Contribution

Overview of the Chapter

This chapter examines in detail groups and teams, how they can contribute to increased organizational effectiveness, and the various factors that influence the level of group and team productivity. Different kinds of groups and teams are described, and the group dynamics that influence the functioning and effectiveness of groups are outlined. The chapter also discusses how managers can motivate group members to achieve organizational goals and how social loafing in groups and teams can be reduced.

Learning Objectives

1. Explain why groups and teams are key contributors to organizational effectiveness. (LO1)

1. Identify the different types of groups and teams that help managers and organizations achieve their goals. (LO2)

2. Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams. (LO3)

3. Explain why it is important for groups and teams to have a balance of conformity and deviance and a moderate level of cohesiveness. (LO4)

4. Describe how managers can motivate group members to achieve organizational goals and reduce social loafing in groups and teams. (LO5)

MANAGEMENT SNAPSHOT: TEAMS EXCEL IN DIVERSE INDUSTRIES

Managers at Louis Vuitton, the most profitable luxury brand in the world, and managers at Nucor Corporation, the largest producer of steel and biggest recycler in the U.S., have both succeeded in using teams to help their organizations become leaders in their respective industries. At Vuitton, teams have between 20 to 30 members that work with one product at a time. Hence, a team with 24 members might produce 120 handbags per day. Team members are empowered to take ownership for the goods they produce, encouraged to suggest improvements, and are kept up-to-date on key management facts such as popularity and selling price of products.

Production workers at Nucor are organized into teams ranging from eight to forty members, based upon the kind of work...