1 Explain why groups and teams are key contributors to organizational effectiveness

1. Groups, Teams and Organizational Effectiveness
   A group consists of two or more people who interact to accomplish goals. A team is a group whose members work intensely with one another to achieve a common goal.
   1. Groups and teams as performance enhancers – when a group is more productive than it would have been if its members had worked alone, we say that synergy has occurred.
   2. Groups, teams, and responsiveness to customers – the diversity of knowledge and expertise needed should exist within the team.
   3. Teams and innovation – the creative development of new products, technologies, services, or organizational structure.
   4. Groups and teams as motivators – members of teams are more likely to be satisfied with their work than they would be if they worked alone. Also, teams can help to motivate members to produce output and can lower worker turnover.

2 Identify the different types of groups and teams that help managers and organizations achieve their goals

2. Types of Groups and Teams
   A formal group is established by a manager to achieve organizational goals. Informal groups meet to achieve their own goals, not the organization's goals.
   1. The top-management team – top managers are responsible for developing strategies that create a competitive advantage for the organization.
   2. Research and development (R&D) teams – develop new products.
   3. Command groups – are composed of subordinates who report to the same supervisor.
   4. Task forces – are established to accomplish specific goals and then are normally disbanded.
   5. Self-managed work teams – have the autonomy to complete specific work tasks.
      1. They should be given enough autonomy to be self-managing.
      2. The work should be complex.
      3. Members should be selected very carefully.
      4. The manager of these teams should give coaching and supportive behavior, and should not give supervision.
      5. Provide training needed by members.
   6. Virtual teams – rarely meet face-to-face but interact using information technology.
      1. Synchronous technologies – allow team members to communicate in real time.
      2. Asynchronous technologies – delayed communications by email and the Internet.
   7. Friendshipgroups – informal groups who socialize with one another.
   8. Interest groups – informal groups who meet to achieve a common goal related to their organization.

3 Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams

3. Group Dynamics
   Group dynamics refers to the ways in which the groups functions.
   1. Group size, tasks, and roles
      1. Group size – the number of members of a group can determine motivation and commitment of the members to group performance.
      2. Group tasks – task interdependence refers to the degree to which the work of one member influences the work of other members.
      3. Pooled task interdependence – group members make separate and independent contributions to group performance.
      4. Sequential task interdependence – group members must perform tasks in a specific sequence.
      5. Reciprocal task interdependence – the work of each group member is dependent on the work of other group members.
      6. Group role – tasks a member of the group is expected to perform because of his or her position in the group.
   2. Group leadership – all groups need leadership.
   3. Group development over time – groups have stages of development.
      1. Forming – members try to reach a common understanding of what the group is supposed to accomplish.
      2. Storming – group members disagree about how they are supposed to act.
      3. Norming – group members develop close ties with one another.
      4. Performing – the group accomplishes what it is supposed to accomplish.
      5. Adjourning – happens when and if the group disbands.

4 Explain why it is important for groups and teams to have a balance of conformity and deviance and a moderate level of cohesiveness

4. Group norms – rules of behavior which group members follow.
   1. Conformity– group members conform to obtain rewards or to avoid punishments, to imitate members they like, and because they feel it is the right thing to do
   2. Deviance is a failure to conform to the group norms that can result in:
      1. The group tries to get the member to conform.
      2. The group expels the deviant member.
      3. The group changes its norms to be consistent with the deviant's behavior.
   3. Encouraging a balance of conformity and deviance – a group needs both conformity to its norms and some deviance from its norms.
5. Group cohesiveness – the degree to which members are loyal to their group.
   1. Level of participation – as group cohesiveness increases, participation increases.
   2. Conformity to group norms – as group cohesiveness increases, conformity to group norms increases.
   3. Emphasis on group goal accomplishment – as cohesiveness increases, emphasis on group accomplishment of its goals increases.
   4. Factors leading to group cohesiveness
      1. Group size – members of small groups tend to be more motivated and more committed to the group's goals.
      2. Effectively managed diversity – people tend to like and get along with people similar to themselves.
      3. Group identify – promotes healthy competition between groups.
      4. Success – successful groups are attractive to their members and become more cohesive.

5 Describe how managers can motivate group members to achieve organizational goals and reduce social loafing in groups and teams

4. Managing Groups and Teams for High Performance
   1. Motivating group members to achieve organizational goals – members need to benefit when the groups performs successfully.
   2. Reducing social loafing in groups – individuals put forth less effort when they work in groups than when they work alone.
      1. Make sure that individual contributions can be attributed to specific members.
      2. Emphasize the valuable contributions of every member.
      3. Keep group size at a level where individual contributions can be identified.
   3. Helping groups to manage conflict effectively – all groups have conflict within the group (intragroup conflict) or with other groups (intergroup conflict).