Chapter 7

Work Teams and Groups

Group output and productivity are essential concerns of people managing organizations.
This is expected because whatever the groups do, the organization is affected.
If the organization is to be made effective in accomplishing its goals, the groups
comprising it must be managed properly. This can be achieved through the use of
knowledge about the behavior groups including work teams.
What are Groups
A group be defined as two or more persons, interacting and interdependent, who have
come together to achive certain objectives.
Groups may be classified as:
1. Formal group – this one is defined by the organization structure, with designated
work assignments and establish task.
2. Informal group – this group type is neither formally structured nor organizationally
determined.
Types of Formal Groups
Formal groups may be further classified as:
1. Command group – a group composed of individuals who repost directly to a
certain manager.
2. Task group – it is that kind of group consisting of persons working together to
complete a job task.
Types of Informal Groups
Informal groups may be classified as follows:
1. Interest group – an interest group is one that is formed because of some special
topic interest.
2. Friendship groups – a friendship group is one where members are brought
together because they share one or more common characteristics sich as age,
political beliefs, or ethnic background.
Why People From Groups
People form groups for reasons such as:
1. Need satisfaction
People join groups because they believe thet groups are venues for satisfying their
needs.
 2. Proximity
Is another reason why people from groups. When people work near each other, it is not
hard for them to from a group.
3. Attraction
People are attracted to each other because of similarities in perception, attitude,
performance, or motivation.
4. Goals
A group is formed when a number of people are required to achieve a goal.
5. Economics
Individual person join groups so they can obtain economic benefits not otherwise made
available if they are not members of a group.
Stages of Group Development
Groups are like people; they learn and they develop. How they evovlve may be seen
through a presentation of a standardizes sequence in the development of groups. This
sequence consist of different stages as follows:
1. The forming stage
2. The storming stage
3. The norming stage
4. The presuming stage
5. The adjourning stage
The Forming Stage
The fist stage of group development is the form stage. There are various ways of
forming groups. One way is that person getting appointed to a discipline committee.
Another is that person who is helping to form a medical mission.
In the forming stage, the initial entry of members to a group is a primary concern.
However, the specific concerns of the members consist of the following:
1. They are eager to learn what tasks they will be performing
2. How they can benefit from group membership
3. What constitutes acceptable behavior
4. What rules must be followed
The Storming Stage
The storming stage is the stage when conflict within the group happens. Members may
get involved in competition for desired assignments and disagreements over
appropriate behaviors and responsibilities related to task performance.
The group experiences many changes. Expectations of the members tend to be clarified
and elaborated further.
Under this stage, coalition or cliques may form. A individuals compete to impose their
preferences on the group and to achieve their status position, conflict may develop over
leadership and authority.
The Norming Stage
This stage is also known as the initial stage, this is when group really begins to come
together as a coordinated unit. Cooperation’s and collaboration are its main
characteristics. There is an open exchange of information, acceptance of differences of
opinion, and active attempts to achieve goals and objectives which are mutually agreed
upon.
The Performing Stage
In the performing stage, the group emerges as a mature organized, and well functioning
group, and it is ready to focus on accomplishing its key tasks. This stage also refers to
as the interrogation stage.
The performing stage consists of two different sub-stages as follows:
1. The substage where the group has attained a level of effectiveness that will
remain more or less constant and as such, group performance will be maintained
at a level sufficient to ensure survival.
2. The substage where the process of learning and development of the group is
ongoing so that group effectiveness and efficiency continuous, and as a result
group performance will reach higher levels.
The Adjourning Stage
The adjourning stage involves the termination of activities. This stage is applicable to
temporary groups as committees, projects groups, task forces, and similar entities.
The termination of the group’s activity may be triggered by any of the following:
1. When the group purpose has been fulfilled
2. When the group has failed to revitalize itself during the performance stage.
Roles within Groups
Group efforts can made more effective if relevant roles are played within the group.
There are specific roles that are deemed important in the group process. Thses are the
following:
1. Knowledge contributor - any group would largely benefit from a member who
plays this role.
2. Process observer – the person occupying this role forces member to look how
the group functions.
 3. People supporter – some group members are not emotionally strong to face the
various difficulties heaped upon them, in the performance of their functions.
4. Challenger – the group needs someone who confronts and challenges bad ideas.
5. Listener – there is a need for someone to listen to whatever ideas or proposal
presented by any member of the group.
6. Mediator – it is not uncommon on for the group members to get involved in
disputes between each other.
7. Gatekeeper – there is always a chance that one or two overeager members will
dominate discussions. The role of the gatekeepers is to provide the opportunities
for every member to express their opinion.
8. Take charge leader – there are occasions when group has no appointed leader
or if there is one he could not play his role for one reason or another.
Advantages and Disadvantages of Groups
Working in a group offers the following advantages:
1. More inputs for various perspectives ca be made available for effective decision
making.
2. Synergism is more likely when people work together as a group.
3. People in the group are more supportive of decisions that were formulated with
their assistance.
4. It allows the efficient exchange of information for effective problem solving.
5. The opportunity for fulfilling the safety, affiliation, and esteem needs of group
members is made available.
6. Group members get mutual support from each other.
Working in a group, however, has disadvantages which include the following:
1. Group activity is usually slower and more cumbersome because every member
has the opportunity to make contributions.
2. Group meeting are held to disseminate strictly routine date that could be more
efficiently conveyed in writing through interoffice memorandum. When this
happens, the effectiveness of the group is undermined.
3. The group decision may be diluted by ever members input making the decision
ineffective.
4. Accountability is often a problem with group activity.
5. There are occasions when some members shirk responsibility and let other
members of the group do the work.
6. When the group is highly cohesive and motivated, outside criticism tends to be
ignored as group members look inward for reinforcement of each other’s
opinions.
Group Think
the previously cited item No. 6, which is a disadvantage of working In a group, is
actually referred to as “groupthink”. This term may be briefly defined as a deterioration
of metal efficiency, reality, testing and moral judgment in the interest of group
cohesiveness individual thinking is brought in line with the average quality of the group’s
thinking.
How to Minimize Groupthink
The existence of groupthink is an indication that the group may be functioning
effectively. There are some ways of minimizing groupthink. These are:
1. Monitoring group size, so it will not grow large enough to intimidate some
members to perform well;
2. Encouraging group leader to play an impartial role by actively seeking input from
all members and avoid expressing their own opinions, especially in the early
stages of deliberation;
3. Appointing a member to play the role of devil’s advocate; and
4. Using exercises that stimulate active discussion of diverse alternatives without
threatening the group and intensifying identity protection.
Techniques in group decision making
There are various techniques used in group decision making. Four of thse are
presented as follows:
1. Interacting groups
2. Brainstorming
3. Nominal group technique
4. Electronic meeting
Interacting Groups
Interacting groups are typical groups in which members interact with each other face-to-
face. The essence of interaction is the sending and receiving of information through
oral, written, and nonverbal communication.
Brainstorming
Brainstorming is a group problem-solving technique which promotes creativity by
encouraging members to come up with any ideas, no matter how strange, without fear
of criticism.
In brainstorming, the participants are required to observe the following procedure:
1. Generate as many as ideas as possible;
2. Be creative, freewheeling, and imaginative;
3. Build upon, extend, or combine earlier ideas; and
4. Withhold criticism of other’s ideas.
Nominal Group Technique
The nominal group technique is a group decision-making method in which individual
members meet face-to-face to pool their judgement in a systematic but independent
fashion. The group decision is the mathematically pooled outcome of individual votes.
The following discrete steps are undertaken in the nominal group technique:
1. Individual members quietly list their ideas.
2. Ideas are written on a chart on at a time until all ideas are listed.
3. Brief times is allotted so that questions can be asked, but only for clarification.
4. A written vote is taken and group decision is announced.
Electronic Meeting
Electronic meeting is a decision-making technique wherein members interact through
computers, allowing anonymity of comments and aggregation of votes. This technique
features the distinct advantages of anonymity honesty, and speed.
What are works teams
Work teams are important elements of organizations. They are the groups expected to
deliver high performance when organization requires it.
Differences between Workgroups and Teams
Groups and teams are not similar. A workgroup is one that interacts primarily to share
information and to make decisions to help each member perform within his or her area
of responsibility. Group emphasize individual leadership, individual accountability, and
individual work products.
Types of Teams
There are various types of teams. The most common are:
1. problem-solving teams
2. Self-managed work teams
3. Cross functional teams
4. Virtual teams
Problem-solving Teams
Problem-solving teams are groups of 5 to 12 employees from the same department who
meet for a few hours each week to discuss ways of improving quality, efficiency, and
work environment.
Self-Managed Work Teams
A self-managed work team is one that empowered to make decisions about work
schedules, task allocations, job skills training, performance evaluation, selection f new
team members, and controlling quality of work. Team members are collectively held
accountable for the team’s overall performance results.

The traditional duties perform many different jobs. Because of this, team members are
provided with training in performing more than one job on the team.
The advantages of self-managed work teams are;
1. Improved flexibility of staff;
2. The reduced number of job classifications result to more efficient operations;
3. Absenteeism and turnover rates are lower; and
4. Organizational commitment and job satisfaction are at high levels.
The disadvantages of self-managed work teams are:
1. Implementing the concept takes time (as long as several years);
2. The cost of training the team members is high;
3. There are inefficiencies created during the training period; and
4. Some employees are not able to adapt to a team structure.
Cross Functional Teams
A cross functional team is one composed of employees from about the same
hierarchical labels, but from different work areas, who come together to accomplish a
task. An example is a team of supervisors coming from the design, manufacturing, and
purchasing units of the company, plus a representative from a major supplier.
The advantage of a cross functional tea, is that it allows people from different units to
perform the following:
1. Exchange information
2. Develop new ideas
3. Solve problems
4. Coordinate complex projects
Virtual Teams
Virtual teams are those that use computer technology to tie together physically
dispersed members in order to achieve a common goal. Members do the same things
as members of face-to-face teams. They also share information, make decisions, and
complete tasks. The difference is they do it with the aid of computers.
Developing effective teams
Teams can be made effective if the following are observed:
1. Team size must be kept as small as possible. The larger the team, the more
difficult it would be to manage it.
 2. The team members must have a sufficient range of skills, information, and/or
experience to do the task.
3. Team members must have a sense of common purpose like the feeling that what
they are doing is critical to the success of the organization.
4. The team must be free to develop its work procedures.
5. The team must have a sense of accountability.
Turning individuals into team players
The players are indispensable human assets of many organizations and these
organizations would want to make sure that they are available when their services are
needed. Team players, however, do not just come out of the blue. Organizations must
provide the right environment so they can be become possible. An important concern,
however, is to turn individuals into team players. The available options consist of the
following:
1. Selection
2. Training
3. Rewards
Selection
In searching for team players, it must be remembered that not all people are alike.
Some were born natural team players, while other could become team players if they
are properly trained. There is a third category of persons who cannot become team
players, even with training. They should not be considered for selection.
Training
Training is a way of turning individuals into team players. They should be made to
attend training courses in problem solving communication, negotiation, conflict
management, and coaching.
Rewards
Rewards are powerful motivators. This is also true if it is directed towards effective
teamwork. With adequate rewards, team members would be motivated to be effective
team players. For instance, a pay raise, or any other form recognition.
Potential team problems
Even teams encounter problems which can affect their effectiveness. Two notable team
problems involve the following:
1. Changing membership
2. Social loafing
Changing Membership
Newly formed teams need time to turn into mature groups. However, this could be
disrupted by frequent changes in its composition. Members may drop out temporarily or
permanently for reasons like:
1. Transferring to a higher priority project;
2. The occurrence of a personal problem requiring extended leaves of absences; or
3. Accepting a job in another company.
The higher the membership turnover is, the bigger is the team’s problem. To address
such concern, the team must learn to manage its internal turnover through the following:
1. Recognition of the potential problems brought by high turnover;
2. Development of a plan for managing turnover; and
3. Thinking through how best to integrate new members.
Social Loafing
Social loafing refers to the tendency for individuals to expend less effort when working
collectively than when working individually.
The reasons for social loafing are:
1. The members think their contribution is less noticeable; and
2. The members prefer to see others carry the workload.
To minimize or eliminate social loafing, some means of identifying individuals efforts
must be provided. If this is not possible, it may be proper to consider first wether the
team approach is appropriate for the task at hand. It may be wise to consider an
analysis of the following:
1. The nature of the task;
2. The qualifications and desire of the participants; and
3. The time and cost constraints