Consider that the degree of congruence between the

Consider that the degree of congruence between the employee’s and the manager’s
perception of the employee’s job influences the degree to which the manager will
judge that employee effective. Therefore, be certain your employees fully understand
their roles so you can accurately assess their performance.
2. In group situations where the norms support high output, you can expect markedly
higher individual performance than when the norms restrict output. Group norms that
support antisocial behavior increase the likelihood that individuals will engage in
deviant workplace activities.
3. Pay attention to the organizational status levels of the employee groups you create.
Because lower-status people tend to participate less in group discussions, groups with
high status differences are likely to inhibit input from lower-status members and
reduce their potential.
4. When forming employee groups, use larger groups for fact-finding activities and
smaller groups for action-taking tasks. When creating larger groups, you should also
provide measures of individual performance.
To increase employee satisfaction, work on making certain your employees perceive their job
roles the same way you perceive their roles.
Section 3: Chapter Outline (linked with PowerPoint Presentation) Chapter 10
I. Why Have Teams Become So Popular?
A. Decades ago, it made news because no one else was doing it. Today, it is the organization
that does not use teams that has become newsworthy.
B. The current popularity of teams seems based on the evidence that teams typically
outperform individuals when the tasks being done require multiple skills, judgment, and
experience.
C. As organizations have restructured, they have turned to teams to better utilize employee
talents.

II. Differences Between Groups and Teams
A. Groups and teams are not the same thing. (Exhibit 10-1, slide 10-5)
B. In the last chapter, we defined a group as two or more individuals, interacting and
interdependent, who have come together to achieve particular objectives.
1. A work group is a group that interacts primarily to share information and to make
decisions to help each member perform within his or her area of responsibility.
a. Work groups have no need or opportunity to engage in collective work that
requires joint effort. Their performance is the summation of each group member’s
individual contribution.
b. There is no positive synergy that would create an overall level of performance
greater than the sum of the inputs.
C. A work team generates positive synergy through coordinated effort.
1. Individual efforts result in a level of performance that is greater than the sum of those
individual inputs.
a. Management is looking for that positive synergy that will allow their
organizations to increase performance.
b. The extensive use of teams creates the potential for an organization to generate
greater outputs with no increase in inputs.
c. Merely calling a group a team doesn’t automatically increase its performance.
III. Types of Teams (Exhibit 10-2, slide 10-6)
A.