Group Dynamics and Work Teams: Theories, Stages, and Effectiveness

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Chapter 8:Group Dynamics and Work TeamsGroup Dynamics and Work Teams: Theories, Stages, andEffectivenessAnalyzethe significance of group dynamics in organizational settings bydiscussing the various types of groups, their formation stages, and their impact onindividual and team performance. Compare and contrast the Five-Stage Model ofGroup Formation with the Punctuated-Equilibrium Model. Additionally, evaluatethe effectiveness of teams in organizations and suggest strategies for overcomingcommon challenges that lead to team failure. Support your analysis with relevantexamples and theories.Word Count Requirement:1,500–2,000 words.

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8:Group Dynamics and Work TeamsLearning Objectives:1.Define what is meant by a group and identify different types of groupsoperating within organizations.2.Describe the importance of norms, roles, status, andcohesiveness withinorganizations.3.Explain how individual performance in groups is affected by the presenceof others (social facilitation) and the number of others with whom one isworking (social loafing).4.Define what teams are and describe the various types of teams that exist inorganizations.5.Describe the effectiveness of teams in organizations.6.Explain the factors responsible for the failure of some teams to operate aseffectively as possible and steps that can be taken to build successfulteams.Chapter OverviewThe first half of this chapter describes the nature of groups by defining whatgroups are, identifying various types of groups and why they form, explaining thevarious stages through which groups develop, and describing the dynamics of theway groups are structured. Following this, the attention shifts to how effectivegroups operate. Specifically, how people are affected by the presence of others,how the cultural makeup of a group affects performance, and the tendency forpeople to withhold their individual performance under certain conditions.Chapter OutlineI.PREVIEW CASE:RAZR Gives Motorola the EdgeA.Suggested In-Class Discussion Questions:1.Do you think it's possible for something asadvanced asthe RAZR phone to be completely designed by just oneperson or are teams absolutely required?2.Howdid Shaddock and Weiss’ handling oftheir teamhelpit succeed?What did they do?3.Had the teams stayedwithinthe regular organizationand usedthe normal methods of development, wouldthe RAZR phone be as successful as it is today?Slide 8.01-.03

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Chapter 8:Group Dynamics and Work TeamsII.GROUPS AT WORK: THEIR BASIC NATUREA.Group Dynamics.The social science field of focusing onthe nature of groups: the factors governing their formationand development, the elements of their structure, and theirinterrelationships with individuals, other groups, andorganizations.B.What Is a Group?A collection of two or more interactingindividualswhomaintain stable patterns of relationships,share common goals, and perceive themselves as being agroup.This definition provides four characteristics of agroup:1.Social Interaction.Members of the group must havesome influence on one another, either verbally ornonverbally.2.Stability.While groups do change over time, theremust be a relatively stable structure.3.Common Interests or Goals.Members must sharecommon interestsor goals.4.Recognition as Being a Group.The people in the groupmust recognize each other as members of their groupand be able to distinguish members from nonmembers.C.Types of Groups1.Formal Groups.Groups that are created by theorganization, intentionally designed to direct itsmembers toward some organizational goal.a.Command Group. A group determined by theconnections between the individuals who are aformal part of the organization (i.e., those wholegitimately can give orders to others).Thesegroups are normally determined by theorganization’s rules regarding who reports towhom, and usually consists of a supervisor and hisor her subordinates.b.Task Group. A formal organizational group formedaround some specific task. Thesegroups may becomposed of individuals with some special interestor expertise in a specific area regardless of theirpositions in the organizational hierarchy.Figure 8.1Figure 8.2Figure 8.3Slide 8.04Slide 8.05

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1)Standing Committees: permanent task groups.2)Ad Hoc Committee: a temporary task groupformed for a specific purpose. Also known astask forces.2.Informal Groups.Groupstend todevelop naturallyamong people, without any direction from theorganization within which they operate. A key factor inthe formation of informal groups is a common interestshared by its members.a.Interest Groups. A group of employees who cometogether to satisfya mutualinterest. Groups ofworkers that form as part of initial union activitiesfall in this category. Membership in the group isvoluntary.b.Friendship Groups. Informal groupsthatdevelopbecause the membersarefriends, often seeing eachother outside of the organization. These groups aremeans for members to satisfy the social needs thatare so important to individual well-being.D.Reasons for Joining Groups1.To Satisfy Mutual Interests and Goals.By bondingtogether,people can achieveactions that would beimpossible as individuals.2.To Achieve Security. Groupsderivesafetyfromnumbers and protection against common enemies.3.To Fill Social Needs. Being in groups helps satisfypeople’s basic need to be with others(Maslow's needfor affiliation).4.To Fill the Need for Self-Esteem.Group membershipprovides opportunities for people to be recognized.E.The Five-Stage Model of Group Formation. No matterwhat the reason may be for the group's formation, the waythe group develops is fairly standard.This model of groupformation contains five sequential stages.1.Stage 1: Forming.During this stage, members becomeacquainted with each other. They establish groundrulesforunacceptable behavior and tend to be a bitFigure 8.4Figure 8.5Slide 8.06Slide 8.07

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