Groups and Teams |  |
Chapter SummaryGroups represent an important dynamic in the study and application of organizational behavior. Group formation, types, and processes; the dynamics of informal roles and organization; and the dysfunctions of work groups and teams are all of particular relevance
to the study of organizational behavior. Group formation can be theoretically explained
by propinquity; as a relationship among activities, interactions, and sentiments; as a symmetrical balance between attraction and common attitudes; and as a reward–cost exchange. Participants in an organization also form into groups for very practical
economic, security, and social reasons. Many different types of groups are found in modern organizations. Conceptually, there are primary groups, coalitions, and others such as membership and reference groups. Groups have been researched over the years,
and findings from classic social psychology studies, such as the one conducted by Schachter, have implications for organizational behavior.
The last half of the chapter discusses and analyzes the dynamics of informal groups and teams. Informal norms and roles and the informal organization are very relevant
to and often represent the real organization. Informal structure coexists with every formal structure. Traditionally, only the dysfunctional aspects of informal organization have been emphasized. More recently, the functional aspects have also been recognized.
The dynamics of the dysfunctions of groups and teams were examined in terms of
norm violation resulting in antisocial behaviors, role ambiguity/conflict, group think conformity, the risky shift phenomenon, and social loafing. The remainder of the chapter
focused on teams per se. Initially, most publicity was given to quality circles, but now self-managed teams are in the spotlight. Self-managed teams are beginning to become
an established form of doing work to meet the high-tech, quality challenges facing both manufacturing and service organizations. To date, self-managed teams have a quite successful track record. In addition to self-managed teams, cross-functional and
virtual teams are examples of new team forms that have also achieved success. Building effective teams requires long-standing principles regarding the creation of the proper environment in which support, commitment, rewards, communication, physical space, group size, membership, and cohesion are emphasized. Then, team effectiveness may be enhanced using team-building programs, collaboration, and effective leadership and
by accounting for cultural and global issues when teams are formed. |
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2002 McGraw-Hill Higher Education