团队与小组管理

Chapter9WorkTeamtheyallownoquestioningorarguingofalternatives.,ManagersShouldAvoidGroupthinkinMakingDecisionsWithGroups(Cont.),Symptom,Description,Self-censorshipUnanimity“Mindguarding”,Membersdonotquestionthegroupsdecision.Membersperceivethateveryoneinthegrouphasthesameview.Membersmaykeepadverseinformationfromothermembersthatmightruintheirperceptionsofconsensusandtheeffectivedecision.,Table6-2b,MajorChangesinLeadershipOccurasTeamsBecomeSelf-Directed,STAGE1,STAGE2,STAGE3,STAGE4,STAGE5,Start-Up,SateofConfusion,Leader-CenteredTeams,TightlyFormedTeams,Self-DirectedTeams,MangersCanUseThreePointsofLeveragetoEnhanceGroupTaskPerformance,PointsofLeverage,ProcessCriteriaofEffectiveness,GroupStructure,OrganizationalContext,CoachingandConsultation,AmpleeffortSufficientknowl-edgeandskill,Motivationalstruc-tureofgrouptaskGroupcomposition,OrganizationalrewardsystemOrganizationaleducationsystem,Remedyingcoor-dinationproblemsandbuildinggroupcommitmentRemedyinginap-propriate“weight-ing”ofmemberinputsandfoster-ingcross-training,MangersCanUseThreePointsofLeveragetoEnhanceGroupTaskPerformance(Cont.),PointsofLeverage,ProcessCriteriaofEffectiveness,GroupStructure,OrganizationalContext,CoachingandConsultation,Task-appropriateperformancestrategies,Groupnormsthatregulatememberbehaviorandfosterscanningandplan-ning,Organizationalinformationsystem,Remedyingimple-mentationprob-lemsandfosteringcreativityinstrat-egydeployment,Table6-3b,DiverseTeamsOfferBothAdvantagesandDisadvantagesintheWorkplace,Advantages,Disadvantages,IncreasednumberofperspectivesMultipleinterpretationslikelyGreateropennesstonewideasIncreasedflexibilityIncreasedcreativityImprovedproblemsolvingImprovedunderstandingofforeignemployeesorcustomers,IncreasedambiguityIncreasedcomplexityIncreasedconfusionIncreasedmistrustPotentialmiscommunicationDifficultyinreachingagreementsDifficultyinreconcilingdiverseperspectivesDifficultyinreachingconsensusDecreasedgroupcohesion,Table6-4,DifferencesthatInfluencePerceptions,Which,inTurn,InfluenceIntergoupRelations,ATTITUDINALSETSCompetitiveCooperative,STATUSDIFFERENCES,PERCEPTIONS,INTERGROUPRELATIONS,ORIENTATIONGoalsTimeSocial,RelationsofTaskstakesproblemininsolvabilityofproblems;blamesauthority,conflictedaboutdependencyfeelinghelplessanddistrusting.Effects:seenasgreedyanduserofgroupenergy;membersbecomebored,confused,irritatedandfrustrated.,Self-RighteousMoralist,Def.:strongneedtoberight.Demonstratessuperiorityviapoiseandunconcernedaboutbeingliked.Deepunderlyingshame.Effect:mobilizessomuchresentmentthatmaybeforcedoutofthegroup.,CreativeGroupRoles,IdeaGenerator,Lookfornewwaystodothings.Tendtofocusonlyonideasandconcepts.Areresultdriven.,Designers,Seethebigpicture.Provideguidanceandtools.Defineperformancestandards.Identifyresourcesneededtocompleteprojects.,Promoters,Visualizeendresult.Optimistic.Promoteideasandgivemomentum.,ManagersCanUseThisChecklisttoDiagnosetheRolesPlayedbyEachTeamMember,TASKORIENTED,MAINTENANCE,INDIVIDUAL,AgendaSetterAnalyzerCoordinatorEvaluatorInformationGiverInformationSeekerIntuitorOther,EncouragerFollowerGatekeeperGroupObserverHarmonizerStandardSetterOther,AvoiderBlockerClownDominatorRecognitionSeekerOther,GroupNorms,Acceptablestandardsofbehavior,thataresharedbythegroupsmembers.FormalNormsexplicitlystatedInformalNormshabitbecomesnorm,CommonClassesofNorms,PerformancerelatedprocessesAppearancefactorsInformalsocialarrangementsAllocationofresources,BehaviorscanbecomeNorms,CriticaleventsingroupshistoryPrimacyCarry-overfrompastsituationsExplicitstatementsmadebyagroupsmember,Reasonsabehaviormightbecomea“norm”,Tofacilitatethegroupssurvival.Ifitincreasesthepredictabilityofgroupmembersbehaviors.Toreduceembarrassinginterpersonalproblemsforgroupmembers.Toallowmemberstoexpresscentralvaluesofthegroup.Toclarifywhatisdistinctiveaboutthegroupsidentity.,Status,Sociallydefinedpositionorrankgiventogroupsorgroupmembersbyothers“Inthestatushierarchyoflife,nothingdoesntmatter.”Examples:titles,relationships,pay&benefits,workschedules,officeamenities,GroupSize,GroupswithanoddnumbertendtoperformbetterGroupsof5-7seemtobea“happymedium”SmallergroupsfasterLargergroupsbetterdecisions“socialloafing”,EliminatingSocialLoafing,Makeeachperformeridentifiable.PublicPostingInterestingWorkRewardsforContributionsPunishmentThreats,SatisfactionisHigher,SmallgroupsUniformstatusandnormsamonggroupmembersUsehigherlevelskillsMeaningfulworkSignificanteffectofoutcomesPositivefeedbackWhengroupsexperiencesubstantialautonomy,PositiveBehaviors,Making“I”statementssuchas“Ifeel,”“Ithink,”“Ineed.”Activelylisteningtopromotetwo-waycommunication.Respectingothersneeds,feelings,andrightsbyallowingotherstodisagree.Sharinginformationandexpertiseopenly.,NegativeBehaviors,Unwillingnesstosetasidepersonalagendas.Aggressivelyusing“always”or“never”tointimidateothers.Displayinganegativeattitude.Judgingothers.Wantingtobeastarratherthanpartoftheprocess.,MatureGroupCharacteristics,PurposeandMissionMaybeassignedormayemergefromthegroupGroupoftenquestions,reexamines,&modifiesmission&purposeMissionconvertedintospecificagenda,cleargoals,&asetofcriticalsuccessfactors,MatureGroupCharacteristics,BehavioralNorms-well-understoodstandardsofbehaviorwithinagroup,Formal&written,Groundrulesformeetings,Informalbutunderstood,Intra-groupsocializingDresscodes,MatureGroupCharacteristics,Groupcohesion-interpersonalattractionbindinggroupmemberstogetherEnablesgroupstoexerciseeffectivecontroloverthemembersGroupswithhighcohesivenessdemonstratelowertension&anxietydemonstratelessvariationinproductivitydemonstratebettermembersatisfaction,commitment&communication,Cohesiveness&Work-RelatedTension,GroupCohesivenessfromlowtohigh,7165265571912,Numberofgroups,“Doesyourworkevermakeyoujumpyornervous?”,FromS.E.Seashore,GroupCohesivenessintheIndustrialWorkForce,1954.ResearchconductedbyStanleyE.SeashoreattheInstituteforSocialResearch,UniversityofMichigan.Reprintedbypermission.,MatureGroupCharacteristics,Statusstructure-thesetofauthority&taskrelationsamongagroupsmembersHierarchicaloregalitarianOftenleadershipisshared,Diversitystyles,Contributor,Collaborator,Communicator,Challenger,Data/Info,Mission,Facilitator,Devilsadvocate,Goodwhenperformingcomplicated,complex,inter-relatedand/ormorevoluminousworkthanonepersoncanhandleGoodwhenknowledge,talent,skills,notpower&competition,WhyTeams?,QualityCircles&Teams,Qualitycircles(QC)-asmallgroupofemployeeswhoworkvoluntarilyoncompanytime,typicallyonehourperweek,toaddresswork-relatedproblemsQCsdealwithsubstantiveissuesDonotrequirefinaldecisionauthorityQCsneedperiodicreenergizingQualityteam-ateamthatispartofanorganizationsstructure&isempoweredtoactonitsdecisionsregardingproduct&qualityservice,SocialBenefitsofTeams,Psychologicalintimacy-emotional&psychologicalclosenesstootherteamorgroupmembers,Integratedintimacy-closenessachievedthroughtasks&activities,TeamTaskFunctions,Taskfunctions-thoseactivitiesdirectlyrelatedtotheeffectivecompletionoftheteamswork,Initiateactivities,Diagnoseproblems,Coordinateactivities,Elaborateconcepts,Summarizeideas,Evaluateeffectiveness,Giveinformation,Testideas,Seekinformation,TeamMaintenanceFunctions,Maintenancefunctions-thoseactivitiesessentialtotheeffective,satisfyinginterpersonalrelationshipswithinateamorgroup,Supportothers,Harmonizeconflict,Testgroupdecisions,Testconsensus,Expressmemberfeelings,Reducetension,Followotherslead,Setstandards,Gatekeepercommunication,Empowerment,Anattributeofapersonorofanorganizationsculture,Preparation&carefulplanningfocusesempoweredemployees,Encouragesparticipation,FoundationsforEmpowerment,Organizationalfoundations,Team-orientedworkdesign,Participative,supportiveorganizationalculture,IndividualPrerequisitesforEmpowerment,ThecapabilitytobecomepsychologicallyinvolvedinparticipativeactivitiesThemotivationtoactautonomouslyThecapacitytoseetherelevanceofparticipationforonesownwellbeing,EmpowermentSkills,Competenceskills-masteryandexperienceinoneschosendiscipline&profes