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© 2009 Cengage Learning. All rights reserved. 1
Focusing on Group Communication
Chapter 3Lecture Slides
© 2009 Cengage Learning. All rights reserved. 2
Learning Objective 1
Explain the factors influencing the increasing importance of group communication.
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© 2009 Cengage Learning. All rights reserved. 3
Flat Organizational Structures
Downsizing; eliminating layers of Downsizing; eliminating layers of
managementmanagement
Reorganizing decision-making power Reorganizing decision-making power
throughout throughout the organizationthe organization
Eliminating functional/departmental Eliminating functional/departmental
boundariesboundaries
Organizing cross-disciplinary teams to Organizing cross-disciplinary teams to
handle handle broad core processesbroad core processes
Face-to-Face communication is Face-to-Face communication is
prominentprominent
Many businesses are:Many businesses are:
Flat Organizational StructuresFlat Organizational Structures
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© 2009 Cengage Learning. All rights reserved. 4
The Cooperative Spirit
• A high degree of trust
• Effective interpersonal skills
• Empathetic and intensive listening skills
• Willingness to communicate long enough to agree on an action plan that is acceptable to everyone.
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Competition vs. Competition vs. CooperationCooperation
This mutual understanding requires
© 2009 Cengage Learning. All rights reserved. 5
Learning Objective 2
Describe the characteristics of effective groups.
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© 2009 Cengage Learning. All rights reserved. 6
Characteristics of Effective Groups
• Common goals• Role perception• Longevity• Size• Status• Group norms• Leadership
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© 2009 Cengage Learning. All rights reserved. 7
Group Roles
• Isolate • Dominator • Free rider • Detractor• Digressor • Airhead • Socializer
• Facilitator
• Harmonizer
• Record keeper
• Reporter
• Leader
NegativeNegative PositivePositive
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© 2009 Cengage Learning. All rights reserved. 8
Learning Objective 3
Explain the difference between groups and teams
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© 2009 Cengage Learning. All rights reserved. 9
Stages of Team Development
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© 2009 Cengage Learning. All rights reserved. 10
Types of Teams• Task force — Achieve a single goal in limited
time
• Quality assurance team (quality circle) — Focus on product or service quality
• Cross-functional team — Join employees from various departments to solve problems
• Product development — Focus on the development cycle of new products
• Virtual team — a team with members in more than one location
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© 2009 Cengage Learning. All rights reserved. 11
Team Behaviors
• Commitment — focused on mission, values, goals, and expectations
• Cooperation — share a sense of purpose
• Communication — know that information must flow smoothly
• Contribution — expect all members to share abilities and skills with the team
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© 2009 Cengage Learning. All rights reserved. 12
Learning Objective 4
Outline the group decision-making process
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© 2009 Cengage Learning. All rights reserved. 13
Group Decision-Making Stages
Orientation: group identifies the problem and plans process for reaching decision.
Discussion: researches, identifies & weighs options, tests assumptions.
Decision: group combines individual preferences into a collective decision.
Implementation: Group carries out decision and assesses its impact.
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© 2009 Cengage Learning. All rights reserved. 14
Learning Objective 5
Discuss group conflict and conflict resolution
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© 2009 Cengage Learning. All rights reserved. 15
Types of Group Conflict
CompetitionSocial
Dilemmas
Procedural Conflict
Personal Conflict
Substantive Conflict
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© 2009 Cengage Learning. All rights reserved. 16
Styles of Conflict Resolution
CompromiseAvoidance
Collaboration
Accommodation
Competition
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© 2009 Cengage Learning. All rights reserved. 17
Personalities and Conflict
• Competitors view group disagreements as win-lose situations and satisfaction in forcing their ideas on others.
• Cooperators value accommodative interpersonal strategies
• Individualists are concerned only with their own outcomes. They make decisions based on what they personally will achieve. They neither interfere with nor assist others’ attempts to reach their goals.
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© 2009 Cengage Learning. All rights reserved. 18
Groupthink
• Dislike of conflict and need for cohesiveness
• Group members dominate interaction
• Group members are intimidated by others
• Group members care more about social acceptability than reaching best solution
• Strong leadership encouraging members to participate
• Objective viewpoints; no egos and emotions
• Assign a “devil’s advocate” for the group
• Create subgroups• Hold “second chance”
meeting
CausesCauses SolutionsSolutions
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© 2009 Cengage Learning. All rights reserved. 19
Learning Objective 6
Discuss aspects of effective meeting management
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© 2009 Cengage Learning. All rights reserved. 20
Face-to-Face Meetings
• Provide rich, nonverbal cues
• Are preferred when dealing with sensitive issues
• Are beneficial for rapport
• Pose logistical issues of time, place, and schedules
• May be dominated by aggressive and high status members
AdvantagesAdvantages DisadvantagesDisadvantages
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© 2009 Cengage Learning. All rights reserved. 21
Electronic Meetings
• Assist with geographically scattered groups
• Speed up meeting follow-up activities
• Place all participants on a more even level
• Cannot replace face-to-face contact for some meetings
• Can make consensus harder to reach
• Are dependent on keyboarding skills
AdvantagesAdvantages DisadvantagesDisadvantages
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© 2009 Cengage Learning. All rights reserved. 22
Suggestions for Effective Meetings
• Limit meeting length and frequency
• Make satisfactory arrangements
• Distribute the agenda in advance
• Encourage participation
• Maintain order
• Manage conflict and seek consensus
• Prepare thorough minutes
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