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1、Chapter 9 Work Team&Groups,Groups&Teams,Group-two or more people with common interests or objectivesTeam-a small number of people with complementary skills who are committed to a common mission,performance goals,and approach for which they hold themselves mutually accountable,Characteristics of a We
2、ll-Functioning,Effective Group,Relaxed,comfortable,informal atmosphere,Task well understood&accepted,Consensus decision making,People express feelings&ideas,Conflict&disagreement center around ideas or methods,Clear assignments made&accepted,Members listen well&participate,Group aware of its operati
3、on&function,Group Behavior,Norms of behavior-the standards that a work group uses to evaluate the behavior of its membersGroup cohesion-the“interpersonal glue”that makes members of a group stick togetherSocial loafing-the failure of a group member to contribute personal time,effort,thoughts,or other
4、 resources to the groupLoss of individuality-a social process in which individual group members lose self-awareness&its accompanying sense of accountability,inhibition,and responsibility for individual behavior,Group Formation,Formal groups-official or assigned groups gathered to perform various tas
5、ksneed ethnic,gender,cultural,and interpersonal diversityneed professional and geographical diversity,Informal groups-unofficial or emergent groups that evolve in the work setting to gratify a variety of member needs not met by formal groups,Stages of Group Formation,Mutual acceptanceFocus is on the
6、 interpersonal relations among the membersDecision makingFocus is on decision making activities related to tasksMotivation&commitmentFocus on self-and group-motivation,execution,achievementControl&sanctionsFocus on effective,efficient unit,Joining Groups,SecurityStatusSelf-EsteemAffiliationPowerGoal
7、 Achievement,Prestage 1,Stage IForming,Stage IIStorming,Stage IIINorming,Stage IVPerforming,Stage VAdjourning,Stages of Group Development,Group Behavior Model,External Conditions Imposed on the GroupGroup Member ResourcesGroup StructureGroup ProcessGroup TaskPerformance and Satisfaction,External Con
8、ditions Imposed on the Group,Organizational StrategyAuthority StructuresFormal RegulationsOrganizational ResourcesPersonnel Selections ProcessOrganizational CulturePhysical Work Setting,Group Leaders,Department ManagerSupervisorsForemanProject LeadersTask Force HeadChairpersonChief Executive Officer
9、(CEO),Group Roles,Definition:Set of expected behavior pattern,attributed to someone occupying a given position in a social unitRole IdentityRole PerceptionRole ExpectationsRole Conflict,Types of Teams,Problem solving-quality circleSelf-managed work teams-may result in reduction of managerial positio
10、nsCross-functional-same level but different work areas,Cross-functional,Problem-Solving,Self-managed,Types of Teams,Comparing Work Groups and Work Teams,Groups Pass Through Task-Oriented and Relationship-Oriented Stages.Some Groups Get Stuck at Certain Stages and Become Dysfunctional,Orientationto T
11、ask,Testing andDependence,IntragroupConflict,Emotional Responseto the Demandsof the Task,Open Exchangeof RelevantInformation,Emergence of a Solution,Development ofGroup Cohesion,Functional RolesEmerge,Dissolutionof Group,STAGE 1Orientation(Forming),STAGE 5Termination(Adjourning),STAGE 2Redefinition(
12、Storming),STAGE 3Coordination(Norming),STAGE 4Formalization(Performing),Groups Change Their Ways of Working at Midstream,Focusing More Clearly on Their Goal and Becoming More Effective,PROJECTSTARTS,TRANSITION,PROJECTDEADLINE,PerformOriginalBehaviors,DropOldBehaviors,PerformNew,More Effective Behavi
13、ors,0%,50%,100%,TIME EXPENDED,Managers Should Consider Six Factors in Choosing Group or Individual Decision Making,Factor,Group,Individual,Type of problem or taskAcceptance of decisionQuality of the solutionCharacteristics of individuals,When diverse knowledgeand skills are requiredWhen acceptance b
14、y groupmembers is valuedWhen the input of severalgroup members can im-prove the solutionWhen group membershave experienced workingtogether,When efficiency is desiredWhen acceptance is notimportantWhen a“best member”can be identifiedWhen individuals cannotcollaborate,Managers Should Consider Six Fact
15、ors in Choosing Group or Individual Decision Making(Cont.),Factor,Group,Individual,Organizational cultureAmount of time available,When the culture supportsgroup problem solvingWhen relatively more time is available,When culture is competitiveWhen relatively little timeis available,Table 6-1b,Cohesiv
16、eness&Productivity,Highly cohesive groups are generally more productiveCohesiveness reduces tension and provides a supportive environmentGroup norms play an important role in cohesiveness,Setting Standards,MissionValuesLogistical ArrangementsDecision MakingConflict,Group members help to develop,foll
17、ow,and enforce the rules,policies,and procedures of the group.Such rules may range from simple ones,like beginning on time,to more complex policies,such as procedures to arrive at consensus.,Group Cohesiveness,Time Spent TogetherSeverity of InitiationGroup SizeExternal ThreatsPrevious Successes,Grou
18、pthink,Irving Janis Model,Antecedent Conditions+Cohesiveness Groupthink SymptomsGroupthink Symptoms Low Probability of Success,Groupthink Characteristics,Powerful Social PressuresConcurrence SeekingDehumanizing SolutionsSuppression of Deviant ThoughtsStress,Managers Should Avoid Groupthink in Making
19、 Decisions With Groups,Symptom,Description,InvulnerabilityRationalizationMoralityStereotypingPressure,Members feel they are safe and protected from dangers,ostracism,or ineffective action.Members ignore warnings by rationalizing their own orothers behavior.Members believe their actions are inherentl
20、y moral and ethical.Members view opponents as truly evil or stupid and thus unworthy of or incompetent at negotiations around differences in beliefs or positions.Members pressure all individuals in the group to conform to the groups decision;they allow no questioning or arguing of alternatives.,Mana
21、gers Should Avoid Groupthink in Making Decisions With Groups(Cont.),Symptom,Description,Self-censorshipUnanimity“Mindguarding”,Members do not question the groups decision.Members perceive that everyone in the group has the sameview.Members may keep adverse information from other members that might r
22、uin their perceptions of consensus and the effectivedecision.,Table 6-2b,Major Changes in Leadership Occur as Teams Become Self-Directed,STAGE 1,STAGE 2,STAGE 3,STAGE 4,STAGE 5,Start-Up,Sate of Confusion,Leader-Centered Teams,Tightly Formed Teams,Self-Directed Teams,Mangers Can Use Three Points of L
23、everage to Enhance Group Task Performance,Points of Leverage,Process Criteriaof Effectiveness,Group Structure,OrganizationalContext,Coaching andConsultation,Ample effortSufficient knowl-edge and skill,Motivational struc-ture of group taskGroup composition,Organizationalreward systemOrganizationaledu
24、cation system,Remedying coor-dination problemsand building groupcommitmentRemedying inap-propriate“weight-ing”of memberinputs and foster-ing cross-training,Mangers Can Use Three Points of Leverage to Enhance Group Task Performance(Cont.),Points of Leverage,Process Criteriaof Effectiveness,Group Stru
25、cture,OrganizationalContext,Coaching andConsultation,Task-appropriateperformancestrategies,Group norms thatregulate member behavior and fosterscanning and plan-ning,Organizationalinformation system,Remedying imple-mentation prob-lems and fosteringcreativity in strat-egy deployment,Table 6-3b,Diverse
26、 Teams Offer Both Advantages and Disadvantages in the Workplace,Advantages,Disadvantages,Increased number of perspectivesMultiple interpretations likelyGreater openness to new ideasIncreased flexibilityIncreased creativityImproved problem solvingImproved understanding of foreign employees or custome
27、rs,Increased ambiguityIncreased complexityIncreased confusionIncreased mistrustPotential miscommunicationDifficulty in reaching agreementsDifficulty in reconciling diverse perspectivesDifficulty in reaching consensusDecreased group cohesion,Table 6-4,Differences that Influence Perceptions,Which,in T
28、urn,Influence Intergoup Relations,ATTITUDINAL SETSCompetitiveCooperative,STATUSDIFFERENCES,PERCEPTIONS,INTERGROUPRELATIONS,ORIENTATIONGoalsTimeSocial,Relations of Tasks&Conflict,INDEPENDENCE,DEPENDENCE,INTERDEPENDENCE,TASKB,TASKB,TASKB,TASKA,TASKA,TASKA,Mangers Should Beware of These Types of Negoti
29、ators,Who Deliberately Choose a Style That Uses These Particular Tactics,Type,Method,The aggressive-openernegotiatorThe long-pausenegotiatorThe mocking negotiator,Discomfort the other side by making cutting remarks about their previous performance,their numbers,theirunreasonableness,or anything that
30、 can be used to insinuate that the opposition is hardly worthspeaking to.Listen to the other side but do not answer their prop-ositions immediately but rather appear to give them considerable thought with the result that long silences ensue for the purpose of getting the other to revealas much of th
31、eir case as possible without revealingyour own.Mock and sneer at your oppositions proposals to get the other side so“uptight”that they say something thatthey will regret later.,(Cont.),Type,Method,The interrogatorThe cloak-of-reason-ableness negotiatorThe divide-and-conquernegotiator,Meet all propos
32、als with searching,prodding questionsthat are couched in such a way that the oppositionfeels that they have not thoroughly done their home-work.Challenge any answers in a confronting manner and ask the opposition to explain further what they mean.Appear to be agreeable and helpful while making impos
33、sible demands for the purpose of winning the friendship and confidence of the opposition.Produce dissension among the opposition so that theyhave to pay more attention to their own internal dis-agreements rather than the disagreements with your side.Ally with one member of the team and try to play h
34、im or her off against the other members of the team.,(Cont.),Type,Method,The Billy Bunternegotiator,Pretend to be particularly dense and,by so doing,exasperate the opposition in hops that at least onemember of the opposing team will reveal information as he tries to find increasingly simple ways to
35、describeproposals,with each proposal being elaborated andamplified so that Billy Bunter can understand it.,Four Categories of Roles,Group Task Roles:roles which facilitate the selection and definition of a common problem and solution.Group Building and Maintenance:roles which increase the functionin
36、g of the group as a group.Individual Roles:roles which are oriented toward the satisfaction of individuals needs.Creative Roles:roles which involve using creativity to identify possible solutions.,Group Task Roles,The Initiator-Contributor,Suggests or proposes new ideas may include the suggestion:fo
37、r a new group a new way to view a problem a new way to address a problem within the group a new procedure for the group a new way to organize the group,The Information Seeker,Seeks clarification of suggestions made in terms of their factual adequacy,for authoritative information and facets pertinent
38、 to the problem being discussed.,The Opinion Seeker,Asks not primarily for the facts of the case but for a clarification of the values pertinent to what the group is undertaking or of values involved in a suggestion made or in alternative suggestions.,The Information Giver,Offers facts or generaliza
39、tions which are“authoritative”or relates his own experience pertinently to the group problem.,The Opinion Giver,States his/her belief or opinion pertinently to a suggestion made or to alternative suggestions.The emphasis is on his/her proposal of what should become the groups view of pertinent value
40、s,not primarily upon relevant facts or information.,The Coordinator,Shows or clarifies the relationships among various ideas and suggestions Tries to pull ideas and suggestions together Tries to coordinate the activities of various members,The Evaluator-Critic,Subjects the accomplishments of the gro
41、up to some standard or set of standards of group functioning in the context of the group task.My evaluate the“practicality”,“logic”,“Facts”,or“procedures”,The Energizer,Prods the group to action or decision.Attempts to stimulate or arouse the group to greater or higher quality work.,The Recorder,Wri
42、tes down suggestions.Makes a record of group decisions(may be down via memory).The recorder role is the“group memory.”,Group Building and Maintenance Roles,The Encourager,Praises,agrees with and accepts the contributions of others.Indicates warmth,solidarity in attitude toward others.Offers commenda
43、tion and praise in various ways and indicates acceptance of others,The Harmonizer,Mediates the differences between members Attempts to reconcile disagreements.Relieves tension in conflict situations.,The Compromiser,Operates from within a conflict in which his/her ideas or position is involved.May o
44、ffer compromise by yielding status,admitting error,or by coming“halfway”in meeting another.,The Gate-Keeper&Expediter,Attempts to keep communication open by facilitating participation of others.Proposes regulation of the flow of communication.,The Follower,Goes along with the movement of the group.P
45、assively accepts the ideas of others.Serves as an audience for others in the group as well as for group discussion and decision.,Attempts by individuals to satisfy personal needs.Numerous types-from Sociology and Psychology.,Individual Roles,The Monopolist,Def:One who chatters on incessantly due to
46、anxiety when silent.Effect:Group gets concerned,then frustrated and angry.May be afraid to confront because then they must fill the void.,Help-Rejecting Complainer,Def.:requests help than rejects;takes problem in insolvability of problems;blames authority,conflicted about dependency feeling helpless
47、 and distrusting.Effects:seen as greedy and user of group energy;members become bored,confused,irritated and frustrated.,Self-Righteous Moralist,Def.:strong need to be right.Demonstrates superiority via poise and unconcerned about being liked.Deep underlying shame.Effect:mobilizes so much resentment
48、 that may be forced out of the group.,Creative Group Roles,Idea Generator,Look for new ways to do things.Tend to focus only on ideas and concepts.Are result driven.,Designers,See the big picture.Provide guidance and tools.Define performance standards.Identify resources needed to complete projects.,P
49、romoters,Visualize end result.Optimistic.Promote ideas and give momentum.,Managers Can Use This Checklist to Diagnose the Roles Played by Each Team Member,TASK ORIENTED,MAINTENANCE,INDIVIDUAL,Agenda SetterAnalyzerCoordinatorEvaluatorInformation GiverInformation SeekerIntuitorOther,EncouragerFollower
50、GatekeeperGroup ObserverHarmonizerStandard SetterOther,AvoiderBlockerClownDominatorRecognition SeekerOther,Group Norms,Acceptable standards of behavior,that are shared by the groups members.Formal Normsexplicitly statedInformal Normshabit becomes norm,Common Classes of Norms,Performance related proc
