.1 Examples of Formal
Groups
Command Groups: Groups that are determined by the
organizational chart and are 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.
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 one another’s
jobs.
Self-Managed Teams: Groups that are essentially independent
and, in addition to their own tasks, take on traditional managerial
responsibilities such as hiring, planning and scheduling, and
performance evaluations.
Copyright © 2022 Pearson Canada Inc.
16 - 4
Groups and Group Development (2 of 3)
Stages of Group Development
Five Stages in Group Development:
• Forming
• Storming
• Norming
• Performing
• Adjourning
Copyright © 2022 Pearson Canada Inc.
16 - 5
Exhibit 16.2 Stages of Group
Development
Copyright © 2022 Pearson Canada Inc.
16 - 6
Groups and Group Development (3 of 3)
Stages of Group Development
• Forming stage: People join the group and then define the
group’s purpose, structure, and leadership.
• Storming stage: Characterized by intragroup conflict.
• Norming stage: Characterized by close relationships and
cohesiveness.
• Performing stage: The group is fully functional and works
on the group task.
• Adjourning stage: Group members are concerned with
wrapping up activities rather than task performance.
Copyright © 2022 Pearson Canada Inc.
16 - 7
Workgroup Performance and
Satisfaction (1 of 14)
Why are some groups more successful than others?
• The abilities of the group’s members.
• The size of the group, the level of conflict.
• The internal pressures on members to conform to the
group’s norms.
Copyright © 2022 Pearson Canada Inc.
16 - 8
Exhibit 16.3 Group Performance
Satisfaction Model
Copyright © 2022 Pearson Canada Inc.
16 - 9
Workgroup Performance and
Satisfaction (2 of 14)
External Conditions Imposed on the Group
• Organization’s strategy
• Authority relationships
• Formal rules and regulations
• Availability of resources
• Employee selection criteria
• Performance management system and culture
• General physical layout of the group’s workspace
Copyright © 2022 Pearson Canada Inc.
16 - 10
Workgroup Performance and
Satisfaction (3 of 14)
Group Member Resources
• A group’s performance potential depends to a large extent
on the resources each individual brings to the group:
– Resources include knowledge, skills, abilities, and
personality traits, and they determine what members
can do and how effectively they will perform in a group.
– Interpersonal skills –-especially conflict management
and resolution, collaborative problem solving, and
communication—consistently emerge as important for
high performance by workgroups.
Copyright © 2022 Pearson Canada Inc.
16 - 11
Workgroup Performance and
Satisfaction (4 of 14)
Group Structure
• Internal structure shapes members’ behaviour and
influences group performance.
• The structure defines:
– Roles
– Norms
– Conformity
– Status systems
– Group size
– Group cohesiveness
Copyright © 2022 Pearson Canada Inc.
16 - 12
Workgroup Performance and
Satisfaction (5 of 14)
Group Structure (cont.)
• Role: Behavioural patterns expected of someone
occupying a given position in a social unit.
• Role conflict: Arises as individuals play multiple roles and
adjust their roles to the group to which they belong at the
time. Each role has different expectations, and may result in
conflict.
Copyright © 2022 Pearson Canada Inc.
16 - 13
Workgroup Performance and
Satisfaction (6 of 14)
Group Structure (cont.)
• Norms: standards or expectations that are accepted and
shared by a group’s member.
• Norms dictate things such as work output levels,
absenteeism, promptness, and the amount of socializing on
the job.
Copyright © 2022 Pearson Canada Inc.
16 - 14
Workgroup Performance and
Satisfaction (7 of 14)
Group Structure (cont.)
• Conformity: Because individuals want to be accepted by
groups to which they belong, they’re susceptible to
pressures to conform.
• Groupthink: a phenomenon in which a group exerts
extensive pressure on an individual to align their opinion
with others’ opinions.
Copyright © 2022 Pearson Canada Inc.
16 - 15
Exhibit 16.4 Examples of Asch’s
Cards
Copyright © 2022 Pearson Canada Inc.
16 - 16
Workgroup Performance and
Satisfaction (8 of 14)
Group Structure (cont.)
• Status systems: are an important factor in understanding
groups.
• Status: is a prestige grading, position, or rank within a
group.
Copyright © 2022 Pearson Canada Inc.
16 - 17
Workgroup Performance and
Satisfaction (9 of 14)
Group Structure (cont.)
• Group size: affects performance and satisfaction, but the
effect depends on what the group is supposed to
accomplish.
• One important research finding related to group size
concerns social loafing, which is the tendency for an
individual to expend less effort when working collectively
than when working individually.
Copyright © 2022 Pearson Canada Inc.
16 - 18
Workgroup Performance and
Satisfaction (10 of 14)
Group Structure (cont.)
• Group cohesiveness: The degree to which group
members are attracted to one another and share the
group’s goals.
• Highly cohesive groups are more effective and productive
than less cohesive groups when their goals align with
organizational goals.
Copyright © 2022 Pearson Canada Inc.
16 - 19
Exhibit 16.5 Group Cohesiveness and
Productivity
Copyright © 2022 Pearson Canada Inc.
16 - 20
Workgroup Performance and
Satisfaction (11 of 14)
Group Process
• Factors that determine group performance and satisfaction
concerns, the processes that go on within a work group,
namely:
– Communication
– Decision making
– Conflict management
Copyright © 2022 Pearson Canada Inc.
16 - 21
Workgroup Performance and
Satisfaction (12 of 14)
Group Process (cont.)
• Advantages of Group Decision Making:
– Generate more complete information.
– Bring a diversity of experience and perspectives to the
process.
– Generate more diverse alternatives.
• Disadvantages of Group Decisions:
– Groups take more time to reach a solution.
– A dominant and vocal minority can influence the decision.
– Groupthink can undermine critical thinking.
– The responsibility of any single member is ambiguous.
Copyright © 2022 Pearson Canada Inc.
16 - 22
Exhibit 16.6 Creative Group Decision
Making
Copyright © 2022 Pearson Canada Inc.
16 - 23
Workgroup Performance and
Satisfaction (13 of 14)
Group Process (cont.)
• Conflict: Perceived incompatible differences that result in
interference or opposition.
• Traditional view of conflict: The view that all conflict is
bad and must be avoided.
• Human relations view of conflict: The view that conflict is
a natural and inevitable outcome in any group.
• Interactionist view of conflict: The view that some conflict
is necessary for a group to perform effectively.
Copyright © 2022 Pearson Canada Inc.
16 - 24
Workgroup Performance and
Satisfaction (14 of 14)
Group Process (cont.)
• Functional conflicts: Support a group’s goals and improve
its performance.
• Dysfunctional conflicts: Prevent a group from achieving
its goals.
• Task conflict: Conflicts over content and goals of work.
• Relationship conflict: Conflict based on interpersonal
relationships.
• Process conflict: Conflict over how work gets done.
Copyright © 2022 Pearson Canada Inc.
16 - 25
Exhibit 16.7 Conflict and Group
Performance
Copyright © 2022 Pearson Canada Inc.
16 - 26
Exhibit 16.8 Conflict Management
Techniques
Copyright © 2022 Pearson Canada Inc.
16 - 27
Turning Groups into Effective Teams
(1 of 4)
The Difference between Groups and Teams
• Workgroups interact primarily to share information and to
make decisions to help each member do their job more
efficiently and effectively.
• Work teams are groups whose members work intensely on
a specific, common goal using their positive synergy,
individual and mutual accountability, and complementary
skills.
Copyright © 2022 Pearson Canada Inc.
16 - 28
Exhibit 16.9 Groups versus Teams
Teams
Groups
•
Leadership role is shared
•
One leader is clearly in charge
•
Accountable to self and team
•
Accountable only to self
•
Team creates specific purpose
•
Purpose is same as broader organizational
purpose
•
Work is done collectively
•
Work is done individually
•
Meetings characterized by open-ended
discussion and collaborative problem solving
•
Meetings characterized by efficiency; no
collaboration or open-ended discussion
•
Performance is measured directly by
evaluating collective work output
•
Performance is measured indirectly according
to its influence on others
•
Work is decided upon and done together
•
Work is decided upon by group leader and
delegated to individual group members
•
Can be quickly assembled, deployed,
refocused, and disbanded
SOURCES: J. R. Katzenbach and D. K. Smith, “The Wisdom of Teams,” Harvard Business Review, July–August 2005, p.
161; A. J. Fazzari and J. B. Mosca, “Partners in Perfection: Human Resources Facilitating Creation and Ongoing
Implementation of Self-Managed Manufacturing Teams in a Small Medium Enterprise,” Human Resource Development
Quarterly, 20:3, Fall 2009, pp. 353–376.
Copyright © 2022 Pearson Canada Inc.
16 - 29
Turning Groups into Effective Teams
(2 of 4)
Types of Work Teams
• Problem-solving team: a team from the same department
or functional area that’s involved in efforts to improve work
activities or to solve specific problems.
• Self-managed work team: a type of work team that
operates without a manager and is responsible for a
complete work process or segment.
Copyright © 2022 Pearson Canada Inc.
16 - 30
Turning Groups into Effective Teams
(3 of 4)
Types of Work Teams (cont.)
• Cross-functional teams: work teams made up of
individuals who are experts in various functional specialties
together.
• Virtual team: a type of work team that uses technology to
link physically dispersed members to achieve a common
goal.
Copyright © 2022 Pearson Canada Inc.
16 - 31
Turning Groups into Effective Teams
(4 of 4)
Creating Effective Work Teams
• Characteristics of Effective Teams:
– Clear Goals
– Relevant Skills
– Mutual Trust
– Unified Commitment
– Good Communication
– Negotiating Skills
– Appropriate Leadership
– Internal and External Support
Copyright © 2022 Pearson Canada Inc.
16 - 32
Exhibit 16.10 Characteristics of
Effective Teams
Copyright © 2022 Pearson Canada Inc.
16 - 33
Current Issues in Managing Teams (1 of 4)
Managing Global Teams
• Two characteristics of today’s organizations:
– They are global.
– Work is increasingly done by teams.
• In addition to recognizing team members’ knowledge, skills,
abilities, and personality, managers need to be familiar with
and clearly understand the cultural characteristics of the
groups and the group members they manage.
Copyright © 2022 Pearson Canada Inc.
16 - 34
Current Issues in Managing Teams (2 of 4)
Managing Global Teams (cont.)
• Group structure - The structural areas where we see
differences in managing global teams include:
– Conformity
– Status
– Social loafing
– Cohesiveness
Copyright © 2022 Pearson Canada Inc.
16 - 35
Exhibit 16.11 Drawbacks and Benefits
of Global Teams
Drawbacks
Benefits
• Dislike team members
• Greater diversity of ideas
• Mistrust team members
• Limited groupthink
• Stereotyping
• Increased attention on understanding
others’ ideas, perspectives, and so on
• Communication problems
BLANK
• Stress and tension
BLANK
SOURCE: Based on N. Adler, International Dimensions in Organizational Behaviour, 4th ed.
(Cincinnati, OH: South-Western Publishing, 2002), pp. 141–147.
Copyright © 2022 Pearson Canada Inc.
16 - 36
Current Issues in Managing Teams (3 of 4)
Building Team Skills
• Such exercises are commonly used to illustrate and
develop specific aspects or skills of being on a team.
• Such exercises help teams bond or connect and learn to
rely on one another.
Copyright © 2022 Pearson Canada Inc.
16 - 37
Current Issues in Managing Teams (4 of 4)
Understanding Social Networks
• Social network structure: The patterns of informal
connections among individuals within a group.
Copyright © 2022 Pearson Canada Inc.
16 - 38