Team

1. Group Team

2. Teams, Conflict, Intergroup
Relations, Group in Context,
Groups and Change, Crowds
and Collective Behavior
Jason B. Donor
Discussant

3. Group
Versus
Team

4. Group
Two or more people
who interact with
each other to
accomplish certain
goals or meet certain
needs.
Team
A group whose
members work
intensely with each
other to achieve a
specific, common
goal or objective.

5. “All teams are groups
but not all groups are
teams”.

6. Teams
often are
difficult
to form.
It takes time
for
members to
learn how
to work
together.

7. Two or more
interdependent individuals
who influence one
another
Common
Threads
Group Team

8. The Types of
Groups and Teams

10. Formal Group
A group that managers
establish to achieve
organization goals.

11. Cross-functional teams

12. Cross-Cultural teams

14. Informal Group
A group that managers or non
managerial employees form to
help achieve their own goals or to
meet their own needs.

15. Informal Group
1. Top- Management Team
2. Research and Development Team
3. Command Group
4. Task Forces
5. Self- managed work team
6. Virtual Team
7. Friendship Group
8. Interest Group

16. Top- Management Team
A group that is composed of the
CEO, the president and heads of
the most important departments.

17. Research and Development Team
- have the expertise and
experience needed to develop
new program.

18. Command Groups

19. Self- Managed Work Team
- supervise their own activities.
- monitor the quality of the goods
and services they provide.

20. Keys to effective self managed teams:
1.Give the team enough responsibility and autonomy
to be self-managing.
2. The team’s task should be complex enough to
include many different steps.
3. Select members carefully for their diversity, skills,
and enthusiasm.
4. Managers should guide and coach, not supervise.

21. Virtual Team
- members who rarely or never
meet face to face.
- interact through information
technology.

22. Friendship Group
- infomal group composed of
employees who enjoy each other's
company and socialize with each
other.

23. Interest Group
- infomal group composed of
employees seeking to achieve a
goal related to their membership
in an organization.

24. Groups in Context

26. Group Size

27. Advantage of Small Groups
• Interact more with each other and easier to
coordinate their efforts.
• More motivated, satisfied, and committed
• Easier to share information
• Better able to see the importance of their
personal contributions

28. Advantages of Large Groups
• More resources at their disposal to
achieve group goals.
• Enables managers to obtain division of
labor advantages.

29. Disadvantages of Large groups
• Problem of communication and
coordination.
• Lower level of motivation.
• Members might not think their efforts
are really needed.

30. Group Tasks
Task interdependence shows how the
work of one member impacts another;
as interdependence rises, members
must work more closely together.

31. Group Dynamics: Interdependence
Task interdependence shows how the
work of one member impacts another;
as interdependence rises, members
must work more closely together.

32. Group Dynamics: Interdependence
• Pooled
• Sequential
• Reciprocal

34. Pooled
Members make separate,
independent contributions to
group such that group
performance is the sum of each
member’s contributions

36. Sequential
Members perform tasks in a
sequential order making it difficult to
determine individual performance
since one member depends on
another.

38. Reciprocal
Work performed by one group
member is mutually dependent
on work done by other
members.

40. Group Roles
The set of behaviors and tasks that
a group member is expected to
perform because of his or her
position in the group.

41. Group Roles
• In cross-functional teams, members are expected to
perform roles in their specialty.
• Managers should clearly describe expected roles to group
members when they are assigned to the group.
• Role-making occurs as workers take on more
responsibility in their roles as group members.
• Self-managed teams may assign the roles to members
themselves.

44. Group Leadership
• Effective leadership is a key ingredient in high
performing groups, teams, and organizations.
• Formal groups created by an organization have
a leader appointed by the organization.
Groups that evolve independently in an
organization have an informal leader recognized
by the group.

45. Stages of Team
Development
Forming
Storming
Norming
Performing
Adjourning

46. Group Leadership
• Effective leadership is a key ingredient in high
performing groups, teams, and organizations.
• Formal groups created by an organization have
a leader appointed by the organization.
Groups that evolve independently in an
organization have an informal leader recognized
by the group.

47. Conformity and Deviance
Members conform to norms to obtain rewards, imitate
respected members, and because they feel the behavior
is right.
When a member deviates, other members will try to
make them conform, expel the member, or change the
group norms to accommodate them.
Conformity and deviance must be balanced for high
performance from the group.
Deviance allows for new ideas in the group.

48. Conformity and Deviance
• Members conform to norms to obtain rewards, imitate
respected members, and because they feel the
behavior is right.
• When a member deviates, other members will try to
make them conform, expel the member, or change the
group norms to accommodate them.
• Conformity and deviance must be balanced for high
performance from the group.
• Deviance allows for new ideas in the group.

49. Balancing Conformity and
Deviance in Groups

50. Conformity and Deviance
• Members conform to norms to obtain rewards, imitate
respected members, and because they feel the
behavior is right.
• When a member deviates, other members will try to
make them conform, expel the member, or change the
group norms to accommodate them.
• Conformity and deviance must be balanced for high
performance from the group.
• Deviance allows for new ideas in the group.

51. Group Cohesiveness
The degree to which members are attracted to
their group
Three major consequences
Level of participation
Level of conformity to group norms
Emphasis on group goal accomplishment

53. Factor
Group Size Smaller groups allow for high cohesiveness;
Low cohesiveness groups with many
members can benefit from splitting into two
groups.
Managed Diversity Diverse groups often come up with better
solutions.
Group Identity Encouraging a group to adopt a unique
identity and engage in competition with
others can increase cohesiveness.
Success Cohesiveness increases with success;
finding ways for a group to have some small
successes increases cohesiveness.
Conformity and Deviance

54. • Motivating group members to achieve organizational
goals:
• Members should benefit when the group performs well—
rewards can be monetary or in other forms such as special
recognition.
• Individual compensation is a combination of both
individual and group performance.
• Make additional resources (beyond compensation) such
as choice assignments available to high-performance
groups.
Managing Groups and Teams
for High Performance

55. •Reducing social loafing:
•Make individual efforts identifiable and
accountable.
•Emphasize the valuable contributions of
individual members.
•Keep group size at an appropriate level.
Managing Groups and Teams
for High Performance

56. Three Ways to Reduce Social
Loafing

58. Conflict
•A battle, contest or
opposing forces
existing between
primitive desires and
moral, religious or
ethical ideas (
Webster’s
Dictionary)

59. Conflict
•A state of
incompatibility
of ideas
between two
or more parties
or individuals

60. Conflict
Management
Practice of
identifying and
handling conflict
in a sensible, fair
and efficient
manner

61. Types of Conflict
•Inter-personal and intra-
personal
•Inter-group and intra-group
•Competitive and Disruptive

62. How to create conflict?
• Not being a role model
• Take credit, no recognition
• Be judgmental

63. General Causes of Conflicts
• Poorly defined goals
• Divergent personal values
• Lack of cooperation/trust
• Competition of scarce resources
• Unclear roles/lack of job description

64. Effects of Conflict in Organizations
Stress
Absenteeism
Staff turnover
De-motivation
Non-productivity

65. Conflict Table
Win-Win Lose-Win
Win-Lose Lose-Lose
I win I lose
You win
You lose

66. Types of Conflict
Competition (win-lose situation)
Accommodation (win-win situation)
Avoidance (lose-lose situation)
Compromise (lose-lose situation)
Collaboration (win-win situation)

67. Steps to resolve conflicts
• Assure privacy
• Empathize than sympathize
• Listen actively
• Maintain equity
• Focus on issue, not on personality
• Avoid blame

68. How to Prevent Conflicts?
• Frequent meeting of your team
• Allow your team to express openly
• Sharing objectives
• Having a clear and detailed job
description

69. Intergroup Relations

70. It refers to both individual interactions
involving members from different
groups and the collective behaviour of
groups in interaction with other groups,
at either the intra‐ or
inter‐organizational level

71. Competition

72. ABC’s of Inter- Group Relationships
Affective component – Prejudice
Behavioral component – Discrimination
Cognitive component – Stereotyping

73. Theories of Intergroup Relations
Authoritarian Personality Theory. The authoritarian
personality can be described in terms of 3
components.
1.Authoritarian submission
2. Authoritarian aggression
3. Conventionalism

74. 1.Authoritarian
submission

75. Authoritarian
aggression

76. Conventionalism

77. Scape- Goating

78. “The only permanent
in this world, Except
CHANGE”

79. Group or Organizational CHANGE
•Change is a necessary part of doing
business, yet members of an
organization can get so comfortable with
the status quo (the way things already
are) that it becomes easy to ignore
warning signs that something has to
change.

80. Group or Organizational CHANGE
•is change that a group of
people must learn to accept
and implement.

81. The Lewin Change Model(3 Different Level)
•First, the individuals who work for a
company must be convinced that a
change is essential, then guided to
the necessary attitudes and
behaviors.

82. The Lewin Change Model(3 Different Level)
•Second, the systems of an
organization need to be changed.
Systems include work design,
information systems, and
compensation plans.

83. The Lewin Change Model(3 Different Level)
•Third, the organizational climate
must be adjusted. Essential climate
change areas include methods of
conflict management and the
decision-making processes.

84. The Lewin Change Model
•One of the most popular workplace
change models is the Lewin change
model.
•Kurt Lewin saw three different levels
where any change has to happen.

85. The Lewin Change Model
Unfreezing
Moving to
another
condition
Refreezing

86. Why most people are afraid to change
• Hearing only what they want or expect to hear.
• Fear of the unknown.
• Fear of loss.
• Resentment of the change agent.
• Belief that the change is wrong.

87. Collective Behavior
•is temporary in nature and is entirely an
unplanned one.
•his type of behavior is not regulated by any set
of rules or procedures.
• Since this behavior is not bound by any defined
norms,it becomes unpredictable.