BUS603: Managing People

A fifth characteristic of work groups is group cohesiveness. We have all come in contact with groups whose members feel a high degree of camaraderie, group spirit, and unity. In these groups, individuals seem to be concerned about the welfare of other group members as well as that of the group as a whole. There is a feeling of "us against them" that creates a closeness among them. This phenomenon is called group cohesiveness. More specifically, group cohesiveness may be defined as the extent to which individual members of a group are motivated to remain in the group. According to Shaw, "Members of highly cohesive groups are more energetic in group activities, they are less likely to be absent from group meetings, they are happy when the group succeeds and sad when it fails, etc., whereas members of less cohesive groups are less concerned about the group's activities".

We shall consider two primary aspects of work group cohesiveness. First, we look at major causes of cohesiveness. Following this, we examine its consequences.

Determinants of Group Cohesiveness. Why do some work groups develop a high degree of group cohesiveness while others do not? To answer this question, we have to examine both the composition of the group and several situational variables that play a role in determining the extent of cohesiveness. The major factors that influence group cohesiveness are shown in Exhibit 9.7. These include the following:

Exhibit 9.7 Determinants and Consequences of Group Cohesiveness

• Group homogeneity. The more homogeneous the group - that is, the more members share similar characteristics and backgrounds - the greater the cohesiveness.
  

• Group maturity. Groups tend to become more cohesive simply as a result of the passage of time. Continued interaction over long periods of time helps members develop a closeness born of shared experiences.
• Group size. Smaller groups have an easier time developing cohesiveness, possibly because of the less complex interpersonal interaction patterns.
• Frequency of interaction. Groups that have greater opportunities to interact on a regular or frequent basis tend to become more cohesive than groups that meet less frequently or whose members are more isolated.
• Clear group goals. Groups that know exactly what they are trying to accomplish develop greater cohesiveness, in part because of a shared sense of mission and the absence of conflict over mission.
• Competition or external threat. When groups sense external threat or hostility, they tend to band together more closely. There is, indeed, "safety in numbers".
• Success. Group success on a previous task often facilitates increased cohesiveness and a sense of "we did it together".
  

In other words, a wide variety of factors can influence work group cohesiveness. The precise manner in which these processes occur is not known. Even so, managers must recognize the existence of certain forces of group cohesiveness if they are to understand the nature of group dynamics in organizations. The second aspect of group cohesiveness that must be understood by managers relates to their consequences.

Consequences of Group Cohesiveness. As shown in Exhibit 9.7, several consequences of group cohesiveness can also be identified. The first and most obvious consequence is maintenance of membership. If the attractiveness of the group is sufficiently stronger than the attractiveness of alternative groups, then we would expect the individual to remain in the group. Hence, turnover rates should be low.

In addition, high group cohesiveness typically provides the group with considerable power over group members. The power of a group over members depends upon the level of outcomes members expect to receive from the group compared to what they could receive through alternate means. When the group is seen as being highly instrumental to achieving personal goals, individuals will typically submit to the will of the group.

Third, members of highly cohesive groups tend to exhibit greater participation and loyalty. Several studies have shown that as cohesiveness increases, there is more frequent communication among members, a greater degree of participation in group activities, and less absenteeism. Moreover, members of highly cohesive groups tend to be more cooperative and friendly and generally behave in ways designed to promote integration among members.

Fourth, members of highly cohesive groups generally report high levels of satisfaction. In fact, the concept of group cohesiveness almost demands all this be the case, because it is unlikely that members will feel like remaining with a group with which they are dissatisfied.

Finally, what is the effect of group cohesiveness on productivity? No clear relationship exists here. Instead, research shows that the extent to which cohesiveness and productivity are related is moderated by the extent to which group members accept organizational goals. This is shown in Exhibit 9.8. Specifically, when cohesiveness and acceptance of organizational goals are high, performance will probably be high. When acceptance is high but cohesiveness is low, group performance will typically be moderate. Finally, performance will generally be low when goal acceptance is low regardless of the extent of group cohesiveness. In other words, high performance is most likely to result when highly cohesive teams accept the goals of the organization. At this time, both forces for performance are congruent.

Exhibit 9.8 Group Cohesiveness, Goal Agreement, and Performance

Managing Change

Group Cohesiveness

In the fast-moving innovative car industry, it is always important to be thinking about improving and staying ahead of the competition. For Ford and Chevrolet however, they have such popular vehicles - the F-150 and the hybrid Volt, respectively - that finding ways to improve them without taking away the qualities that make them popular is key.

With the F-150, Ford had one of the best-selling vehicles for more than 30 years, but improving upon their most popular vehicle came with its challenges. In 2015, the team wanted to introduce an economically six-cylinder EcoBoost engine, and an all-aluminum body. The team was worried about the marketplace and hoped that the customers would accept the change to their beloved truck.

The planning started 18 months before, working in parallel work teams on various parts of the project. Each team was responsible for a piece of the overall project, and they frequently came together to make sure that they were working cohesively to create a viable vehicle. The most successful piece of the dynamic for Ford was teams' ability to share feedback. Pete Reyes expresses the teamwork mentality: "Everybody crosses boundaries, and they came back with all of the feedback that shaped what we are going to do".

Having team cohesiveness was ultimately what brought Ford to the finish line. With over 1,000 members of the overall team, employees were able to accomplish a truly viable vehicle that weighed 700 pounds less, as well as countless other innovations that gave the truck 29 percent more fuel economy.

"We stuck to common goals . . . I don't think I'll ever work on a team that tight again," stated Reyes about his team of developmental managers. As a result of their close teamwork, Ford announced third-quarter earnings of 1.9 billion, an increase of 1.1 billion from 2014.

Questions:

1. What challenges does a large project like Ford's F-150 project have to take into account for success?
2. What kind of work teams did Ford employ throughout its project to get the best results?
3. Can Ford's successes be translated into other smaller teams? How would you apply its best practices to a work environment of your own?

1. Explain what work roles are.
2. What role does group size play in the interactions of group members?
3. What are group norms and what role do they play toward group cohesiveness?