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CHAPTER 10
CHAPTER 5

DEVELOPING HIGH
PERFORMANCE
GROUPS AND TEAMS
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LEARNING OBJECTIVES
After studying this chapter, you should be able to:

Define groups and teams.

Explain the differences between groups and teams, and
why they are important.
Discuss group and team environments.
Describe the different types of groups and teams, and
their developments.
Discuss the structure of work groups and teams.
Define high performance teams.

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10.1 INTRODUCTION

The study of groups and team dynamics is important to

organizations as they have major impact on an
organizational life.
An organization and its sub-units are made of groups
and teams, most activities of the organization require at
least some degree of coordination through the operation
of group and teams working together.
Managers must be aware of the individual needs, the
interpersonal dynamics to manage group effectiveness
and their effects on organizational performance.

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10.2 DEFINITION OF GROUPS

AND TEAMS
A group
normally defined as two or more individuals who
interact with one another

Teams
a group of interdependent individuals with shared
commitments to accomplish a common goal or purpose

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10.3 DIFFERENCE BETWEEN

GROUPS AND TEAMS
A team, however, must have individuals who will
strive towards common objectives.
Teams should all work together and make direct all
their efforts towards the achievement of a common
goal.
A team, however, must have individuals who will
strive towards common objectives.
Teams should all work together and make direct all
their efforts towards the achievement of a common
goal.

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10.3.1 Importance of Working as

Groups and Teams
Team and group work is essential in organizations
for better output and a better bonding among
employees.
Tasks are accomplished at a faster pace when
done as a team rather than by an individual.
Team work encourages healthy competition among
team members.
Team and group work is important to improve the
relations among employees.

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10.4 ELEMENTS OF TEAM

ENVIRONMENT
Groups and teams operate in an organizational
context that comprise:
Reward

systems

Reward system is aimed to motivate team members

to work harder and reach group effectiveness.
Communication

systems

A poorly designed one will most likely hinder team

members from getting valuable information.

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10.4 ELEMENTS OF TEAM

ENVIRONMENT (cont.)

Physical spaces
Teams can only survive in a comfortable physical
layout as it serves to improve communication and
shapes employee perception of being together.

Organizational environments
A competitive environment will motivate
employees to work together and vice versa. Thus, a
healthy competition is always good for the employee
as well as the organization.

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10.4 ELEMENTS OF TEAM

ENVIRONMENT (cont.)

Organizational structures
A dynamic organization structure is needed to
support team and encourages interaction between
team members

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10.4 ELEMENTS OF TEAM

ENVIRONMENT (cont.)

Organizational leadership

Teams can only persist through an on-going support

from senior executives to align rewards, to develop
organizational structure, to set up communication system
and other elements important for team survival.
For an effective team to be established, it is important
that the team leader is more of a mentor to his team
members rather than just being a strict boss.

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10.5 TYPES OF GROUPS AND

TEAMS
Groups
Formal

work group is a group developed by

managers to help organization achieve its goals.

An

informal work group emerges to fulfil peoples

desire for friendship and companionship.

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10.5 TYPES OF GROUPS AND

TEAMS (cont.)
Teams

Permanent Teams
These teams perform on a permanent basis and are not
dissolved once the task is accomplished.

Temporary Teams
Temporary teams tend to lose their importance, once the
task is accomplished. Such teams are usually formed for a
shorter duration to assist the permanent team

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10.5 TYPES OF GROUPS AND

TEAMS (cont.)

Task Forces

These teams are formed for a special purpose, such as to

work on a specific project or find a solution to a critical
problem. A task force is a form of formal work group
comprising people who work together to achieve a common
goal.

Committees

Generally formed to work on a particular assignment either

permanently or on a temporary basis. Individuals with
common interests, more or less from the same background,
skills and abilities will meet together on a common platform
to form a committee and work on a given matter.

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10.5 TYPES OF GROUPS AND

TEAMS (cont.)

Work Forces
Formed in organizations where team members work
together under the expert guidance of a leader. A leader or
a supervisor is generally appointed among the members of
the work force.

Self-managed Teams
Teams consist of individuals who work together again for a
common purpose but without the supervision of any leader.

Cross Functional Teams

Consists of individuals from different areas who come and
work together for a common objective.

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10.5 TYPES OF GROUPS AND

TEAMS (cont.)

Virtual Teams
A team in which its members interact by a computer
network to collaborate on projects this involves
physically linking to other teams which are dispersed to
achieve common goals.

Problem-solving Teams
Team is formed when knowledgeable employees meet as
a temporary team to solve a specific problem, and then
disband once a solution has been found. Come together
again when the need arises.

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10.5 TYPES OF GROUPS AND

TEAMS (cont.)

Quality Control Circles

A type of team in which volunteered employees and
supervisors meet intermittently to discuss workplace and
quality-related problems.

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10.6 DEVELOPMENT OF GROUPS

AND TEAMS

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10.7 WORK GROUP AND TEAM

STRUCTURES

There are five components of a group and team

structure and they are:
1. Size
2. Group Roles
3. Group Norms
4. Group Status
5. Group Cohesiveness

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10.8 TOWARDS HIGH

PERFORMANCE TEAMS

A team that achieves high levels of both task

performance and relational behaviour over time.

The benefits of team effectiveness are enhanced

through performing towards organizational goals,
satisfying member needs, maintaining team survival
as well as resolving conflict.

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10.8 TOWARDS HIGH

PERFORMANCE TEAMS (cont.)

Elements of high performance teams effectiveness:

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