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Foundations of work groupsWork-group inputsWork-group processesPromoting innovation: using task forces and teams

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What is a group?

Two or more interdependent individuals interacting and influencing each other in collective pursuit of a common goal.Differentiated from a simple gathering of people.

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Types of work groups: Formal

Group officially created by an organisation for a specific purpose

InformalGroup established by employees (not the organisation) to serve members’ interests or social needs

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Formal groupsGroups officially created by an

organisationfor a specific purpose.

Command/functionalManager & subordinates

Task groups◦ Permanent◦ Temporary

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Informal groupsGroups established by employees (not

theorganisation) to serve members’

interests or social needs

Interest groups Friendship groups

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Work groups

Formalgroups

Informalgroups

Command orfunctional

groups

Task groups

Interest groups

Friendshipgroups

Permanenttask groups

Temporarytask groups

How informal groups develop:

FORMAL GROUPSRequired activitiesRequired interactionsRequired sentimentsGiven sentiments

ORGANISATIONAL

INFORMAL GROUPS OUTPUTS (e.g. productivity,

Emergent activities satisfaction)Emergent interactionsEmergent sentiments

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How work groups operate:

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INPUTSGroup composition

Member rolesGroup size

PROCESSESGroup normsCohesivenessDevelopment

OUTCOMESPerformance

Need satisfactionFuture work group

compatibility

Work group composition:Two crucial selection factors are potential member characteristics and reasons for their attraction to the group.

Member characteristicsTask-relevant skillsAppropriate interpersonal skillsContribution to group diversity

Attraction to the groupIdentification of reason for wanting to join group as being appropriate to group task

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Member roles:Group-task roles◦Initiator-contributor◦Information seeker◦Information giver◦Coordinator◦Orienter◦Energiser

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Member roles (cont.):Group maintenance roles– Encourager– Harmoniser– Gatekeeper– Standard setter– Group observer– Follower

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Member roles (cont.):Self-oriented roles– Aggressor– Blocker– Recognition seeker– Dominator

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Group size: Size and group interaction

Group size affects interaction Size and performance

Social loafingIndividualismCollectivism

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As group members work, some energy goes into group development and operations. This is diverted from the task, and is known as process loss, as it is lost energy which could have been devoted to the task.

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Positive SynergyForce resulting when combined gains

are greater than group-process losses Negative synergy

Force resulting when group-process losses are greater than gains achieved from combining the forces of the group

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Group norms:Expected behaviours sanctioned by a group that regulate and foster uniform member behaviour.

Explicit statements Critical events Primacy Carry-over behaviours

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Group cohesiveness:Degree to which members are attracted to a group, are motivated to remain in it, and are mutually influenced by one another.

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Group norms: Consequences of group cohesion

Organisational citizenship behaviours Determinants of group cohesiveness

Similar attitudes and valuesMutual understandingsExternal threatsSize of group

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Group development: Forming

Assess rules for the tasks and interactions

StormingLocate and resolve differences

NormingDevelop consensus re norms, task, relationships

PerformingNorms support teamwork; energy applied to task

AdjourningPreparation for disengagement

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Group development:

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FormingForming

StormingStorming

NormingNorming

PerformingPerforming

AdjourningAdjourning