Management 3rd Edition Black Porter Copyright 2012 Pearson

Management 3rd Editionhittblackportercopyright 2012 Pearson Educa

Management, 3rd edition Hitt/Black/Porter 10- Managerial Challenges: From the front line 10- Stephen Ortiz First job: Staff Consultant, Enterprise Risk Services, Deloitte & Touche Motto: Live every day like it’s your last Management Style: Instill a vision and manage to that vision; collaborative Vice President Marketing Prairie Band Casino, Kansas Key Topics Groups vs. teams Groups Types—planning, organizing, directing, controlling Formation and development—influence factors Characteristics—structural and behavioral Teams Competencies Conflict High-performing development 10- Learning Objectives After studying this chapter, you should be able to: 10- 10- Groups vs. Teams Some groups become teams and some remain “only†groups Group—set of people usually from 3 to 20 have some degree of mutual interaction shared objectives Team—type of group high degree of interdependent, coordinated interaction strong sense of members’ personal responsibility for achieving specified group outcomes high level of members’ identification with the team 10- Individual-to-Group-to-Team Continuum TEAMS demonstrate Coordinated interaction Personal responsibility for group outcomes Individual identification with group Exhibit 10.1 10- Groups—Basic Types continued Exhibit 10.2 Designated, created, and sanctioned by organization—basic work and overall mission 10- Groups—Basic Types Formal groups—committees in many organizations 10- Groups—Basic Types Exhibit 10.2 Group members interact voluntarily 10- Groups and Teams—Formation Most important factors influencing group formation ïµ organizational goals, how the group fits into the larger organization’s goals; opportunities for interaction and sharing mutual knowledge; psychological factors such as security needs, social support, self-esteem needs, and status needs. 10- Groups and Teams—Formation Questions of new member of organizational groups: Why was I selected, rather than someone else? What are the real reasons the group was put together? What will my new responsibilities be? Are the stated objectives for the group realistic and are they the actual goals that will be measured? 10- Groups—Development Stages of Group Development: getting to know each other, conflict about goals, group identity and cohesion, actions as a coherent entity—forming, storming, norming, performing. 10- Groups and Teams—Characteristics Structural Characteristics—size, composition, differentiated roles, differentiated status. 10- Groups and Teams— Structural Characteristics: size — optimal size considerations, larger groups offer more resources but can suffer from social loafing and increased process costs. Disadvantages of large groups may include coordination difficulties, social loafing, and unanticipated costs. 10- Groups and Teams— Structural Characteristics: composition — homogeneous versus heterogeneous/diverse; greater diversity can benefit outcomes but may hinder team performance if not managed properly. 10- Groups—Diversity Within Exhibit 10.5 10- Groups and Teams— Structural Characteristics: team roles—differentiated roles, role ambiguity, role conflict, and status differences. 10- Groups and Teams— Behavioral Characteristics: norms—shared standards guiding behavior; developed through early behaviors, imported behaviors, and critical events; norms influence conformity within the group. 10- Groups and Teams— Behavioral Characteristics: group cohesion—interpersonal attraction among members, fostering high performance, competition, and motivation to stay in the group. High cohesion correlates with effective performance but can also lead to conformity pressures. 10- Groups and Teams— Behavioral Characteristics: effects of cohesion—strong group cohesion can improve performance but may also suppress dissent and foster groupthink. 10- Groups and Teams— Behavioral Characteristics: prominent groups and teams in organizations—examples and significance. 10- Groups and Teams— Building and Managing Developing Team Competencies: strategies for growth and improvement. 10- Groups and Teams— Building and Managing Dealing with Team Conflict: types include task conflict, process conflict, and relationship conflict; causes include ambiguities, differences in goals, resource scarcity, diversity in demographics, values, styles. 10- Groups and Teams— Building and Managing Dealing with Team Conflict: managing conflict involves increasing substantive vs. relationship conflict, clarifying tasks, focusing on common goals, and minimizing personal disagreements. 10- Groups and Teams— Building and Managing Dealing with Team Conflict: strategies for intergroup conflict—reducing relational conflicts, emphasizing substantive differences, and aligning organizational goals. 10- Groups and Teams— Improving the effectiveness of Groups and Teams: characteristics of high-performing groups, strategies for enhancement, and leadership checklists. 10- Summary: Key Topics—groups vs. teams, types, formation, development, characteristics, competencies, conflict, high-performance development. 10-* Managerial Challenges: Rest of the Story—examples of frontline management success: team-based approaches increased customer satisfaction, sales, and organizational performance. Stephen Ortiz, Vice President Marketing at Prairie Band Casino, Kansas, highlights the importance of team dynamics in achieving business results by fostering collaboration and mutual responsibility.

Paper For Above instruction

Effective management in contemporary organizations hinges on understanding the complexity of groups and teams, their formation, characteristics, and the dynamics that influence their performance. The transition from groups to teams represents a shift towards greater interdependence, shared responsibility, and collective identity, which can significantly enhance organizational effectiveness. This paper explores the fundamental concepts of groups and teams, their development stages, structural and behavioral characteristics, and implications for managerial practice, supported by academic research and real-world examples.

At the core of organizational behavior lies the distinction between groups and teams. A group is traditionally defined as a collection of individuals who interact to share information and have common objectives. Groups vary widely in size, from small task forces to large departmental units, and their interaction can be voluntary or organization-mandated. Conversely, teams are a specialized subset within groups characterized by high interdependence, accountability, and a shared sense of purpose. They entail a coordinated effort where members exhibit a strong sense of personal responsibility for achieving collective goals, fostering greater identification and commitment compared to mere groups (Kozlowski & Ilgen, 2006).

The continuum from individual to team highlights increasing levels of coordination and responsibility. As depicted by Kozlowski and Ilgen (2006), individual contribution scales into group effort and ultimately morphs into a cohesive team exhibiting shared objectives, mutual accountability, and collective performance. This transition is essential in high-stakes environments where collaborative problem-solving and innovation are necessary. Formal organizational structures often designate specific groups for strategic functions, such as committees or project teams, which evolve through various stages of development—forming, storming, norming, and performing—each stage critical to building effective team dynamics (Tuckman, 1965).

Structurally, groups and teams differ in size, composition, roles, and status. Optimal group size depends on the task complexity, communication needs, and resource availability. While larger groups offer diverse skills, they risk social loafing and coordination challenges. Diversity within groups—whether homogeneous or heterogeneous—can either facilitate creative problem-solving or hinder communication unless managed effectively (Jehn & Bezrukova, 2004). Dister and Barczak (2010) emphasize the importance of differentiated roles and clear role expectations to reduce ambiguity and conflict, thereby promoting smoother functioning.

Behavioral characteristics such as norms and cohesion are central to group effectiveness. Norms, the shared standards guiding behavior, develop through early interactions, imported behaviors, and responses to critical events like crises (Cialdini & Trost, 1998). Strong norms promote conformity and unity but can also suppress dissent. Cohesion, or interpersonal attraction among members, correlates positively with performance, motivation, and retention; however, excessive cohesion may foster conformity pressures, damaging creativity and critical thinking (Carpenter & Moss, 2014).

Managing conflicts within teams demands an understanding of their types—task, process, and relationship conflicts. Task conflicts involve disagreements over ideas or objectives; process conflicts relate to how tasks are executed; and relationship conflicts stem from interpersonal incompatibilities. An effective manager seeks to increase productive task conflict while minimizing destructive relationship conflicts by clarifying goals, emphasizing shared organizational objectives, and fostering open communication (De Dreu & Weingart, 2003). Resolving conflicts constructively not only enhances team cohesion but also drives innovation and problem-solving capacity.

Leadership plays a vital role in strengthening team competencies and optimizing team performance. Leaders should cultivate an environment conducive to trust, accountability, and continuous development. Techniques include fostering open dialogue, providing training, and recognizing achievements. Additionally, effective leaders monitor conflict sources and intervene adaptively, ensuring that team norms evolve positively and that cohesion remains beneficial rather than stifling (Yukl, 2012).

Real-world examples underscore the significance of effective team management. Stephen Ortiz, Vice President at Prairie Band Casino, Kansas, illustrates how adopting a team-based approach resulted in measurable improvements: increased customer satisfaction, higher sales, and organizational success. Ortiz’s leadership emphasizes collaboration, shared vision, and mutual responsibility, aligning team efforts with organizational goals—principles supported by extensive organizational behavior research (Hitt, Black, & Porter, 2012). These practices demonstrate that well-managed teams are vital assets in achieving competitive advantage in today’s dynamic environments.

In conclusion, understanding the intricacies of groups and teams—how they form, develop, and function—is crucial for effective management. The multifaceted nature of teams demands attention to structural and behavioral characteristics, conflict management, and leadership strategies. Organizations that foster high-performing teams through deliberate development of norms, cohesion, and competencies are better positioned to innovate, adapt, and succeed in increasingly complex operational landscapes.

References

• Carpenter, M. A., & Moss, S. (2014). Empowering teams: High performance, high involvement organizations. Journal of Organizational Behavior, 35(6), 801-824.
• Cialdini, R. B., & Trost, M. R. (1998). Social influence: Social norms, conformity, and compliance. In D. Gilbert, S. T. Fiske, & G. Lindzey (Eds.), The handbook of social psychology (4th ed., pp. 151–192). McGraw-Hill.
• De Dreu, C. K., & Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), 741–749.
• Hitt, M. A., Black, T. R., & Porter, L. W. (2012). Management (3rd ed.). Pearson Education.
• Jehn, K. A., & Bezrukova, K. (2004). a field study of team diversity, conflict, and performance. Journal of Applied Psychology, 89(6), 1008–1021.
• Kozlowski, S. W., & Ilgen, D. R. (2006).,”Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7(3), 77–124.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
• Yukl, G. (2012). Leadership in organizations (8th ed.). Pearson.