Differences Between Organizations and Groups

An organization can be so large that most members do not know most of the other people within it. Groups are small and immediate enough to impact both feelings and self image. People tend to be more psychologically invested with groups to which they belong. Certain psychological needs are better satisfied by groups.
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Group Size
Leader emergence is partially a function of group size. As groups become larger, cliques are more likely to form, and many intergroup conflicts are the result of cliques. Group size can affect a leaders behavioral style. Group size affects group effectiveness.

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Developmental Stages Of Groups

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Forming

Storming

Norming

Performing

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Forming Stage EXPLORATION PERIOD

Initial Stage Characteristics Team members being overly polite Team members getting to know each other Limited to no tangible results Team members are guarded in there interaction
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Forming Stage EXPLORATION PERIOD

Questions raised during this period Do I really want to be part of this team? Does the leader understand what to do? Who is the leader?

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Storming Stage
Characteristics Conflict Struggle with differences Competition between team members Strained relationships Deals with issues of power, leadership, and decision making

10-6

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Norming Stage
Characteristics Appreciate differences Work through conflict Become tasked focused Teams are cohesive Friendships develop

10-7

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Performing Stage
By this time members have learned to work together as a fully functioning team Characteristics Trust Goal agreement Innovative problem solving Collective pride of accomplishment

10-8

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10-9

Questions raised How are we doing? What can we do better? How can we be more effective?

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Relationship Roles In Groups

Harmonizing: resolving interpersonal conflicts, reducing tension. Encouraging: supporting and praising others, showing appreciation for other's contributions, being warm and friendly. Gatekeeping: assuring even participation by all group members, making sure that everyone has a chance to be heard and that no individual dominates.

10-10

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Why Group Cohesion Does Not Always Lead To Higher Performance

A highly cohesive but unskilled team is still an unskilled team. A cohesive group may develop goals that are contrary to the larger organizations goals.

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Overbounding: groups can become so cohesive that they erect fences and boundaries between themselves and others.
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Why Group Cohesion Does Not Always Lead To Higher Performance, continued Group think: highly cohesive groups often become more concerned with unanimity than in objective appraisals. Ollieism: overzealous group members may perform illegal actions because they believe it will please their leaders.

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Differences Between Groups and Teams

Team members usually have a stronger sense of identification among themselves than group members do. Teams have common goals or tasks. Task interdependence typically is greater with teams than with groups.

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Think about 10 people riding a bus

All in one place Heading in the same direction At the same time At the same speed Under the direction of one leader

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In Realitythe 10 people riding a bus

Distinct individuals Own purposes Get on and off the bus at their own stops Avoid contact with others

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10-16

Suspicion Rush to accomplish Reluctance Dominance Floundering Team Goal A group is not a team!
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Think about a football team riding a bus

All players get on and off the bus at the same time Clear mission Interrelated goals Clear goals and responsibilities Strategies with contingency plans Motivating and pumping each other up along the ride

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After the gamea football team riding a bus

Celebrating their success Lessons learned

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10-19

Work for common goal Accountability Mutual Respect Commitment Interdependency Trust Communication
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Team Lifecycles
These teams can live as: Permanent and therefore ongoing throughout the life cycle of the project as the primary or foundational team. Temporary within the scope of the effort then disbanding when work is complete. Evolving with members coming in and out as needed. Team Formation: Functional team Cross-functional team

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Ginnetts Team Effectiveness Leadership Model

Team Leadership
Design

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Development

Environment
Industry

Organizational Inputs
0-1 Reward Systems 0-2 Education Systems 0-3 Information Systems

Feedback on team effectiveness

Feedback

Feedback

m er D a

0-4 Control System

Team Design
T-1 Task T-2 Composition T-3 Norms T-4 Authority

Process Criteria
P-1 Effort P-2 Knowledge & Skills P-3 Strategy P-4 Group Dynamics
Feedback

Team Effectiveness Outcome acceptable to stakeholders Future capability of team Individual satisfaction Feedback

Individual Inputs
I-1 Interests/Motivation I-2 Skills/Abilities I-3 Values/Attitudes I-4 Interpersonal Behavior
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Material Resources Feedback

Self-efficacy

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