Chapter 6 - Groups and Teams
Introduction
In today’s professional environment, teams and groups are everywhere. I do not know of an organization that does not have some sort of team or group structure within itself. That being said, for me to improve my management skills and be considered an exceptional manager of others within my company, I need to have a thorough understanding of how groups and teams work. Basic human interaction skills are necessary to function within a team. This includes basic ethical behavior, quality communication, and respect for others – to name a few.
Groups and teams, however, are not one in the same. On a team, everyone is working together to achieve one, common goal. A group does not necessarily have the characteristic of working toward one common goal. For example: If you have 11 men all facing one direction, with one ball, and a goal to have the ball carried to a designated space in order for everyone to receive reward (points) what do you have? You have a football team. Now, take the same 11 men in the previous scenario, and instead of there being one ball, and one goal line, say there are 11 balls and 11 targets each man is trying hit by throwing the ball. They receive individual points for each target they hit. Each man’s points are exclusive of the others. Do you still have a football team? No, you have a group of men performing a task. They are still performing for some type of reward, but the method of earning and receiving the reward has been changed.
The articles included in this chapter will help me further explain the differences between groups and teams, how to effectively identify those differences, and how to best manage each.
Introduction
In today’s professional environment, teams and groups are everywhere. I do not know of an organization that does not have some sort of team or group structure within itself. That being said, for me to improve my management skills and be considered an exceptional manager of others within my company, I need to have a thorough understanding of how groups and teams work. Basic human interaction skills are necessary to function within a team. This includes basic ethical behavior, quality communication, and respect for others – to name a few.
Groups and teams, however, are not one in the same. On a team, everyone is working together to achieve one, common goal. A group does not necessarily have the characteristic of working toward one common goal. For example: If you have 11 men all facing one direction, with one ball, and a goal to have the ball carried to a designated space in order for everyone to receive reward (points) what do you have? You have a football team. Now, take the same 11 men in the previous scenario, and instead of there being one ball, and one goal line, say there are 11 balls and 11 targets each man is trying hit by throwing the ball. They receive individual points for each target they hit. Each man’s points are exclusive of the others. Do you still have a football team? No, you have a group of men performing a task. They are still performing for some type of reward, but the method of earning and receiving the reward has been changed.
The articles included in this chapter will help me further explain the differences between groups and teams, how to effectively identify those differences, and how to best manage each.
Article 1 – The Discipline of Teams
This article illustrates some differences between groups and teams, including a nice diagram on page 113. The main purpose of the article is to identify the characteristics that must be mastered in order for a team to function effectively. Katzenbach and Smith list five of these characteristics: “A meaningful common purpose that the team has helped shape, specific performance goals that flow from the common purpose, a mix of complementary skills, a strong commitment to how the work gets done, and mutual accountability” (Katzenbach and Smith 1993). The article goes into deep detail on each of these explaining how management must allow for these types of characteristics to form for a team to be successful.
Article 2 – Managing Individual Performance in Work Groups
Research was performed and results presented showing the differences in how individual performance was monitored and enforced in different groups. The data presented suggests that selecting one individual to be responsible for collective individual performance within a group yields less stringent punishment on a poor performing group member than if all the group members were to be equally responsible for tracking individual performance. The article goes on to explain how organizational managers have, and rightfully so, steered away form direct management over one subordinate and moved more to providing oversight and support of the groups they manage.
These two articles show big differences in management techniques. Why? Because, managing groups is vastly different than managing teams. By using the characteristics of a team laid out by Katzenbach and Smith, I can more effectively identify whether teamwork, or group work is more effective in a situation.
This article illustrates some differences between groups and teams, including a nice diagram on page 113. The main purpose of the article is to identify the characteristics that must be mastered in order for a team to function effectively. Katzenbach and Smith list five of these characteristics: “A meaningful common purpose that the team has helped shape, specific performance goals that flow from the common purpose, a mix of complementary skills, a strong commitment to how the work gets done, and mutual accountability” (Katzenbach and Smith 1993). The article goes into deep detail on each of these explaining how management must allow for these types of characteristics to form for a team to be successful.
Article 2 – Managing Individual Performance in Work Groups
Research was performed and results presented showing the differences in how individual performance was monitored and enforced in different groups. The data presented suggests that selecting one individual to be responsible for collective individual performance within a group yields less stringent punishment on a poor performing group member than if all the group members were to be equally responsible for tracking individual performance. The article goes on to explain how organizational managers have, and rightfully so, steered away form direct management over one subordinate and moved more to providing oversight and support of the groups they manage.
These two articles show big differences in management techniques. Why? Because, managing groups is vastly different than managing teams. By using the characteristics of a team laid out by Katzenbach and Smith, I can more effectively identify whether teamwork, or group work is more effective in a situation.
Most often, groups are compiled of members and a leader. The leader’s function is to generate performance from each of the individual members to maximize group output. Now, there are often leaders, or coaches, on teams, but the coach’s job on the team is to encourage team cohesiveness, foster skill, and motivate to where the team has an optimum chance of reaching their goal.
Knowing when to motivate for individual output, versus when to motivate for one common goal is crucial. I do not have much experience in work projects at the present, but if I stay true to my aspirations, I certainly will have the opportunity in the future. By working directly with my staff, or with peers within my company, or peers within a social/civic group, I will need to understand the concepts of team management and group management. Also, as I move toward area level and executive level management, there will likely be increasing numbers of groups and teams under my charge. This will require the knowledge compartmentalization to manage one area of the organization differently than another.
Exercise
By doing this analysis of groups versus teams, I was able to go back and amend some action I took within an organization in which I volunteer. As treasurer of the Garner Police Athletic/Activities League (PAAL) I was also chairman of the Fundraising and Finance Committee. It should also be noted that I was a founding board member of this organization, so our efforts were all brand new at the time of this occurrence.
Some time after PAAL was formed, we decided to form the Fundraising and Finance committee and name the treasurer as the chairman. As the acting treasurer, it was my duty to assemble the “group” and come up with a group purpose and action plan. In the beginning, while trying to assemble the group, it was necessary to function as the leader – recruiting new committee members, scheduling meetings, establishing rapport, etc. However, as time went on, and the group became more self-reliant, I see a mistake I made in management. I should have transferred my leadership style to team management instead of group leadership. We were now functioning together to generate reports and recommendations to the Board of Directors, and individuals no longer needed individual coaching.
I have since stepped aside from my volunteer duties with Garner PAAL, to focus on my MBA degree. However, with this study of group and team management, I made a point to have a conversation with the new treasurer and chairman of the committee to discuss efficient ways for the group (or team?) to function. The purpose of the conversation was to express my thoughts toward a more “team like” approach instead of having a group leader/chairman and followers. The result was fascinating. Fewer meetings took place (quarterly meetings were canceled), but better results were generated (more clear and concise recommendations to he board were made, and reports were generated much quicker). I cannot really explain the results of this, other than maybe the committee members felt more empowered by the more hands off approach, and that they were entrusted to perform at levels expected of the team. There was probably also an element of self-motivation; the committee members no longer had the assurance that someone else would take care of a task, which often results after a meeting. However, the members now felt as if they were each responsible for input to the goal, and greater input was achieved.
References
Liden Robert C., Wayne Sandy J., Kraimer Maria L. "Managing Individual Performance in Work Groups." Human Resource Management, Vol. 40 Iss: 1, pg. 63-72. John Wiley and Sons, Inc. p. 4 April 2001. Internet. Accessed 19 November 2013.
Katzenbach Jon R., Smith Douglas K. "The Discipline of Teams." Harvard Business Review. p. March - April 1993. Internet. Accessed 14 October 2013.
Knowing when to motivate for individual output, versus when to motivate for one common goal is crucial. I do not have much experience in work projects at the present, but if I stay true to my aspirations, I certainly will have the opportunity in the future. By working directly with my staff, or with peers within my company, or peers within a social/civic group, I will need to understand the concepts of team management and group management. Also, as I move toward area level and executive level management, there will likely be increasing numbers of groups and teams under my charge. This will require the knowledge compartmentalization to manage one area of the organization differently than another.
Exercise
By doing this analysis of groups versus teams, I was able to go back and amend some action I took within an organization in which I volunteer. As treasurer of the Garner Police Athletic/Activities League (PAAL) I was also chairman of the Fundraising and Finance Committee. It should also be noted that I was a founding board member of this organization, so our efforts were all brand new at the time of this occurrence.
Some time after PAAL was formed, we decided to form the Fundraising and Finance committee and name the treasurer as the chairman. As the acting treasurer, it was my duty to assemble the “group” and come up with a group purpose and action plan. In the beginning, while trying to assemble the group, it was necessary to function as the leader – recruiting new committee members, scheduling meetings, establishing rapport, etc. However, as time went on, and the group became more self-reliant, I see a mistake I made in management. I should have transferred my leadership style to team management instead of group leadership. We were now functioning together to generate reports and recommendations to the Board of Directors, and individuals no longer needed individual coaching.
I have since stepped aside from my volunteer duties with Garner PAAL, to focus on my MBA degree. However, with this study of group and team management, I made a point to have a conversation with the new treasurer and chairman of the committee to discuss efficient ways for the group (or team?) to function. The purpose of the conversation was to express my thoughts toward a more “team like” approach instead of having a group leader/chairman and followers. The result was fascinating. Fewer meetings took place (quarterly meetings were canceled), but better results were generated (more clear and concise recommendations to he board were made, and reports were generated much quicker). I cannot really explain the results of this, other than maybe the committee members felt more empowered by the more hands off approach, and that they were entrusted to perform at levels expected of the team. There was probably also an element of self-motivation; the committee members no longer had the assurance that someone else would take care of a task, which often results after a meeting. However, the members now felt as if they were each responsible for input to the goal, and greater input was achieved.
References
Liden Robert C., Wayne Sandy J., Kraimer Maria L. "Managing Individual Performance in Work Groups." Human Resource Management, Vol. 40 Iss: 1, pg. 63-72. John Wiley and Sons, Inc. p. 4 April 2001. Internet. Accessed 19 November 2013.
Katzenbach Jon R., Smith Douglas K. "The Discipline of Teams." Harvard Business Review. p. March - April 1993. Internet. Accessed 14 October 2013.
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