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Study Guide in Mgt 102: Human Behavior in Organization Module 7

MODULE 7

WORK TEAMS AND GROUPS

MODULE OVERVIEW

If you attended high school, you probably already know a lot more about groups than you
believe. Were you one of the cool kids when you were younger? Are you one of the inquisitive,
diligent types? Are you a chess club member? What is the name of the French football team?
What about the football club? These are all groups, including the ones you were a part of and the
ones you weren't. They can also be categorized in other ways. Let's discuss the various types of
groups that one could face in life, particularly at work.
People in charge of organizations are concerned about group output and productivity. This is
to be expected, as everything the groups do has an impact on the organizations.
The groups that make up the organization must be managed appropriately if it is to be
effective in achieving its objectives. This can be accomplished by employing understanding about
group behavior, such as that of work teams.

LEARNING OBJECTIVES

By studying this module, you are expected to:

 Define what groups

 Explain why people form groups
 Describe the stages of group development
 Explain roles within groups
 List advantages and disadvantages of groups
 Identify techniques in group decision making
 Define what work teams
 Identify types of teams
 Explain the following:
 Developing effective teams
 Turning individuals into team players
 Identify potential team problems

LEARNING CONTENTS

What are Groups

A group is made up of two or more people who have common interests, goals, and interactions.

Groups may be classified as:

1. Formal group

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The formal group is defined by the organization's structure, which includes specific
job assignments and tasks. An example is the Business Administration Department of a
university consisting of eight faculty members and a Department Chairperson.
2. Informal group
This type of group isn't formally structured or organized in any way. Rather of being
produced by a conscious design, it is formed by individuals and developed around mutual
interests and friendship. A group of five employees that enjoy dancing is an example. They
dance together with their favorite dance steps during their mutual free time.

Types of Formal Groups

Formal groups are further divided into the following categories:

1. Command Group- a group composed of individuals who report directly to a certain

manager. An example is a group consisting of a sales supervisor and his ten salesmen.
2. Task Group- It's a group of people who work together to fulfill a job task. An example is the
group of 10 faculty members from different colleges assigned to complete task during a
commencement exercises.

Types of Informal Groups

Informal groups may be classified as follows:

1. Interest group- An interest group is a collection of people that come together to achieve
a common goal that each member is passionate about. This could be a group of
people within an organization who band together to demand improved working
conditions or a better employee evaluation procedure.

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2. Friendship groups- These are groups of people who have come together because they
share similar ideas, interests, or other characteristics, such as age or ethnicity.

This element describes the way the tasks or jobs are being divided and coordinated
among the employees in a certain organization. There is created different types of position
for doing work nicely in the organization.

WHY PEOPLE FORM GROUPS

People create groups for a variety of reasons, including:

1. Need satisfaction
2. Proximity
3. Attraction
4. Goals and
5. economics

STAGES OF GROUP DEVELOPMENT

In 1965, Bruce Tuckman, an American organizational psychologist, established a robust

model that is still extensively used today. He suggested a four-stage map of group evolution, often
known as the forming-storming-norming-performing model, based on his observations of group
behavior in a variety of circumstances (Tuckman, 1965). Later he extended the paradigm by
adding a fifth and final stage, the adjourning phase. Surprisingly, a group, like an individual, goes
through growth stages such as childhood, adolescence, and adulthood, though in a far shorter
time frame. According to this theory, a leader must transition through multiple leadership styles
throughout time in order to properly facilitate a group.

Figure 7.2 Stages of Group Development

The Forming Stage

The group comes together for the first time during the forming stage. The members may already
be acquainted or may be complete strangers. There is a level of formality, some tension, and a
degree of guardedness in both cases since group members are unsure what will happen next.
"Will you accept me?" What role will I play? Who is in charge here? " These are some of the
questions that participants consider during the group formation stage. Members are polite,
conflict-avoidant, and alert due to the high level of ambiguity. They're attempting to figure out the
"rules of the game" without exposing themselves too much. They may also be fairly excited and
optimistic about the task at hand at this time, and they may feel a sense of pride at having been
picked to join a particular organization.

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At this point, group members are attempting to attain a number of objectives, albeit this is not
always done consciously. First and foremost, they are attempting to get to know one another.
Finding some common ground is often a good way to do this. Members also begin to investigate
group boundaries in order to identify what is and is not acceptable behavior. "Do you mind if I
interrupt?" Is it okay if I leave whenever I want? " During the trial phase, the designated leader
may be put to the test, or the group may elect a leader.

The initial entry of members into a group is a significant concern during the forming stage.
However, the following issues are of particular importance to the members:

1. they are eager to learn what tasks they will be performing;

2. how they can benefit from group membership
3. what constitutes acceptable behavior; and
4. what rules must be followed

The above considerations plainly show that the group's goal, organization, and leadership are all
in flux at this point. The forming stage, on the other hand, complete when individuals begin to see
themselves as part of the group.

The Storming Stage

The storming stage is when there is internal strife inside the group. Members may engage in
rivalry for desired assignments, as well as arguments over proper task-related behaviors and
obligations.

Many changes occur inside the group. The expectations of members are usually clarified and
expanded on.

Coalitions or cliques may form at this point. Conflict over leadership and authority may arise as
individuals seek to force their preferences on the group and achieve their desired status position.

The storming stage is finished when there is a relatively obvious hierarchy of leadership within the
group.

The Norming Stage

This stage is also known as the initial integration stage, and it is when the group starts to work as
a coordinated unit. Its main characteristics are cooperation and collaboration. There is an open
exchange of information, acceptance of differences of opinion, and active efforts to attain mutually
agreed-upon goals and objectives.

Members of the group have a preliminary sense of closeness at this point, and they desire to
protect the group from disintegration. The norming stage is accomplished when the group
structure has solidified and the group has assimilated a shared set of expectations for what
constitutes proper member behavior.

The Performing Stage

The group emerges as a mature, organized, and well-functioning group at the performing stage,
and it is ready to focus on completing its essential duties. This stage is also referred to as the total
integration stage.

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The focus of group energy has shifted from getting to know and understand each other to
completing the task at hand at this point. As the group performs, intrinsic drive and creativity are
likely to emerge.

The performing stage consists of two different sub-stages as follows:

1. The sub-stage where the group has attained a level of effectiveness that will remain more
or less constant and as such, group performance will be maintained at a level sufficient to
ensure survival.
2. The sub-stage where the process of learning and development of the group is ongoing so
that group effectiveness and efficiency continues, and as a result, group performance will
reach higher levels.

The Adjourning Stage

The adjourning stage entails the termination of activities. This stage is applicable to temporary
groups such as committees, project groups and, task forces and similar entities.

Any of the following can cause the group's activities to come to an end:

1. When the group’s purpose has been fulfilled; or

2. When the group has failed to revitalize itself during the performing stage.

There are instances, however, when the activities of permanent groups are also terminated. The
reasons for such termination include organizational downsizing , merging or bankruptcy.

ROLES WITHIN THE GROUPS

Group efforts can be made more effective by assigning relevant roles to members of the group.
These are distinct roles that are thought to be important in the group process. These are as
follows:

1. Knowledge contributor
2. Process observer
3. People supporter
4. Challenger
5. Listener
6. Mediator
7. Gatekeeper
8. Take-charge leader

Advantages of working in groups

1. More inputs from various perspectives can be made available for effective decision making
2. Synergism is more likely when people work together as a group
3. People in the groups are more supportive of decisions that were formulated with their
assistance
4. It allows the efficient exchange of information for effective problem solving

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5. The opportunity for fulfilling the safety, affiliation, and esteem needs of group members is
made available; and
6. Group members get mutual support from each other

Disadvantages of working in groups

1. Group activity is usually slower and more cumbersome because every member has the
opportunity to make contributions;
2. Group meetings are held to disseminate strictly routine data that could be more efficiently
conveyed in writing through interoffice memorandum. When this happens, the
effectiveness of the group is undermined.
3. The group’s decision may be diluted by every member’s input making the decision
ineffective;
4. Accountability is often a problem with group activity
5. There are occasions when some members shirk responsibility and let other members of
the group do the work
6. When the group is highly cohesive and motivated, outside criticism tends to be ignored as
group members look inward for reinforcement of each other’s opinions.

Groupthink

The aforementioned disadvantage number 6, is actually referred to as “groupthink”. This term

maybe briefly defined as deterioration of mental efficiency, reality testing and moral judgment in
the interest of group cohesiveness. Individual thinking is brought in line with the average quality of
the group’s thinking.

Techniques in Group Decision Making

1. Interacting groups
2. Brainstorming
3. Nominal group technique
4. Electronic meeting

Work teams

Workteams are a formal group of people who interact closely with one another and have a shared
commitment to achieving agreed-upon goals.

TYPES OF TEAMS

1. Problem-solving teams
2. Self-managed teams
3. Cross functional teams
4. Virtual teams

Developing Effective Teams

1. Team size must be kept as small as possible.

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2. The team members must have a sufficient range of skills, information, and/or experience
to do the task
3. Team members must have a sense of common purpose like the feeling that what they are
doing is critical to the success of the organization.
4. The team must be free to develop its work procedures.
5. The team must have a sense of accountability.

TURNING INDIVIDUALS INTO TEAM PLAYERS

Team players are vital human assets of many organizations, and these organizations would want
to make sure that they are present when their services are needed. Team players, on the other
hand, do not appear out of nowhere. Organizations must create the necessary climate so they can
become possible. However, transforming individuals into team players is a major challenge. The
available alternatives consist of the following:

1. Selection
2. Training
3. Rewards

POTENTIAL TEAM PROBLEMS

1. Changing membership
2. Social loafing

LEARNING POINTS

 Work teams and groups are essential considerations of organizations

 Groups develop in a standardized sequence
 Groups may be formal and informal
 Groupthink is one advantage of working in groups
 Work team is a formal group
 Teams maybe classified as: problem-solving teams, self-managed work teams,
cross functional teams, or virtual teams
 Individuals maybe developed in to team players by means of effective selection,
training and rewards.
 The potential problem of teams comprise of changing membership and social
loafing

LEARNING ACTIVITIES

Multiple Choice
1. Which of the following is an example of a formal group?
a) A group of employees who enjoy dancing together in their free time
b) A group of students studying together for a class exam
c) A department in a university with specific job roles
d) A group of friends planning a vacation together

2. What is a characteristic of informal groups?

a) They have specific job assignments and formal structures
b) They follow a formal hierarchy of leadership
c) They are based on mutual interests or friendships

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d) They are created by organizational design

3. In which stage of group development does internal conflict over roles and leadership typically
arise?
a) Forming
b) Norming
c) Storming
d) Performing

4. Which of the following is NOT a typical role in the group process?

a) Mediator
b) Listener
c) Competitor
d) Gatekeeper

5. .Which of the following best describes the "adjourning" stage of group development?
a) The group is learning how to work together efficiently
b) The group reaches its highest level of performance
c) The group disbands after completing its purpose
d) The group experiences internal conflict

TRUE or FALSE
1. A command group consists of individuals who report directly to a specific manager.
2. Groupthink refers to the deterioration of group decision-making quality due to high group
cohesion.
3. In the storming stage, group members work collaboratively and agree on shared goals.
4. Friendship groups are formed around shared interests or characteristics, such as age or
ethnicity.
5. Effective teams do not require accountability or a common purpose.

Answer the following questions comprehensively.

1. What is the difference between a formal group and an informal group? Provide one
example of each?
2. Explain the "storming" stage of group development and its significance.
3. Describe the role of a "gatekeeper" in a group.
4. What is "groupthink," and how does it affect decision-making in groups?
5. List two potential problems teams may face and explain how they impact group
effectiveness.

Scenario-Based Question (10 points)

Imagine you are part of a newly formed team tasked with completing a complex project at work.
Initially, everyone is polite and unsure of their roles. Over time, however, conflicts arise, and some
members try to take control. Based on the group development stages, explain the phase the
group is in and how the team can overcome the challenges at this stage.

REFERENCES

BOOK REFERENCES

Banfield Paul, Introduction to Human Resource Management, 3rd ed, , Oxford University
Press,2018

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Martin,Graeme, Siebet Sabina, Managing People and Organizations in Changing Context,

Routledge, 2016

Medina, Roberto G., Human Behavior in Organization, Rex Bookstore,2011

Zarate, Cynthia, Organizational Behavior and Management in Philippine Organizations,

Rex Bookstore

ELECTRONIC REFERENCES

Anon. (2020.) Competitive Exams: Organizational Behavior. Retrieved from

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Anon. (2019). Organizational Behavior. Retrieved from

[Link]
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Barr, E. (2020). 6 Ethical Issues in Business and What to Do About Them. Retrieved from
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BusinessConsi (2018). The Fundamental Elements of Organizational Behavior (OB)

Retrieved from [Link]

Caramela, S. (2018). Management Theory of Frederick Taylor. Retrieved from

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Chand, S. (2014). Scientific Management: Six Basic Elements of Scientific Management.

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Fieser, J. (n.d.) Ethics. Retrieved from [Link]

Horton, M. (2020). The Importance of Business Ethics. Retrived from

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Judge, T. Robins, [Link] Behavior(17th ed).Pearson education limited, 2017

Lucas, V. (2015). Introduction to Human Behavior. Retrieved from

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Singer, P. (2020). Ethics. Retrieved from [Link]

philosophy

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Suttle, R. (2019). Example of Organizational Ethics. Retrieved from

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University of Texas (2016). Behavioral Ethics. Retrieved from

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