um effectiveness, then recombined into another work group where needed (Barrett, 1987, p. 25).
Regardless of whether a work group is formal or informal, its success depends on three key characteristics: the ability of members to work together; the method in which the group is evaluated or rewarded; and the level of confidence among members that the group can be effective (Shea & Guzzo, 1987, p. 26).
Management Characteristics in Successful Work Group Environments
While there are certain characteristics associated with successful work groups, management must also exhibit certain key characteristics in order to foster successful groups. Management must take a humanistic approach, meaning that individual talents are recognized and encouraged. The organization as a whole, and management in particular, must be future-oriented. Such an orientation ensures that the organization is willing to invest in the work groups. Management should be proactive, not reactive. This approach helps the organization anticipate changes in the marketplace and the industry, and keeps the organization from having to constantly scramble to keep pace. Management should be goal-oriented. If management is able to set goals for the organization as a whole and for divisions, then it is much easier for individual work groups also to set realistic goals. In organizations where work groups are effective, management is often perceived as innovative. The establishment of formal or informal work groups is evidence that the organization is willing to experiment. Finally, management is often entrepreneurial in organizations where work groups flourish. Although this may seem contradictory to the work group concept, the individualistic emphasis of an entrepreneurial organization indicates that management is willing to take risks and is not weighted down by bureaucracy (Barrett, 1987, p. 30).
IMPORTANCE OF WORK GROUPS TO ORGANIZATIONS
Work groups can ...