Chapter 11 Study Guide
In-Depth Outline of Chapter 11: Groups and Teams
I. Learning Objectives
Overview of group dynamics and their significance in organizational behavior.
Implications of group research for evidence-based management.
Examination of informal groups, groupthink, and the team concept.
II. The Nature of Groups
Definition and Importance:
o Groups as fundamental sociological units; focus on dynamics among
formal and informal groups.
o Increasing reliance on groups/teams in modern organizations for
enhanced productivity and innovation.
Key Concepts:
o Group dynamics include interaction and forces among group members.
o Generational and technological influences shaping team structures
(e.g., Millennials, remote teams).
III. Group Formation and Dynamics
Theories Explaining Group Formation:
o Propinquity theory (spatial proximity leads to group formation).
o Homans’ theory (activities, interactions, and sentiments fostering
group cohesion).
o Balance theory (attraction based on shared attitudes and goals).
o Exchange theory (rewards outweigh costs for group affiliation).
Stages of Development:
o Forming, Storming, Norming, Performing, and Adjourning stages.
Practicalities of Group Formation:
o Reasons for group formation: economic, security, and social needs.
o Influence of modern models like the punctuated equilibrium model on
understanding group evolution.
IV. Types of Groups
Categories:
o Primary groups (e.g., family and work teams) versus secondary groups.
o Formal (committees, task forces) and informal groups (friendships,
coalitions).
Coalitions:
o Characteristics: shared goals, informal structures, mutual perception of
membership.
V. Implications from Research
Benefits of Groups:
o Improved individual and organizational effectiveness.
o Enhanced learning, cohesion, and decision-making.
Leadership's Role:
o Impact of leadership on cohesive group productivity and group
potency.
o Insights from Richard Hackman on conditions for group effectiveness.
VI. Group and Team Effectiveness
Factors Influencing Effectiveness:
o Task interdependence, outcome interdependence, and group potency.
o Importance of diverse composition and shared goals.
Examples of Effective Teams:
o Case studies (e.g., Hewlett-Packard, U.S. Navy SEALs).
VII. Dynamics of Informal Groups
Norms and Roles:
o Norms guide acceptable behavior; roles involve patterns of
expectations (e.g., boundary spanner, negotiator).
Informal Organization:
o Functions: bridging communication gaps, reducing managerial
workload.
o Dysfunctions: inertia, resistance to change, and conflicting objectives.
VIII. Dysfunctions in Groups and Teams
Issues in Group Dynamics:
o Norm violations, role ambiguity/conflict.
o Groupthink: consequences of excessive cohesion (e.g., historical policy
failures).
o Risky shift and social loafing phenomena.
Management Strategies:
o Encouraging dissent and diversity to reduce groupthink.
o Addressing social loafing by providing performance feedback and
assigning individual responsibilities.
IX. Work Teams
Definition and Differentiation:
o Teams distinguished by mutual accountability and collective work-
products.
o Characteristics: shared leadership, specific goals, and open-ended
problem-solving.
Types of Teams:
o Project, parallel, and permanent work teams.
o Self-managed and cross-functional teams.
Examples:
o Massachusetts General Hospital trauma teams, cross-functional Navy
units.
