People Management – Review and Discussion questions
Chapter 13
13-1: Describe the different types of groups and the five stages of group development
There are formal groups and informal groups. Formal groups are work groups defined by the
organization’s structure and have designated work assignments and specific tasks directed at
accomplishing organizational goals. Informal groups are social groups. The forming stage
consists of two phases: joining the group and defining the group’s purpose, structure and
leadership. The Storming stage is one of the intragroup conflict over who will control the
group and what the group will be doing. The Norming stage is when close relationships and
cohesiveness develop as norms are determined. The Performing stage is when group
members begin to work on the group’s task. The Adjourning stage is when the group
prepares to disband.
13-2: Explain how external conditions and group member resources affect group
performance and satisfaction
External conditions, such as availability of resources, organizational goals, and other factors,
affect work groups. Group member resources (knowledge, skills, abilities, personality traits)
can influence what members can do and how effectively they will perform in a group.
13-3: Discuss how group structure, group processes, and group tasks influence group
performance and satisfaction
Group roles generally involve getting the work done or keeping group members happy.
Group norms are powerful influences on a person’s performance and dictate things such as
work output levels, absenteeism, and promptness. Pressures to conform can heavily
influence a person’s judgement and attitudes. If carried to extremes, groupthink can be a
problem. Status systems can be a significant motivator with individual behavioural
consequences, especially if incongruence is a factor. What size group is most effective and
efficient depends on the task the group is supposed to accomplish. Cohesiveness is relation
to a group’s productivity. Group decision making and conflict management are important
group processes that play a role in performance and satisfaction. If accuracy, creativity, and
degree of acceptance are important, a group decision may work best. Relationship conflicts
are almost always dysfunctional. Low levels of process conflicts and low-to-moderate levels
of task conflicts are functional. Effective communication and controlled conflict are most
relevant to group performance when tasks are complex and independent.
13-4: Compare groups and teams
Characteristics of work groups include a strong, clearly focused leader; individual
accountability; purpose that’s the same as the broader organizational mission; individual
work product; efficient meetings; effectiveness measured by influence on the others; and the
ability to discuss, decide, and delegate together. Characteristics of teams include shared
leadership roles; individual and mutual accountability; specific teams purpose; collective
Chapter 13
13-1: Describe the different types of groups and the five stages of group development
There are formal groups and informal groups. Formal groups are work groups defined by the
organization’s structure and have designated work assignments and specific tasks directed at
accomplishing organizational goals. Informal groups are social groups. The forming stage
consists of two phases: joining the group and defining the group’s purpose, structure and
leadership. The Storming stage is one of the intragroup conflict over who will control the
group and what the group will be doing. The Norming stage is when close relationships and
cohesiveness develop as norms are determined. The Performing stage is when group
members begin to work on the group’s task. The Adjourning stage is when the group
prepares to disband.
13-2: Explain how external conditions and group member resources affect group
performance and satisfaction
External conditions, such as availability of resources, organizational goals, and other factors,
affect work groups. Group member resources (knowledge, skills, abilities, personality traits)
can influence what members can do and how effectively they will perform in a group.
13-3: Discuss how group structure, group processes, and group tasks influence group
performance and satisfaction
Group roles generally involve getting the work done or keeping group members happy.
Group norms are powerful influences on a person’s performance and dictate things such as
work output levels, absenteeism, and promptness. Pressures to conform can heavily
influence a person’s judgement and attitudes. If carried to extremes, groupthink can be a
problem. Status systems can be a significant motivator with individual behavioural
consequences, especially if incongruence is a factor. What size group is most effective and
efficient depends on the task the group is supposed to accomplish. Cohesiveness is relation
to a group’s productivity. Group decision making and conflict management are important
group processes that play a role in performance and satisfaction. If accuracy, creativity, and
degree of acceptance are important, a group decision may work best. Relationship conflicts
are almost always dysfunctional. Low levels of process conflicts and low-to-moderate levels
of task conflicts are functional. Effective communication and controlled conflict are most
relevant to group performance when tasks are complex and independent.
13-4: Compare groups and teams
Characteristics of work groups include a strong, clearly focused leader; individual
accountability; purpose that’s the same as the broader organizational mission; individual
work product; efficient meetings; effectiveness measured by influence on the others; and the
ability to discuss, decide, and delegate together. Characteristics of teams include shared
leadership roles; individual and mutual accountability; specific teams purpose; collective
