Adobe Systems Managing Groups and Teams Lecture 7 Adobe Systems Agenda for today §Groups vs. Teams §Group work behaviour §Creating effective teams §Current challenges in managing teams Adobe Systems Where are we? Adobe Systems Groups Groups vs. Teams (1/2) Teams Work Group Two or more people interacting and interdependent individuals who come together to achieve specific goals. Formal groups Work groups defined by the organization’s structure that have designated work assignments and tasks. Appropriate behaviors are defined by and directed toward organizational goals. Informal groups Groups that are independently formed to meet the social needs of their members. ̶ Work Team A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills. ̶ ̶purposefulness = common objective / goal ̶mutual accountability of members = interdependence ̶self perception = “US” vs. “THEM” ̶ ̶ Adobe Systems Groups vs. Teams (2/2) ̶ Adobe Systems Command Groups Groups that are determined by the organization chart and composed of individuals who report directly to a given manager. Task Groups Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands. Types of groups / teams Cross-Functional Teams Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others’ jobs. Self-Managed Teams Groups that are essentially independent and in addition to their own tasks, take on traditional responsibilities such as hiring, planning and scheduling, and performance evaluations. Problem-solving Teams Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems. Self-managed Work Teams A formal group of employees who operate without a manager and responsible for a complete work process or segment. ̶ ̶ ̶ Stages in Group Development Forming Members join and begin the process of defining the group’s purpose, structure, and leadership. Storming Intragroup conflict occurs as individuals resist control by the group and disagree over leadership. Norming Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior. Performing A fully functional group structure allows the group to focus on performing the task at hand. Adjourning The group prepares to disband and is no longer concerned with high levels of performance. Adobe Systems Group Behavior Model Adobe Systems External (Organizational) Conditions Factors Affecting Group Behavior Internal Group Variables ̶Overall strategy ̶Authority structures ̶Formal regulations ̶Available organizational resources ̶Employee selection criteria ̶Performance management (appraisal) system ̶Organizational culture ̶General physical layout ̶Tasks -> individual competencies and traits of members ̶Group structure Roles Norms Cohesiveness Level of (intragroup) conflict Conformity Status system ̶Size of the group ̶ ̶ Adobe Systems Group Structure: Tasks = a piece of work to be done or undertaken § §clear §easy to implement §Interdependent § §=> KSA needed §=> team diversity (homogenoous vs. heterogenous teams) Highly complex and interdependent tasks require: ̶Effective communications => discussion among group members ̶Controlled conflict => more interaction among group members § Adobe Systems Roles defined Group Structure: Roles Team roles The set of expected behavior patterns attributed to someone who occupies a given position in a social unit that assist the group in task accomplishment or maintaining group member satisfaction. Role conflict: experiencing differing role expectations Role ambiguity: uncertainty about role expectations ̶ ̶ ̶ Group Structure: Norms = acceptable standards or expectations that are shared by the group’s members. Common types of norms: •Effort and performance -> output levels, absenteeism, promptness, socializing •Dress •Loyalty Group Structure: Conformity Individuals conform in order to be accepted by groups. Group pressures can have an effect on an individual member’s judgment and attitudes. The effect of conformity is not as strong as it once was, although still a powerful force. Groupthink The extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that of the group. Group Structure: Status system = the formal or informal prestige grading, position, or ranking system for members of a group that serves as recognition for individual contributions to the group and as a behavioral motivator. Formal status systems are effective when the perceived ranking of an individual and the status symbols accorded that individual are congruent. Cohesiveness The degree to which members are attracted to a group and share the group’s goals. Highly cohesive groups are more effective and productive than less cohesive groups when their goals aligned with organizational goals. Factors of team cohesiveness MORE COHESIVE LESS COHESIVE - member similarity homogenous heterogeneous - team size small large - member interaction interdependent tasks independent tasks - barriers to entry some barriers no barriers - team success success failure - external competition and challenges high competition challenging tasks low competition easy tasks Group Size Small groups Complete tasks faster than larger groups. Make more effective use of facts. Large groups Solve problems better than small groups. Are good for getting diverse input. Are more effective in fact-finding. Social Loafing The tendency for individuals to expend less effort when working collectively than when work individually. Adobe Systems Conflict = the perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks. Traditional view - conflict must be avoided. Human relations view - conflict is a natural and inevitable outcome in any group. Interactionist view - conflict can be a positive force and is absolutely necessary for effective group performance. Group Processes: Conflict Management ̶Categories of Conflict ̶Functional conflicts are constructive. ̶Dysfunctional conflicts are destructive. ̶ ̶Types of Conflict ̶Task conflict: content and goals of the work ̶Relationship conflict: interpersonal relationships ̶Process conflict: how the work gets done Conflict and Group Performance Adobe Systems Conflict Management Techniques Avoidance Accommodation Forcing Compromise Collaboration ̶ ̶ Advantages of Using Teams §Teams outperform individuals. §Teams provide a way to better use employee talents. §Teams are more flexible and responsive. §Teams can be quickly assembled, deployed, refocused, and disbanded. Adobe Systems Characteristics of effective teams ̶Have a clear understanding of their goals. ̶Have competent members with relevant technical and interpersonal skills. ̶Exhibit high mutual trust in the character and integrity of their members. ̶Are unified in their commitment to team goals. ̶Have good communication systems. ̶Possess effective negotiating skills ̶Have appropriate leadership ̶Have both internally and externally supportive environments ̶ Current Challenges in Managing Teams Getting employees to: §Cooperate with others §Share information §Confront differences §Sublimate personal interest for the greater good of the team Informal groups and teams - understanding social networks Social Network = the patterns of informal connections among individuals within groups The Importance of Social Networks §Relationships can help or hinder team effectiveness §Relationships improve team goal attainment and increase member commitment to the team. Terms to Know group forming storming norming performing adjourning role norms groupthink status social loafing group cohesiveness conflict traditional view of conflict human relations view of conflict interactionist view of conflict functional conflicts dysfunctional conflicts task conflict relationship conflict process conflict work teams problem-solving team self-managed work team cross-functional team virtual team social network structure