GROUPS and TEAMS Roger Dhesi Roger Dhesi Niels Bauer Niels Bauer Yan Huang Yan Huang Derek Sullivan Derek Sullivan Vick Mann Vick Mann

GROUPS and TEAMSGROUPS and TEAMS

Roger DhesiRoger Dhesi Niels BauerNiels Bauer Yan HuangYan Huang Derek SullivanDerek Sullivan Vick MannVick Mann

ObjectivesObjectives

Define and discuss group dynamics:Define and discuss group dynamics: Why are groups & teams important?Why are groups & teams important? GroupsGroups

– Types of groupsTypes of groups– How do groups formHow do groups form– Why people join groupsWhy people join groups– Influence of Groups on IndividualsInfluence of Groups on Individuals

TeamsTeams– Groups vs. TeamsGroups vs. Teams– Turning Individuals into Team PlayersTurning Individuals into Team Players– Virtual TeamsVirtual Teams

Why Important?Why Important?

GroupsGroups

Group – two or Group – two or more individuals, more individuals, interacting and interacting and interdependent, interdependent, who have come who have come together to together to achieve particular achieve particular objectives.objectives.

Groups - TypesGroups - Types

Formal GroupsFormal Groups– CommandCommand– TaskTask

Informal GroupsInformal Groups– InterestInterest– FriendshipFriendship

Groups - FormationGroups - Formation

Stages of Group Stages of Group DevelopmentDevelopment– FormingForming– StormingStorming– NormingNorming– PerformingPerforming– AdjourningAdjourning

Groups – Why Join?Groups – Why Join?

Why People Join GroupsWhy People Join Groups– SecuritySecurity– StatusStatus– Self-esteemSelf-esteem– AffiliationAffiliation– PowerPower– Goal AchievementGoal Achievement

Influence of GroupsInfluence of Groups

The presence of others strongly The presence of others strongly influences individual behavior.influences individual behavior.

Conversely, the behavior of Conversely, the behavior of individuals is affected by being part individuals is affected by being part of a group.of a group.

Business requires groups, therefore Business requires groups, therefore how groups work influences how how groups work influences how individuals behave and work.individuals behave and work.


Patterns of Patterns of Behavior in Behavior in GroupsGroups– Social StrivingSocial Striving– Social LoafingSocial Loafing– Social FacilitationSocial Facilitation– De-individuationDe-individuation


Social StrivingSocial Striving– People work People work

harder when they harder when they are in groups, are in groups, then when they then when they are alone.are alone.


Social LoafingSocial Loafing– People tend to expend People tend to expend less effort on group less effort on group tasks then when tasks then when performing the same performing the same task alone.task alone.


Social FacilitationSocial Facilitation– The presence of The presence of

others can others can enhance an enhance an individual’s individual’s performance for performance for simple or well simple or well rehearsed tasks.rehearsed tasks.


De-individuationDe-individuation– This pattern happens This pattern happens

when you have the when you have the increased desire to increased desire to please management please management with the diffusion of with the diffusion of responsibility from social responsibility from social loafing.loafing.

Groups vs. TeamsGroups vs. Teams

Group – interacts to share Group – interacts to share information and make decisions to information and make decisions to help each group member perform help each group member perform his or her area of responsibility.his or her area of responsibility.

Team – Team – a group whose individual a group whose individual efforts result in a performance efforts result in a performance that is greater than the sum of the that is greater than the sum of the individual inputsindividual inputs


GroupsGroups– Strong leaderStrong leader– Individual Individual

accountabilityaccountability

– Organizational purposeOrganizational purpose– Individual work Individual work

productsproducts– Efficient meetingsEfficient meetings– Delegates workDelegates work– Random and varied Random and varied

skillsskills

TeamsTeams– Shared leadershipShared leadership– Individual and mutual Individual and mutual

accountabilityaccountability– Specific team purposeSpecific team purpose– Collective work Collective work

productsproducts– Open-ended meetingsOpen-ended meetings– Does real work Does real work

togethertogether– Complementary skillsComplementary skills


Swim “Team” - Is this a group or a Swim “Team” - Is this a group or a team?team?

Team PlayersTeam Players

Turning individuals into team playersTurning individuals into team players

Example:Example:– Sacramento City Sacramento City

College BaseballCollege Baseball– Derek Sullivan, Derek Sullivan,

Assistant CoachAssistant Coach


RecruitingRecruiting– Involves selling players on Involves selling players on

what the program can do for what the program can do for them (scholarships, them (scholarships, professional contracts, etc).professional contracts, etc).

– Is an individual focus on Is an individual focus on personal development personal development (telling players to be selfish).(telling players to be selfish).

– Tends to de-emphasize Tends to de-emphasize “TEAM” and their obligations “TEAM” and their obligations to the program (sacrifice, to the program (sacrifice, patience, and winning)patience, and winning)


The “Challenge”The “Challenge”– Convincing players that Convincing players that

their individual their individual sacrifices are good for sacrifices are good for the program and WILL the program and WILL pay off individually at pay off individually at the endthe end(for everyone).(for everyone).

Virtual TeamsVirtual Teams

Virtual Teams:Virtual Teams:

What are theirWhat are their

Characteristics andCharacteristics and

Impact on Team Performance?Impact on Team Performance?Sze-Sze Wang and Richard BurtonSze-Sze Wang and Richard Burton

Computational and Mathematical Organization Computational and Mathematical Organization Theory 6; Theory 6; 339-360, 2000.339-360, 2000.


Virtual team characterized by Virtual team characterized by members:members:– Physically dispersedPhysically dispersed– Culturally differentiatedCulturally differentiated– Organizationally differentiatedOrganizationally differentiated

Communication must transcend:Communication must transcend:– SpaceSpace– TimeTime– CultureCulture


Characteristics of virtual teamsCharacteristics of virtual teams– Context = little history, novel tasks, Context = little history, novel tasks,

physically distributedphysically distributed– Composition = heterogeneous Composition = heterogeneous

culture and organizational culture and organizational backgroundsbackgrounds

– Structure = relationships are lateral Structure = relationships are lateral but weakbut weak

Virtual Teams - Virtual Teams - FindingsFindings For teams physically distributed and For teams physically distributed and

engaged in novel tasks, ease of engaged in novel tasks, ease of communication and “routine-ness” of communication and “routine-ness” of tasks leas to higher performance.tasks leas to higher performance.

For teams culturally and For teams culturally and organization-ally diverse, organization-ally diverse, clarification of roles and a common clarification of roles and a common team culture lead to higher team culture lead to higher performance.performance.

Virtual Teams - Virtual Teams - FindingsFindings For teams physically distributed and For teams physically distributed and

performing novel tasks, lateral performing novel tasks, lateral communication between weakly tied communication between weakly tied team members improves team members improves performance.performance.

For teams culturally and For teams culturally and organizationally diverse, lateral organizationally diverse, lateral communication between weakly tied communication between weakly tied members improves performance.members improves performance.

Questions?Questions?

Documents

GROUPS and TEAMS Roger Dhesi Roger Dhesi Niels Bauer Niels Bauer Yan Huang Yan Huang Derek Sullivan Derek Sullivan Vick Mann Vick Mann