Submit Search
Upload
Chap15
•
Download as PPT, PDF
•
0 likes
•
638 views
Niki Tabuty
Follow
Business
Technology
Report
Share
Report
Share
1 of 37
Download now
Recommended
Management ch15 (2)
Management ch15 (2)
Fida Karim 🇵🇰
Â
Organizational change
Organizational change
Sarang Bharadwaj
Â
organizational change and stress management
organizational change and stress management
Shaheen kousar
Â
Organization development
Organization development
Krishna Kanth
Â
Oc and resistance3
Oc and resistance3
Aditya Kumar
Â
Organizational and Individual Causes of Resistance to Change (Essay Sample)
Organizational and Individual Causes of Resistance to Change (Essay Sample)
Essay Tigers
Â
Organizationalchange 120113214516-phpapp02
Organizationalchange 120113214516-phpapp02
tigerjayadev
Â
Organization Development - Intervention Processes
Organization Development - Intervention Processes
University of Newcastle, Australia
Â
Recommended
Management ch15 (2)
Management ch15 (2)
Fida Karim 🇵🇰
Â
Organizational change
Organizational change
Sarang Bharadwaj
Â
organizational change and stress management
organizational change and stress management
Shaheen kousar
Â
Organization development
Organization development
Krishna Kanth
Â
Oc and resistance3
Oc and resistance3
Aditya Kumar
Â
Organizational and Individual Causes of Resistance to Change (Essay Sample)
Organizational and Individual Causes of Resistance to Change (Essay Sample)
Essay Tigers
Â
Organizationalchange 120113214516-phpapp02
Organizationalchange 120113214516-phpapp02
tigerjayadev
Â
Organization Development - Intervention Processes
Organization Development - Intervention Processes
University of Newcastle, Australia
Â
Organizational Change and Development
Organizational Change and Development
Rajat Gupta
Â
Organisational change and development
Organisational change and development
Pandurang Shinde
Â
Organizational change & development
Organizational change & development
Nazrul Islam
Â
Team intervention
Team intervention
rockstarnj
Â
Od & change ppt1
Od & change ppt1
Hari Krishna
Â
Organizational Change and Stress Management
Organizational Change and Stress Management
Balaji Nageswara
Â
ORGANIZATION DEVELOPMENT AND CHANGE, Nepal Academy Of Tourism And Hotel Manag...
ORGANIZATION DEVELOPMENT AND CHANGE, Nepal Academy Of Tourism And Hotel Manag...
saechine
Â
Intervention
Intervention
Nirmal PR
Â
Individual intervention - Organizational Development
Individual intervention - Organizational Development
Namrata Jadhav
Â
Organizational change and its approaches
Organizational change and its approaches
Aamir chouhan
Â
Change Management - Organizational Development
Change Management - Organizational Development
Akash Deep Sharma
Â
organizaton change
organizaton change
Seredup Maya
Â
HRM- Organization Change Resistance
HRM- Organization Change Resistance
Trinity Dwarka
Â
Change Management Models- a comparison
Change Management Models- a comparison
PeopleWiz Consulting
Â
Organizational change process final 4
Organizational change process final 4
David Jones
Â
23295874 change-management-ppt
23295874 change-management-ppt
Ahmed Zidan
Â
Organizational Change and Stress Management
Organizational Change and Stress Management
university of education
Â
Team building intervention
Team building intervention
Gurparvesh kaur
Â
Change agent
Change agent
gaurav jain
Â
Organizational behavior -Change Management
Organizational behavior -Change Management
Amit Verma
Â
Chap07
Chap07
Niki Tabuty
Â
Chap17
Chap17
Niki Tabuty
Â
More Related Content
What's hot
Organizational Change and Development
Organizational Change and Development
Rajat Gupta
Â
Organisational change and development
Organisational change and development
Pandurang Shinde
Â
Organizational change & development
Organizational change & development
Nazrul Islam
Â
Team intervention
Team intervention
rockstarnj
Â
Od & change ppt1
Od & change ppt1
Hari Krishna
Â
Organizational Change and Stress Management
Organizational Change and Stress Management
Balaji Nageswara
Â
ORGANIZATION DEVELOPMENT AND CHANGE, Nepal Academy Of Tourism And Hotel Manag...
ORGANIZATION DEVELOPMENT AND CHANGE, Nepal Academy Of Tourism And Hotel Manag...
saechine
Â
Intervention
Intervention
Nirmal PR
Â
Individual intervention - Organizational Development
Individual intervention - Organizational Development
Namrata Jadhav
Â
Organizational change and its approaches
Organizational change and its approaches
Aamir chouhan
Â
Change Management - Organizational Development
Change Management - Organizational Development
Akash Deep Sharma
Â
organizaton change
organizaton change
Seredup Maya
Â
HRM- Organization Change Resistance
HRM- Organization Change Resistance
Trinity Dwarka
Â
Change Management Models- a comparison
Change Management Models- a comparison
PeopleWiz Consulting
Â
Organizational change process final 4
Organizational change process final 4
David Jones
Â
23295874 change-management-ppt
23295874 change-management-ppt
Ahmed Zidan
Â
Organizational Change and Stress Management
Organizational Change and Stress Management
university of education
Â
Team building intervention
Team building intervention
Gurparvesh kaur
Â
Change agent
Change agent
gaurav jain
Â
Organizational behavior -Change Management
Organizational behavior -Change Management
Amit Verma
Â
What's hot
(20)
Organizational Change and Development
Organizational Change and Development
Â
Organisational change and development
Organisational change and development
Â
Organizational change & development
Organizational change & development
Â
Team intervention
Team intervention
Â
Od & change ppt1
Od & change ppt1
Â
Organizational Change and Stress Management
Organizational Change and Stress Management
Â
ORGANIZATION DEVELOPMENT AND CHANGE, Nepal Academy Of Tourism And Hotel Manag...
ORGANIZATION DEVELOPMENT AND CHANGE, Nepal Academy Of Tourism And Hotel Manag...
Â
Intervention
Intervention
Â
Individual intervention - Organizational Development
Individual intervention - Organizational Development
Â
Organizational change and its approaches
Organizational change and its approaches
Â
Change Management - Organizational Development
Change Management - Organizational Development
Â
organizaton change
organizaton change
Â
HRM- Organization Change Resistance
HRM- Organization Change Resistance
Â
Change Management Models- a comparison
Change Management Models- a comparison
Â
Organizational change process final 4
Organizational change process final 4
Â
23295874 change-management-ppt
23295874 change-management-ppt
Â
Organizational Change and Stress Management
Organizational Change and Stress Management
Â
Team building intervention
Team building intervention
Â
Change agent
Change agent
Â
Organizational behavior -Change Management
Organizational behavior -Change Management
Â
Viewers also liked
Chap07
Chap07
Niki Tabuty
Â
Chap17
Chap17
Niki Tabuty
Â
Chap10
Chap10
Niki Tabuty
Â
Chap03
Chap03
Niki Tabuty
Â
Chap13
Chap13
Niki Tabuty
Â
Chap14
Chap14
Niki Tabuty
Â
Chap20
Chap20
Niki Tabuty
Â
Chap11
Chap11
Niki Tabuty
Â
Ethics & csr
Ethics & csr
Khenddro Low
Â
Chap16
Chap16
Niki Tabuty
Â
Apa itu corporation
Apa itu corporation
tonyherman87
Â
Change and Organisation Culture
Change and Organisation Culture
Gareth Edwards
Â
PPT Pengantar Manajemen
PPT Pengantar Manajemen
Marlinda
Â
Trompenaars cultural dimensions
Trompenaars cultural dimensions
Prerna Sinha
Â
Organization Culture, Change and Development
Organization Culture, Change and Development
Vasim Shaikh
Â
Organisational change and development
Organisational change and development
Dr. Trilok Kumar Jain
Â
The Seven Dimensions of Culture
The Seven Dimensions of Culture
THTConsulting
Â
Planning
Planning
reinevilla
Â
Goal setting theory
Goal setting theory
Aatmiki Singh
Â
Manajemen ppt
Manajemen ppt
Abdinata Electroboy
Â
Viewers also liked
(20)
Chap07
Chap07
Â
Chap17
Chap17
Â
Chap10
Chap10
Â
Chap03
Chap03
Â
Chap13
Chap13
Â
Chap14
Chap14
Â
Chap20
Chap20
Â
Chap11
Chap11
Â
Ethics & csr
Ethics & csr
Â
Chap16
Chap16
Â
Apa itu corporation
Apa itu corporation
Â
Change and Organisation Culture
Change and Organisation Culture
Â
PPT Pengantar Manajemen
PPT Pengantar Manajemen
Â
Trompenaars cultural dimensions
Trompenaars cultural dimensions
Â
Organization Culture, Change and Development
Organization Culture, Change and Development
Â
Organisational change and development
Organisational change and development
Â
The Seven Dimensions of Culture
The Seven Dimensions of Culture
Â
Planning
Planning
Â
Goal setting theory
Goal setting theory
Â
Manajemen ppt
Manajemen ppt
Â
Similar to Chap15
Management ch15
Management ch15
julianmillar
Â
Understanding Groups and Teams
Understanding Groups and Teams
Abdul Wahab Raza
Â
Management ch15
Management ch15
Fida Karim 🇵🇰
Â
Groups and Teams
Groups and Teams
Fawad Ahmad
Â
Robbins9 ppt15
Robbins9 ppt15
umar0007
Â
Chapter 8-groups1
Chapter 8-groups1
Ahsan Ali
Â
Chapter 8-groups1
Chapter 8-groups1
Ahsan Ali
Â
Chapter 11management10theditionbyrobbinsandcoulter-130822073629-phpapp01 - vi...
Chapter 11management10theditionbyrobbinsandcoulter-130822073629-phpapp01 - vi...
SoftSol
Â
6.team management
6.team management
Panos Fitsilis
Â
Robbins9 ppt15
Robbins9 ppt15
Raviraj Prasad Kushwaha
Â
Group development and turning groups into effective teams
Group development and turning groups into effective teams
Al - Qurmoshi Institute of Business Management, Hyderabad
Â
Managing work groups and teams
Managing work groups and teams
Syahremie Teja
Â
(Mb asubjects.com)ob11 08st
(Mb asubjects.com)ob11 08st
International advisers
Â
(Mb asubjects.com)ob11 08st
(Mb asubjects.com)ob11 08st
International advisers
Â
Effective team
Effective team
andleeb99
Â
Team Effectiveness
Team Effectiveness
Seta Wicaksana
Â
Teameffectiveness - Test upload
Teameffectiveness - Test upload
MBA - Alazhar University - Palestine
Â
1MGMT 428Team ProcessesFall 2015Team Processes –.docx
1MGMT 428Team ProcessesFall 2015Team Processes –.docx
hyacinthshackley2629
Â
team effectiveness.pptx
team effectiveness.pptx
Moazzam Ali Rana
Â
Group dynamics 1
Group dynamics 1
rakesh m
Â
Similar to Chap15
(20)
Management ch15
Management ch15
Â
Understanding Groups and Teams
Understanding Groups and Teams
Â
Management ch15
Management ch15
Â
Groups and Teams
Groups and Teams
Â
Robbins9 ppt15
Robbins9 ppt15
Â
Chapter 8-groups1
Chapter 8-groups1
Â
Chapter 8-groups1
Chapter 8-groups1
Â
Chapter 11management10theditionbyrobbinsandcoulter-130822073629-phpapp01 - vi...
Chapter 11management10theditionbyrobbinsandcoulter-130822073629-phpapp01 - vi...
Â
6.team management
6.team management
Â
Robbins9 ppt15
Robbins9 ppt15
Â
Group development and turning groups into effective teams
Group development and turning groups into effective teams
Â
Managing work groups and teams
Managing work groups and teams
Â
(Mb asubjects.com)ob11 08st
(Mb asubjects.com)ob11 08st
Â
(Mb asubjects.com)ob11 08st
(Mb asubjects.com)ob11 08st
Â
Effective team
Effective team
Â
Team Effectiveness
Team Effectiveness
Â
Teameffectiveness - Test upload
Teameffectiveness - Test upload
Â
1MGMT 428Team ProcessesFall 2015Team Processes –.docx
1MGMT 428Team ProcessesFall 2015Team Processes –.docx
Â
team effectiveness.pptx
team effectiveness.pptx
Â
Group dynamics 1
Group dynamics 1
Â
More from Niki Tabuty
Chap19
Chap19
Niki Tabuty
Â
Chap18
Chap18
Niki Tabuty
Â
Chap12
Chap12
Niki Tabuty
Â
Chap09
Chap09
Niki Tabuty
Â
Chap06
Chap06
Niki Tabuty
Â
Chap05
Chap05
Niki Tabuty
Â
Chap04
Chap04
Niki Tabuty
Â
Chap02
Chap02
Niki Tabuty
Â
Chap01
Chap01
Niki Tabuty
Â
Warren sw06 accounting.21
Warren sw06 accounting.21
Niki Tabuty
Â
More from Niki Tabuty
(10)
Chap19
Chap19
Â
Chap18
Chap18
Â
Chap12
Chap12
Â
Chap09
Chap09
Â
Chap06
Chap06
Â
Chap05
Chap05
Â
Chap04
Chap04
Â
Chap02
Chap02
Â
Chap01
Chap01
Â
Warren sw06 accounting.21
Warren sw06 accounting.21
Â
Recently uploaded
Contemporary Economic Issues Facing the Filipino Entrepreneur (1).pptx
Contemporary Economic Issues Facing the Filipino Entrepreneur (1).pptx
MarkAnthonyAurellano
Â
Enjoy ➥8448380779▻ Call Girls In Sector 18 Noida Escorts Delhi NCR
Enjoy ➥8448380779▻ Call Girls In Sector 18 Noida Escorts Delhi NCR
Stunning ➥8448380779▻ Call Girls In Hauz Khas Delhi NCR
Â
Market Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 Edition
Mintel Group
Â
Kenya Coconut Production Presentation by Dr. Lalith Perera
Kenya Coconut Production Presentation by Dr. Lalith Perera
ictsugar
Â
Flow Your Strategy at Flight Levels Day 2024
Flow Your Strategy at Flight Levels Day 2024
Kirill Klimov
Â
Annual General Meeting Presentation Slides
Annual General Meeting Presentation Slides
KeppelCorporation
Â
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
ashishs7044
Â
IoT Insurance Observatory: summary 2024
IoT Insurance Observatory: summary 2024
Matteo Carbone
Â
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
ashishs7044
Â
MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?
Olivia Kresic
Â
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Voces Mineras
Â
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
callgirls2057
Â
PSCC - Capability Statement Presentation
PSCC - Capability Statement Presentation
Anamaria Contreras
Â
Case study on tata clothing brand zudio in detail
Case study on tata clothing brand zudio in detail
Ariel592675
Â
NewBase 19 April 2024 Energy News issue - 1717 by Khaled Al Awadi.pdf
NewBase 19 April 2024 Energy News issue - 1717 by Khaled Al Awadi.pdf
Khaled Al Awadi
Â
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
callgirls2057
Â
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
HajeJanKamps
Â
8447779800, Low rate Call girls in Rohini Delhi NCR
8447779800, Low rate Call girls in Rohini Delhi NCR
ashishs7044
Â
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...
Seta Wicaksana
Â
Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)
Data Analytics Company - 47Billion Inc.
Â
Recently uploaded
(20)
Contemporary Economic Issues Facing the Filipino Entrepreneur (1).pptx
Contemporary Economic Issues Facing the Filipino Entrepreneur (1).pptx
Â
Enjoy ➥8448380779▻ Call Girls In Sector 18 Noida Escorts Delhi NCR
Enjoy ➥8448380779▻ Call Girls In Sector 18 Noida Escorts Delhi NCR
Â
Market Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 Edition
Â
Kenya Coconut Production Presentation by Dr. Lalith Perera
Kenya Coconut Production Presentation by Dr. Lalith Perera
Â
Flow Your Strategy at Flight Levels Day 2024
Flow Your Strategy at Flight Levels Day 2024
Â
Annual General Meeting Presentation Slides
Annual General Meeting Presentation Slides
Â
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
Â
IoT Insurance Observatory: summary 2024
IoT Insurance Observatory: summary 2024
Â
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
Â
MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?
Â
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Â
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Â
PSCC - Capability Statement Presentation
PSCC - Capability Statement Presentation
Â
Case study on tata clothing brand zudio in detail
Case study on tata clothing brand zudio in detail
Â
NewBase 19 April 2024 Energy News issue - 1717 by Khaled Al Awadi.pdf
NewBase 19 April 2024 Energy News issue - 1717 by Khaled Al Awadi.pdf
Â
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Â
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Â
8447779800, Low rate Call girls in Rohini Delhi NCR
8447779800, Low rate Call girls in Rohini Delhi NCR
Â
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...
Â
Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)
Â
Chap15
1.
Chapter 15 UNDERSTANDING GROUPS AND TEAMS ©
Prentice Hall, 2002 15-1
2.
Learning Objectives You should
learn to: – Differentiate between formal and informal groups – Describe the five stages of group development – Identify how roles and norms influence an employee’s behavior – Describe the key components in the group behavior model – Identify the advantages and disadvantages of group decision making © Prentice Hall, 2002 15-2
3.
Learning Objectives (cont.) You
should learn to: – Explain the increased popularity of teams in organizations – Describe the four most common types of teams in organizations – List the characteristics of effective teams – Identify how managers can build trust © Prentice Hall, 2002 15-3
4.
Understanding Group Behavior Group –
two or more interacting and interdependent individuals who come together to achieve particular goals • formal groups - established by the organization – have designated work assignments and specific tasks – different types exist • informal groups - occur naturally in the workplace in response to the need for social contact © Prentice Hall, 2002 15-4
5.
Examples of Formal
Groups © Prentice Hall, 2002 15-5
6.
Understanding Group Behavior
(cont.) Stages of Group Development – forming - people join the group either because of a work assignment or for some other benefit • begin to define the group’s purpose, structure, and leadership • stage marked by much uncertainty – storming - acceptance of the group’s existence • conflict over who will control the group – norming - relationships and a sense of group identity develop • group assimilates a common set of expectations of what defines correct member behavior © Prentice Hall, 2002 15-6
7.
Understanding Group Behavior
(cont.) Stages of Group Development (cont.) – performing - group structure is functional and accepted • group energy has moved to task performance – adjourning - group prepares to disband • attention devoted to wrapping up activities – group does not necessarily become more effective as it moves through the first four stages • group effectiveness is a complex issue that is affected by factors other than developmental stage © Prentice Hall, 2002 15-7
8.
Stages Of Group
Development Prestage Stage III Norming © Prentice Hall, 2002 Stage I Forming Stage II Storming Stage IV Performing Stage V Adjourning 15-8
9.
Understanding Group Behavior
(cont.) Basic Group Concepts – Role - set of expected behavior patterns attributed to someone who occupies a given position in a social unit • group members have particular roles – roles oriented towards task accomplishment or maintaining group member satisfaction • individuals play multiple roles – role conflict - individual confronted by different role expectations © Prentice Hall, 2002 15-9
10.
Understanding Group Behavior
(cont.) Basic Group Concepts (cont.) – Norms - acceptable standards or expectations that are shared by the group’s members • each group has: – its own unique set of norms – common norms related to levels of effort and performance » exert powerful influence on performance – Conformity - acceptance by group makes some members susceptible to conformity pressures • group norms push members toward conformity • results in alignment of opinions © Prentice Hall, 2002 15-10
11.
Understanding Group Behavior
(cont.) Basic Group Concepts (cont.) – Status - a prestige grading, position, or rank in a group • may be conferred informally based on personal characteristics • may be formally conferred – Group Size - effect on behavior of group depends upon the type of outcome • large groups - good for getting diverse input • small groups - good at making use of information • dispersion of responsibility in large groups leads to free rider tendency © Prentice Hall, 2002 15-11
12.
Understanding Group Behavior
(cont.) Basic Group Concepts (cont.) – Group Cohesiveness - degree to which members are attracted to a group and share the group’s goals • relationship between cohesiveness and group effectiveness depends upon the alignment of group and organizational goals © Prentice Hall, 2002 15-12
13.
Relationship Between Cohesiveness And
Productivity Cohesiveness © Prentice Hall, 2002 High Low Strong Increase in Productivity Moderate Increase in Productivity Low Alignment of Group and Organizational Goals High Decrease in Productivity No Significant Effect on Productivity 15-13
14.
Understanding Group Behavior
(cont.) Basic Group Concepts (cont.) – Conflict Management • conflict - perceived incompatible differences resulting in some form of interference or opposition – differences may be real or not • traditional view - conflict must be avoided • human relations view - conflict is a natural and inevitable outcome in any group – conflict need not be negative – conflict has the potential to be a positive force for performance © Prentice Hall, 2002 15-14
15.
Understanding Group Behavior
(cont.) Basic Group Concepts (cont.) – Conflict Management (cont.) • interactionist view - some conflict is absolutely necessary – functional conflict - supports the goals of the work group and improves its performance – dysfunctional conflict - prevents group from achieving its goals © Prentice Hall, 2002 15-15
16.
Understanding Group Behavior
(cont.) Basic Group Concepts (cont.) – Conflict Management (cont.) • type of conflict – task conflict - content and goals of the work » low-to-moderate levels are functional – relationship conflict - interpersonal relationships » almost always dysfunctional – process conflict - how work gets done » low levels are functional • conflict may be resolved in five ways – no technique is ideal for every situation © Prentice Hall, 2002 15-16
17.
Conflict and Group
Performance © Prentice Hall, 2002 15-17
18.
Assertiveness Unassertive Assertive Conflict-Resolution Techniques Forcing Collaborating Resolving conflicts
by satisfying one’s own needs at the expense of another’s Rewarding conflict by seeking an advantageous solution for all parties Resolving conflict by each party giving up something of value Compromising Resolving conflicts by withdrawing from or suppressing them Avoiding Resolving conflicts by placing another’s needs and concerns above your own Accommodating Uncooperative Cooperative Cooperativeness © Prentice Hall, 2002 15-18
19.
Group Decision Making Advantages
of Groups in Comparison with Individuals • Provide more complete information Disadvantages of Groups in Comparison with Individuals • Time consuming • Minority domination • Generate more alternatives • Pressures to conform • Increase acceptance of a solution • Ambiguous responsibility • Increase legitimacy © Prentice Hall, 2002 15-19
20.
Understanding Group Behavior
(cont.) Basic Group Concepts (cont.) – Effectiveness and Efficiency of Group Decisions • effectiveness depends on criteria of success • size of group affects effectiveness – groups of 5-7 are the most effective – odd number of members helps avoid deadlocks – Techniques for Improving Group Decision Making • steps must be taken to avoid groupthink – groupthink - conformity marked by withholding different or unpopular views in order to give the appearance of agreement © Prentice Hall, 2002 15-20
21.
Group Versus Individual
Decision Making Criteria of Effectiveness Accuracy Individuals Groups x Speed Creativity Degree of acceptance Efficiency © Prentice Hall, 2002 x x x x 15-21
22.
Techniques for Making
More Creative Group Decisions © Prentice Hall, 2002 15-22
23.
Understanding Group Behavior
(cont.) Understanding Work Group Behavior – External Conditions Imposed on the Group • formal group is a subsystem of a larger system • group affected by the overall strategy, authority structures, formal regulations, resources, performance management system, and organization culture – Group Member Resources - task-relevant and intellectual abilities of individual members • abilities set parameters on effectiveness of performance in a group • positive attributes - sociability and self-reliance • negative attributes - dominance and unconventionality © Prentice Hall, 2002 15-23
24.
Understanding Group Behavior
(cont.) Understanding Work Group Behavior (cont.) – Group Structure - structural variables include roles, norms, status, and group size – Group Processes - include communication, decision making, leadership, and conflict • process factors created in the group may have a positive or negative effect on group performance – Group Tasks • complexity - simple tasks are routine and standardized – complex tasks are novel and nonroutine » important to have effective communication and controlled conflict when task is complex © Prentice Hall, 2002 15-24
25.
Group Behavior Model Group Tasks External Conditions Imposed
on the Group Group Member Resources Group Processes Performance and Satisfaction Group Structure © Prentice Hall, 2002 15-25
26.
Turning Groups Into
Effective Teams What Is a Team? – work team - formal group made up of interdependent individuals who are responsible for the attainment of a goal – work teams are popular in organizations © Prentice Hall, 2002 15-26
27.
Why Are Work
Teams Popular? Creates esprit de corps Increases performance Takes advantage of workforce diversity © Prentice Hall, 2002 Why Use Teams? Allows managers to do more strategic Management Increases flexibility 15-27
28.
Turning Groups Into
Effective Teams (cont.) Types of Teams – teams differ in terms of membership • functional teams - composed of a manager and her/his employees from one functional area – issues of authority, decision making, and leadership are relatively simple and clear – attempt to solve problems in specific functional area • cross-functional teams - members come different from functional areas – hybrid grouping of individuals who are experts in various specialties © Prentice Hall, 2002 15-28
29.
Turning Groups Into
Effective Teams (cont.) Types of Teams (cont.) – teams differ in terms of structure • supervised - under the direction of a manager • self-managed - operate without a manager – responsible for a complete work process or segment – assumes the responsibilities of managing itself » have authority to make and implement decisions, finish projects, and address problems – organizations plan to expand their use in the future © Prentice Hall, 2002 15-29
30.
Categories Of Teams Purpose Structure •
Product development • Problem solving • Reengineering • Any other organizational purposes desired • Supervised • Self-managed Membership Duration • Functional • Cross-functional • Permanent • Temporary © Prentice Hall, 2002 15-30
31.
Turning Groups Into
Effective Teams (cont.) Types of Teams (cont.) – Virtual team - physically dispersed members are linked by computer technology • miss the normal give-and-take of face-to-face discussions • tend to be task oriented © Prentice Hall, 2002 15-31
32.
Developing And Managing
Effective Teams Characteristics of Effective Teams – Clear Goals - members understand and support the goals to be achieved – Relevant Skills - members have the necessary technical and interpersonal skills – Mutual Trust - members are confident in each others’ ability, character, and integrity • strongly influenced by the organization’s culture – Unified Commitment - loyalty and dedication to the team • membership in the team an important aspect of the self – Good Communication - messages are readily understood • healthy dose of feedback from team members © Prentice Hall, 2002 15-32
33.
Developing/Managing Effective Teams
(cont.) Characteristics of Effective Teams (cont.) – Negotiating Skills - flexibility requires members to possess these skills • must be able to confront and reconcile differences arising from changing problems – Appropriate Leadership - provide help in difficult situations • plays role of coach or facilitator – Internal and External Support - team requires a sound infrastructure • team should have external resources required to perform its work © Prentice Hall, 2002 15-33
34.
Characteristics of Effective
Teams © Prentice Hall, 2002 15-34
35.
Developing/Managing Effective Teams
(cont.) Managing Teams – Planning - goal determination • members understand and accept the team’s goals – Organizing - clarify authority and structural issues • support in the organization’s culture for employee involvement and autonomy • must resolve issues of leadership, tasks to be performed, and assignment of tasks © Prentice Hall, 2002 15-35
36.
Developing/Managing Effective Teams
(cont.) Managing Teams (cont.) – Leading - determine the role that leader will play • deal with human dynamics of the team – Controlling - performance criteria must reflect teamwork behaviors • reward system must reflect team efforts and performance – gainsharing - incentive program that shares the gains of the efforts of employees with those employees » rewards directly related to performance © Prentice Hall, 2002 15-36
37.
Types of Interpersonal
Skills Used in Managing Teams © Prentice Hall, 2002 15-37
Download now