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1、 2007 Prentice Hall,Inc.All rights reserved.,Understanding Groups and Teams,Chapter15,2007 Prentice Hall,Inc.All rights reserved.,152,L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.,Understanding GroupsDefine the different types of groups.Describe the f
2、ive stages of group development.Explaining Work Group BehaviorExplain the major components that determine group performance and satisfaction.Discuss how roles,norms,conformity,status systems,group size,and group cohesiveness influence group behavior.Explain how group norms can both help and hurt an
3、organization.Define groupthink and social loafing.,2007 Prentice Hall,Inc.All rights reserved.,153,L E A R N I N G O U T L I N E(contd)Follow this Learning Outline as you read and study this chapter.,Explaining Work Group Behavior(contd)Describe the relationships between group cohesiveness and produ
4、ctivity.Discuss how conflict management influences group behavior.Tell the advantages and disadvantages of group decision making.Creating Effective TeamsCompare groups and teams.Explain why teams have become so popular in organizations.Describe the four most common types of teams.,2007 Prentice Hall
5、,Inc.All rights reserved.,154,L E A R N I N G O U T L I N E(contd)Follow this Learning Outline as you read and study this chapter.,Creating Effective Teams(contd)List the characteristics of effective teams.Current Challenges in Managing TeamsDiscuss the challenges of managing global teamsExplain the
6、 role of informal(social)networks in managing teams.,2007 Prentice Hall,Inc.All rights reserved.,155,Understanding Groups,GroupTwo or more interacting and interdependent individuals who come together to achieve specific goals.Formal groupsWork groups defined by the organizations structure that have
7、designated work assignments and tasks.Appropriate behaviors are defined by and directed toward organizational goals.Informal groupsGroups that are independently formed to meet the social needs of their members.,2007 Prentice Hall,Inc.All rights reserved.,156,Exhibit 151Examples of Formal Groups,Comm
8、and GroupsGroups that are determined by the organization chart and composed of individuals who report directly to a given manager.Task GroupsGroups composed of individuals brought together to complete a specific job task;their existence is often temporary because once the task is completed,the group
9、 disbands.,2007 Prentice Hall,Inc.All rights reserved.,157,Exhibit 151Examples of Formal Groups(contd),Cross-Functional TeamsGroups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others jobs.Self-Managed TeamsG
10、roups that are essentially independent and in addition to their own tasks,take on traditional responsibilities such as hiring,planning and scheduling,and performance evaluations.,2007 Prentice Hall,Inc.All rights reserved.,158,Stages in Group Development,FormingMembers join and begin the process of
11、defining the groups purpose,structure,and leadership.StormingIntragroup conflict occurs as individuals resist control by the group and disagree over leadership.NormingClose relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior.,PerformingA fully functi
12、onal group structure allows the group to focus on performing the task at hand.AdjourningThe group prepares to disband and is no longer concerned with high levels of performance.,2007 Prentice Hall,Inc.All rights reserved.,159,Exhibit 152Stages of Group Development,2007 Prentice Hall,Inc.All rights r
13、eserved.,1510,Exhibit 153Group Behavior Model,2007 Prentice Hall,Inc.All rights reserved.,1511,Work Group Behavior,Internal Variables Affecting Group BehaviorThe individual abilities of the groups membersThe size of the groupThe level of conflictThe internal pressures on members to conform to the gr
14、oups norms,2007 Prentice Hall,Inc.All rights reserved.,1512,Conditions Affecting Group Behavior,External(Organizational)ConditionsOverall strategyAuthority structuresFormal regulationsAvailable organizational resourcesEmployee selection criteriaPerformance management(appraisal)systemOrganizational c
15、ultureGeneral physical layout,Internal Group VariablesIndividual competencies and traits of membersGroup structure Size of the groupCohesiveness and the level of intragroup conflictInternal pressures on members to conform o the groups norms,2007 Prentice Hall,Inc.All rights reserved.,1513,Group Stru
16、cture,RoleThe set of expected behavior patterns attributed to someone who occupies a given position in a social unit that assist the group in task accomplishment or maintaining group member satisfaction.Role conflict:experiencing differing role expectationsRole ambiguity:uncertainty about role expec
17、tations,2007 Prentice Hall,Inc.All rights reserved.,1514,Group Structure(contd),NormsAcceptable standards or expectations that are shared by the groups members.Common types of normsEffort and performanceOutput levels,absenteeism,promptness,socializingDressLoyalty,2007 Prentice Hall,Inc.All rights re
18、served.,1515,Group Structure(contd),ConformityIndividuals conform in order to be accepted by groups.Group pressures can have an effect on an individual members judgment and attitudes.The effect of conformity is not as strong as it once was,although still a powerful force.GroupthinkThe extensive pres
19、sure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that of the group.,2007 Prentice Hall,Inc.All rights reserved.,1516,Exhibit 154Examples of Cards Used in the Asch Study,2007 Prentice Hall,Inc.All rights reserved.,1517,Gro
20、up Structure(contd),Status SystemThe formal or informal prestige grading,position,or ranking system for members of a group that serves as recognition for individual contributions to the group and as a behavioral motivator.Formal status systems are effective when the perceived ranking of an individua
21、l and the status symbols accorded that individual are congruent.,2007 Prentice Hall,Inc.All rights reserved.,1518,Group Structure:Group Size,Small groupsComplete tasks faster than larger groups.Make more effective use of facts.Large groupsSolve problems better than small groups.Are good for getting
22、diverse input.Are more effective in fact-finding.,Social LoafingThe tendency for individuals to expend less effort when working collectively than when work individually.,2007 Prentice Hall,Inc.All rights reserved.,1519,Group Structure(contd),Group CohesivenessThe degree to which members are attracte
23、d to a group and share the groups goals.Highly cohesive groups are more effective and productive than less cohesive groups when their goals aligned with organizational goals.,2007 Prentice Hall,Inc.All rights reserved.,1520,Exhibit 155The Relationship Between Cohesiveness and Productivity,2007 Prent
24、ice Hall,Inc.All rights reserved.,1521,Group Processes:Group Decision Making,AdvantagesGenerates more complete information and knowledge.Generates more diverse alternatives.Increases acceptance of a solution.Increases legitimacy of decision.,DisadvantagesTime consumingMinority dominationPressures to
25、 conformAmbiguous responsibility,2007 Prentice Hall,Inc.All rights reserved.,1522,Exhibit 156Group versus Individual Decision Making,2007 Prentice Hall,Inc.All rights reserved.,1523,Exhibit 157Techniques for Making More Creative Group Decisions,2007 Prentice Hall,Inc.All rights reserved.,1524,Group
26、Processes:Conflict Management,ConflictThe perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks.Traditional view:conflict must be avoided.Human relations view:conflict is a natural and inevitable outcome in any group.Interaction
27、ist view:conflict can be a positive force and is absolutely necessary for effective group performance.,2007 Prentice Hall,Inc.All rights reserved.,1525,Group Processes:Conflict Management(contd),Categories of ConflictFunctional conflicts are constructive.Dysfunctional conflicts are destructive.Types
28、 of ConflictTask conflict:content and goals of the workRelationship conflict:interpersonal relationshipsProcess conflict:how the work gets done,2007 Prentice Hall,Inc.All rights reserved.,1526,Exhibit 158Conflict and Group Performance,2007 Prentice Hall,Inc.All rights reserved.,1527,Group Processes:
29、Conflict Management(contd),Techniques to Reduce Conflict:AvoidanceAccommodationForcingCompromiseCollaboration,2007 Prentice Hall,Inc.All rights reserved.,1528,Exhibit 159Conflict-Management Techniques,Source:Adapted from K.W.Thomas,“Conflict and Negotiation Processes in Organizations,”in M.D.Dunnett
30、e and L.M.Hough(eds.)Handbook of Industrial and Organizational Psychology,vol.3,2d ed.(Palo Alto,CA:Consulting Psychologists Press,1992),p.668.With permission,2007 Prentice Hall,Inc.All rights reserved.,1529,Group Tasks and Group Effectiveness,Highly complex and interdependent tasks require:Effectiv
31、e communications:discussion among group members.Controlled conflict:More interaction among group members.,2007 Prentice Hall,Inc.All rights reserved.,1530,What Is a Team?,Work TeamA group whose members work intensely on a specific common goal using their positive synergy,individual and mutual accoun
32、tability,and complementary skills.Types of TeamsProblem-solving teamsSelf-managed work teamsCross-functional teamsVirtual teams,2007 Prentice Hall,Inc.All rights reserved.,1531,Exhibit 1510Groups versus Teams,2007 Prentice Hall,Inc.All rights reserved.,1532,Types of Teams,Problem-solving TeamsEmploy
33、ees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems.Self-managed Work TeamsA formal group of employees who operate without a manager and responsible for a complete work process or segment.,2007 Prentice Hall,Inc.All ri
34、ghts reserved.,1533,Types of Teams(contd),Cross-functional TeamsA hybrid grouping of individuals who are experts in various specialties and who work together on various tasks.Virtual TeamsTeams that use computer technology to link physically dispersed members in order to achieve a common goal.,2007
35、Prentice Hall,Inc.All rights reserved.,1534,Advantages of Using Teams,Teams outperform individuals.Teams provide a way to better use employee talents.Teams are more flexible and responsive.Teams can be quickly assembled,deployed,refocused,and disbanded.,2007 Prentice Hall,Inc.All rights reserved.,15
36、35,Exhibit 1511Characteristics of Effective Teams,2007 Prentice Hall,Inc.All rights reserved.,1536,Characteristics of Effective Teams,Have a clear understanding of their goals.Have competent members with relevant technical and interpersonal skills.Exhibit high mutual trust in the character and integ
37、rity of their members.,Are unified in their commitment to team goals.Have good communication systems.Possess effective negotiating skillsHave appropriate leadershipHave both internally and externally supportive environments,2007 Prentice Hall,Inc.All rights reserved.,1537,Current Challenges in Manag
38、ing Teams,Getting employees to:Cooperate with othersShare informationConfront differencesSublimate personal interest for the greater good of the team,2007 Prentice Hall,Inc.All rights reserved.,1538,Managing Global Teams,Group Member ResourcesUnique cultural characteristics of team membersAvoiding s
39、tereotypingGroup StructureConformityless groupthinkStatusvaries in importance among culturesSocial loafingpredominately a Western biasCohesivenessmore difficult to achieveGroup processescapitalize on diverse ideasManagers rolea communicator sensitive to the type of globe team to use.,2007 Prentice H
40、all,Inc.All rights reserved.,1539,Exhibit 1512Drawbacks and Benefits of Global Teams,2007 Prentice Hall,Inc.All rights reserved.,1540,Understanding Social Networks,Social NetworkThe patterns of informal connections among individuals within groupsThe Importance of Social NetworksRelationships can hel
41、p or hinder team effectivenessRelationships improve team goal attainment and increase member commitment to the team.,2007 Prentice Hall,Inc.All rights reserved.,1541,Terms to Know,groupformingstormingnormingperformingadjourningrolenormsgroupthinkstatussocial loafinggroup cohesiveness,conflicttraditi
42、onal view of conflicthuman relations view of conflictinteractionist view of conflictfunctional conflictsdysfunctional conflictstask conflictrelationship conflictprocess conflictwork teams,2007 Prentice Hall,Inc.All rights reserved.,1542,Terms to Know,problem-solving teamself-managed work teamcross-functional teamvirtual teamsocial network structure,
