Unit 6: Managing Groups and Teams
We have looked at leadership, communication, and decision-making in this course. This unit will explore how those topics come together in managing groups and teams. Some teams are functional and incorporated into the structural design of the firm. Other teams are task-oriented. However, all teams are critical to the business' success and need to be managed in accordance with the makeup and function or task of the team. Any time a group of diverse individuals comes together, there may be friction, so managers need to know how to handle conflicts within teams. This unit examines how groups of people interact to form a corporate culture and a collective identity and how to avoid dysfunctional conflict and discrimination.
Completing this unit should take you approximately 11 hours.
Upon successful completion of this unit, you will be able to:
- explain the importance of authentic leadership on group dynamics and task cohesion;
- explain why diversity is important to team and organizational success and the effect of discriminatory practices;
- analyze practical and theoretical methods of managing and resolving conflicts in organizations and among team members;
- explain how teamwork is impacted by individual-level values and behavior, group behavior, and the characteristics of group development;
- evaluate team effectiveness using insight into individual behavior and theories of motivation; and
- explain the effects of individual behavior on the behaviors of team members in the workplace.
6.1: Group Behavior
Members of groups are interdependent, meaning the team's performance is judged by the team results, not the individual performers. Thus, it is important to anticipate how teams may behave and how to influence ideal team behavior. This section will give you an overview of the types of groups and how they interact.
- Reading this resource will introduce you to the factors influencing group behavior and dynamics. Groups can be formal or informal and are not always formed by the organization to accomplish a particular task. It is important to consider group type as a manager because it informs the managerial actions you should take to accomplish a task. For example, volunteer groups (such as civic or social groups) will exhibit different dynamics than work command groups. As you read, pay attention to the four stages of group formation: leadership, communication, decision-making, power and politics, and conflict and negotiation.
- This text explains how role identity, perception, expectations, and conflict affect norms and group behavior. It also breaks down the common classes of norms and the influences of status and group size. Finally, you will explore the different actions that the group leader can take to build cohesiveness.
- Groups require optimum information flow, integrated goals, and coordination with rules and procedures. This resource looks at the interaction between different groups. It asks, "What happens when one group in an organization must interact with another?" This is a critical question for organizations because all businesses are made up of different groups that have to interact with each other. This extends to small businesses because they must interact with external groups such as suppliers and contractors. As you read, take notes on the three types of group interdependence: pooled, sequential, or reciprocal. Think about what the author says about what interdependent groups need to function and apply those same criteria to what a single group needs to function.
- This video points out that being a team manager is being a team member with a specific role. The speaker shares mistakes he made that led to team conflict and failure in team projects. As you watch, consider \whether you question your behavior when in a leadership position.
- All teams have to decide how to navigate through the decision-making process. Group decisions may suffer from groupthink, coordination problems, or process losses. This text explains the symptoms of groupthink and provides tools to avoid groupthink. The text will also offer tools and techniques for groups to make better decisions.
6.2: Group Dynamics
Group dynamics give rise to norms, behaviors, relationships, roles, and common goals. The dynamics include both the behaviors and psychological processes that occur within or between groups. Groups are always changing, and over time, the group's hierarchy can change, as can the member roles. This section will explore group dynamics and what makes a group successful in achieving its goals.
- This text reviews the group lifecycle or stages. It expands the discussion by looking at the life cycle of member roles as potential members, new members, full members, divergent members, marginal members, and ex-members. You will also learn about the positive and negative roles played by the members. As you read this section, consider the roles you have observed in groups.
- We have previously looked at group norms, but how much does our conformity matter? Read this text to examine group dynamics and how groups operate. The text recounts an experiment performed by psychologist Solomon Asch that studied how we can be influenced by our desire to conform with the group.
- There are various ways to analyze and study group development. This resource starts by reviewing the Tuckman linear model of group development, which is rarely used to form groups. It then discusses additional models by which groups are evaluated. For example, the DISC model considers the attributes of the team members using descriptors. The GRIP model states that highly effective teams require interpersonal relationships and the ability to be flexible and deal with conflicts. The Thomas-Kilman Conflict Mode model uses a scale of assertiveness versus cooperativeness. Lastly, the Lencioni model emphasizes the importance of trust, commitment, and accountability. Consider your behavior and attributes and how they affect the teams and groups you are a member of.
6.3: Group Cohesion
We have briefly considered group cohesion, but this section will explore the characteristics of a cohesive group and how the group leader affects the relationships within the group. We have not considered how to build a team or group in difficult circumstances. What happens when a team has to come together in times of an emergency?
- In this video, the speaker considers "teaming" when applied to daily work situations, including emergencies. She suggests humility, curiosity about what others bring to the team, willingness to take risks, accept failure, and persevere. She also explains that today's complex problems and the global work environment call for us to be able to work with others from a multitude of backgrounds. After watching the video, consider the following questions: What are the barriers to teaming? Consider the barrier of professional culture clash. What makes teaming work?
- Generally, team cohesion has positive consequences, but the social pressure to conform can hurt cohesion. Read this article for the definition of group cohesion and how it develops.
- This resource will briefly remind you of the five factors of team success: trust, effective communication, common goal, defined team roles and responsibilities, and group cohesion.
- Read this text to examine the effects of a team leader's authenticity on the perception of relational cohesion. Generally, when people have a higher sense of relational cohesion, they are more collaborative within teams. The text will refine your understanding of how authenticity affects how team members feel about themselves and their relationships within the group. You will find the survey about authentic leadership interesting.
- This resource describes the process of leader development and the interactions in teams.
- The article offers a framework that can be used by company strategists when setting up a team. While we do not all work in a setting that could result in a life-or-death decision, the ways that companies assemble their teams contribute to the overall effectiveness and success of the team. Think about the framework and how you can use it in your organization and practice.
6.4: Characteristics of Group Development
No matter the function or purpose of the team, you know that there are certain characteristics of effective teams. If you have ever had a group project at school (and dreaded it), you understand what happens when a team is ineffective. We have looked at the five stages of group formation using Tuckman's model (forming, storming, norming, performing, and adjourning). We have also considered punctuated equilibrium. However, other models analyze group development. This section will consider group development in more detail.
- This article looks at different leadership styles and how they affect team motivation. The setting is healthcare. The article considers the organization's cultural dynamics and examines its relationship to dynamic leadership and team motivation. Pay attention to the table showing leadership styles and managerial applicability. The researchers offer their conclusion but not the evidence from the study. After you complete the text, note why transactional leadership correlates negatively to team motivation.
- Over time, the people in a group assess the group's potential more realistically. This text demonstrates that the potency of the group changes over time. As you read, be attentive to the literature review and background of the study. Also, pay attention to the discussion of the findings, which surprisingly found that group potency decreases over time. You may want to take note of the limitations of the research.
- In this video, an engineering manager at Facebook explains the effective use of agile retrospectives in forming a productive and efficient team. The speaker recommends being open to information and ideas rather than finding solutions. This video includes a discussion on the group formation process and how to guide it toward the desired end. While this speaker applies the team process to software engineering, her perspective is helpful. The very end of the video has great practical tips on group and team management.
- This text reviews the functions of teams and the practices that make teams effective. The text also addresses collaboration. Interestingly, as the project becomes more complex, collaboration seems to break down. Consider factors that positively influenced collaboration in groups you have been involved in.
6.5: Diversity in Teams
We have considered what makes groups successful and effective and the importance of collaboration and cohesiveness. However, what happens when people are from different backgrounds and ethnicities? What if you are working with people from another country or for whom English is a second language? How does diversity affect the effectiveness of the team? What are the best practices when dealing with others in a diverse team? This section will address the factor of diversity in the workplace. We will consider the value of diversity, what constitutes discriminatory practices, and practices to manage diversity and foster a culture of inclusion.
- This article defines the difference between diversity and multiculturalism. In today's workplace, the terms are used interchangeably; thus, as we progress in this section, we will use the term diversity to include people from different cultures. We will use inclusiveness to mean including people and understanding and respecting them. Diversity is a concept that focuses on differences, and we can look at power and privilege as the base for those differences. Inclusiveness has become a heated topic in the United States; thus, we must be aware of workplace issues.
- Read this resource for a description of diversity in terms of identity groups. The text gives perspective on surface-level, deep-level, and hidden diversity. It briefly mentions conflict that can arise when there are inappropriate interactions between individuals from different groups. The use of immigrant workers and workers with disabilities is discussed. The concepts of acting ethically and blind recruiting are also introduced.
6.6: The Value of Diversity
Many studies have been done on the value of having a diverse workforce. Teams also benefit from the different viewpoints from the perspectives of a diverse team. When we are engaged in problem-solving, we need to consider many ideas before arriving at an optimal solution. Furthermore, in a global business environment, we need to be able to work with people from other countries and cultures because they comprise our suppliers and customers.
- It is the responsibility of managers and leaders to create conditions where people can excel. This means creating a culture of inclusion. Read this resource to explore the changes in diversity over time and the importance of finding the right mix of people to work on teams. It includes charts of the projected diversity in the workforce through 2050 and results of studies that show that diverse companies are financially successful. Thus, there is a positive correlation between performance and diversity. However, there are also challenges to changing organizational culture and people's mindsets regarding diversity. The text provides several cases demonstrating problems and successes in developing a culture of inclusion.
- This text provides excellent explanations of diverse populations by looking at the common dimensions of categorizing diversity. The authors also explain the concepts of cultural competence and cultural humility. While the chapter is presented in the context of community psychology, the concepts are applicable in the workplace. Despite the text focusing on community psychology, think about how you can apply the concepts you learned in the workplace.
- This resource presents three perspectives of culture in the workplace: integration and learning, access and legitimacy, and discrimination and fairness. If you reflect on your own experiences, you will probably be able to think of times you have been exposed to each of these perspectives. The text expresses the researcher's position that the integration-and-learning perspective will use collective differences to "think critically about work issues, strategies, products, and practices in a way that will allow the group to be successful in its business operations".
- Read this article to explore the various impacts of diversity in the workplace. Be attentive to the graph showing the relationship between diversity and competitive advantage. The text assesses the advantages that diversity creates, such as cost advantages, resource acquisition, marketing, system flexibility, creativity, and problem-solving. It also introduces aligning strategy and human resource management using the resource-based view.
6.7: Managing Diversity and Inclusion
Now that we know about the benefits and challenges of diversity and the legal consequences of discriminatory practices, how do we manage diversity and inclusion? The resources in this section will offer strategies you may practice to improve relationships and increase effectiveness. The information you will read will help reduce conflicts arising from prejudices and discrimination. There are also other reasons why conflict may arise in an organization; we will look at that next.
- This text reviews the steps organizations can take to fight harassment and discrimination and demonstrate their commitment to inclusion and equality. The first step is having a fair interview and selection process when hiring employees. Managers need to know how to manage a diverse workforce, and companies can use diversified mentoring relationships to improve management skills. Companies can also offer diversity training programs. In addition to looking at managerial and organizational actions, This text also points out that individual employees must control their own biases, beliefs about stereotypes, and behaviors in the workplace.
- Leaders should reflect the organization's commitment to inclusiveness and diversity in all functions. This resource specifically addresses women being excluded from top leadership positions in corporations. The text considers the characteristics of an inclusive leadership style and the barriers to exercising that style. The culture that keeps out women also keeps out other diverse members. The author states that women, immigrants, people of color, and refugees may struggle to fit in and feel excluded.
6.8: Conflict
We have considered how a diverse workplace can cause conflicts. However, there are also other ways groups and teams can experience conflict. This section will look at the causes of conflict. Not all conflict has negative consequences; however, when it does, managers need to be able to take it in hand so that the teamwork does not suffer.
- This resource looks at the causes and variants of conflict, the consequences of short and long-term conflicts in teams and groups, and conflict resolution tactics. You will learn about the stages of negotiation, bargaining strategies, and the negotiation process. The text also considers international negotiations and how cultural differences impact those. As you reach the end of the text, ensure that you understand what a BATNA is and why it matters in negotiation.
- Read this text for a somewhat different perspective on managing conflict in the workplace. The text refines the definition of conflict as something that occurs between interdependent people and must be expressed. While we have looked at the causes of conflict, This text examines the dangers of conflict in four ways. As you read through the text, you will learn about the roles leaders can take, such as motivator, delegator, structuralist, and promoter of constructive deviation.
- The authors of this article provide a concise overview of their research on workplace conflict. For instance, they found some gender differences in conflict resolution.
6.9: Teamwork
Leadership in the organization requires being able to increase team performance. Teams also need to be able to work with other teams. This section culminates with an exploration of teamwork itself. How do teams function? What can we do to help teams function better? What are the characteristics of a high-performing team? The materials in this unit will provide answers to these questions and help you improve your skill sets.
- Watch this video for tips on the secrets of creating a successful team.
- This text will clarify the definition of teamwork and common processes of teamwork. It will explain the characteristics of effective teamwork, how teams work within a modern organizational structure, and the purposes and different types of teams.
This resource takes a slightly different approach to the definition of a team, but you will see similarities with prior resources. You will recognize the term emotional intelligence and consider the ground rules of a team. The text makes a good suggestion to set some immediate goals that will result in quick wins. We will also introduce the practices that occur in successful teams.
- Read this resource to see how cultural differences can lead to destructive conflicts, including cultural communication differences, difficulties with fluency and accents, differences in attitudes about hierarchy, and conflicting decision-making norms. The text includes a great questionnaire to help you assess your cultural intelligence.
6.10: Team Challenges
In this unit, we have primarily considered the internal factors that affect teams, although we have looked at working with other teams. However, other factors affect teams, including stakeholder or customer expectations, time, and organizational structure. In this section, you will explore additional elements that affect teams.
- This article examines the effect of different project structures on the project's performance. Recall that projects are one reason that teams are formed. As the authors discuss selecting a project management structure, they consider the twelve factors that you should consider. Those factors affect all teams.
- This article reviews organizational factors such as top management support, communication, change management, organizational culture, and training.
6.11: Team Effectiveness
Team effectiveness is not just about the internal effectiveness of the team but also the results they achieve for the organization. In this section, we will examine the characteristics of high-performing teams.
- Reading this text will help you understand the criteria that affect team effectiveness. Of particular note is the section on assessment. Teams formed to achieve specific tasks need to determine whether they succeed and meet performance benchmarks. The text provides information for you to think about your team's performance.
- This article considers how activities of team building contribute to team effectiveness.
- This text looks at the team interaction process using an overview of the process with the three stages of input, process, and output. The study reviews the three stages and the theory of the team interaction process. Each stage of the process has influencing factors and components that ultimately affect the team's performance. This text combines the factors you read about and looks at them as part of the process.
6.12: Collaboration
Throughout this unit, you have learned about team characteristics, performance, efficiency, and effectiveness. By this point, you know that team cohesion is important. So, how do leaders, managers, and team members foster that collaboration among members? We have learned about managing conflict. However, what happens when teams fizzle or they reach an impasse? Sometimes groups have to solve complex problems that may not have a readily identifiable solution. Other times, groups have to negotiate a solution to a problem. This section will look at collaboration from the perspective of leadership and behaviors.- What can we learn about collaboration from chickens? In this video, the speaker looks at the behavior of star performers using research done on chickens at Purdue University. Take notes on the topics of red zone environments and red zone behavior.
- This resource uses the review of a team project to highlight the activities undertaken by the team and the team manager that led the team to success. As you read, consider the teams you have been on and how many of these activities your team did. If your team was successful, think about why. If it was not successful, what steps did your team fail to take that could have improved the outcomes?
- Here, you will watch a video where the speaker describes her learning journey to leadership. She emphasizes that it may be time to change the idea that only a "hero" can lead. In a globally connected system, business, community, and people are interconnected, and she suggests that the new paradigm should be radical interdependence. She looks at the B Corp movement, which comprises companies committed to their business as a "force for good". In this context, the leaders of businesses set goals differently and work to solve shared problems, including environmental and social issues. Interestingly, she says that these collaborators are willing to commit to the goals before they have a plan.
- This video promotes a holistic approach to problem-solving known as interdisciplinarity. The speaker suggests that creative problem-solving is not linear and has four stages: research, concept, evaluation, and implementation. From a more traditional perspective, different disciplines would enter the evaluation stage. However, she suggests that the collaboration needs to start with the research and concept stage.
Study Guide: Unit 6
We recommend reviewing this Study Guide before taking the Unit 6 Assessment.
Unit 6 Assessment
- Receive a grade
Take this assessment to see how well you understood this unit.
- This assessment does not count towards your grade. It is just for practice!
- You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
- You can take this assessment as many times as you want, whenever you want.