MNGT 360 CH 11Erin Bass 2010 Sorry for the inconvenience. I am aware that the recordings are not the...
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MNGT 360 CH 11 Erin Bass 2010 Sorry for the inconvenience. I am aware that the recordings are not the greatest – hopefully you can understand what I was trying to emphasize for each of the first 12 slides. If you would like to listen to the sound files on a media player: 1. Click “Save As” 2. On the dropdown “Save As Type:” box, select Web Page. 3. It will save a folder to the location you specify. In this folder are sound files (.wav) that you can input into your media player. Please let me know if you have any questions or need help!!
MNGT 360 CH 11Erin Bass 2010 Sorry for the inconvenience. I am aware that the recordings are not the greatest – hopefully you can understand what I was
MNGT 360 CH 11Erin Bass 2010 Sorry for the inconvenience. I am
aware that the recordings are not the greatest hopefully you can
understand what I was trying to emphasize for each of the first 12
slides. If you would like to listen to the sound files on a media
player: 1.Click Save As 2.On the dropdown Save As Type: box, select
Web Page. 3.It will save a folder to the location you specify. In
this folder are sound files (.wav) that you can input into your
media player. Please let me know if you have any questions or need
help!!
Slide 3
MNGT 360 CH 11Erin Bass 2010 Chapter 11 Groups and Teams
Slide 4
MNGT 360 CH 11Erin Bass 2010 Nature of Groups A comprehensive
definition would say that if a group exists in an organization, its
members: Are motivated to join. Perceive the group as a unified
unit of interacting people. Contribute in various amounts to the
group processes. Reach agreements and have disagreements through
various forms of interaction.
Slide 5
MNGT 360 CH 11Erin Bass 2010 Nature of Groups (Continued) Group
dynamics are viewed from the perspective of: The internal nature of
groups How they form Their structure and processes How they
function and affect individual members, other groups, and the
organization
Slide 6
MNGT 360 CH 11Erin Bass 2010 Theories of Group Formation The
classic theory of George Homans is based on activities,
interactions, and sentiments. The exchange theory of groups is
based on reward-cost outcomes of interaction.
Slide 7
MNGT 360 CH 11Erin Bass 2010 Figure 11.1 - A Balance Theory of
Group Formation
Slide 8
MNGT 360 CH 11Erin Bass 2010 Stages of Group Development
FormingStormingNorming PerformingAdjourning
Slide 9
MNGT 360 CH 11Erin Bass 2010 Types of Groups Primary groups
Must have a feeling of comradeship, loyalty, and a common sense of
values among its members. Examples include family and peer group.
Coalitions Are separate, usually very powerful, and often effective
entities in organizations.
Slide 10
MNGT 360 CH 11Erin Bass 2010 Types of Groups (Continued) Other
types of groups Memberships and reference groups In-groups and
out-groups Committees
Slide 11
MNGT 360 CH 11Erin Bass 2010 Conditions that Promote Group
Effectiveness Setting a compelling direction for the groups work.
Designing and enabling group structure. Ensuring that the group
operates within a supportive context. Providing expert
coaching.
Slide 12
MNGT 360 CH 11Erin Bass 2010 Table 11.1 - Factors That Increase
and Decrease Group Cohesiveness Factors That Increase Group
Cohesiveness Factors That Decrease Group Cohesiveness Agreement on
group goals Frequency of interaction Personal attractiveness
Intergroup competition Favorable evaluation Disagreement on goals
Large group size Unpleasant experiences Intragroup competition
Domination by one or more members
Slide 13
MNGT 360 CH 11Erin Bass 2010 Group/Team Effectiveness Factors
that play the major role in determining group effectiveness: Task
interdependence Outcome interdependence Potency Group effectiveness
may also be influenced by the conditions of adaptation to
nonroutine events.
Slide 14
MNGT 360 CH 11Erin Bass 2010 Group/Team Effectiveness
(Continued) Three behaviors are keys to adapting to unusual
circumstances or events: Information collection and transfer Task
prioritization Task distribution
Slide 15
MNGT 360 CH 11Erin Bass 2010 Dynamics of Informal Groups Norms
and roles in informal groups Norms are the oughts of behavior. Role
can best be defined as a position that has expectations evolving
from established norms. Some informal roles found in work groups
include the following: Boundary spanner; Buffer; Lobbyist;
Negotiator; Spokesperson.
Slide 16
MNGT 360 CH 11Erin Bass 2010 Dynamics of Informal Groups
(Continued) Informal organization Has both functions and
dysfunctions. Frequently mentioned dysfunctions include conflicting
objectives, restriction of output, conformity, blocking of
ambition, inertia, and resistance to change.
Slide 17
MNGT 360 CH 11Erin Bass 2010 Dysfunctions of Groups and Teams
Norm violation and role ambiguity/conflict Role conflict occurs
when the employee or team member is: Asked to perform conflicting
tasks. Required to perform a task that conflicts with his or her
own personal values. Groupthink, conformity problem Groupthink is
defined as a deterioration of mental efficiency, reality testing,
and moral judgment that results from in group pressures.
Slide 18
MNGT 360 CH 11Erin Bass 2010 Table 11.2 - Symptoms of
Groupthink Source: Adapted from Irving L. Janis, Groupthink, 2nd
ed., Houghton Mifflin, Boston, 1982, pp. 174175.
Slide 19
MNGT 360 CH 11Erin Bass 2010 Dysfunctions of Groups and Teams
(Continued) Risky shift phenomenon Dysfunctions in perspective
Social loafing Occurs when members reduce their effort and
performance levels when acting as part of a group. Primary causes
include lack of performance feedback within the group and tasks
that are not intrinsically motivating among others.
Slide 20
MNGT 360 CH 11Erin Bass 2010 Work Teams Nature of teams Teams
do go beyond traditional formal work groups by having a collective,
synergistic effect. Cross-functional teams Choose members carefully
Establish the teams purpose Ensure understanding of group functions
Conduct intensive team building Achieve noticeable results
Slide 21
MNGT 360 CH 11Erin Bass 2010 Teams in the Workplace Virtual
teams Groups of people who work interdependently with shared
purpose across space, time, and organization boundaries using
technology to communicate and collaborate. A key to effective
virtual teams is to choose the appropriate communication media to
fit the requirements of the task and the message. Are flexible and
are driven by information and skills rather than time and
location.
Slide 22
MNGT 360 CH 11Erin Bass 2010 Teams in the Workplace (Continued)
Self-managed teams A group of employees who are responsible for
managing and performing technical tasks that result in a product or
service being delivered to an internal or external customer
Slide 23
MNGT 360 CH 11Erin Bass 2010 Teams in the Workplace (Continued)
How to make teams more effective Team building Establishes a sense
of ownership and partnership. Allows members to see the team as a
unit and as an attractive work arrangement. Involves rapid
learning.
Slide 24
MNGT 360 CH 11Erin Bass 2010 Table 11.3 - Training Guidelines
for Developing Effective Self- Managed Teams Source: Adapted from
Paul E. Brauchle and David W. Wright, Training Work Teams, Training
and Development, March 1993, pp. 6568.
Slide 25
MNGT 360 CH 11Erin Bass 2010 Teams in the Workplace (Continued)
Collaboration Learning how to improve interpersonal interactions in
group settings while committing to a common agenda. Leadership
Leaders should be clear and decisive as they work with different
people, teams, and environments. Cultural issues in global
situations Creating a hybrid team culture can be linked to improved
performance.