管理学原理robbins_PPT15.ppt

PowerPointPresentationbyCharlieCookCopyright 2005PrenticeHall Inc Allrightsreserved Copyright 2005PrenticeHall Inc Allrightsreserved 15 2 LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter UnderstandingGroupsDefinethedifferenttypesofgroups Describethefivestageofgroupdevelopment ExplainingWorkGroupBehaviorExplainthemajorcomponentsthatdeterminegroupperformanceandsatisfaction Discusshowroles norms conformity statussystems groupsize andgroupcohesivenessinfluencegroupbehavior Explainhowgroupnormscanbothhelpandhurtanorganization Definegroupthinkandsocialloafing Copyright 2005PrenticeHall Inc Allrightsreserved 15 3 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter ExplainingWorkGroupBehavior cont d Describetherelationshipsbetweengroupcohesivenessandproductivity Discusshowconflictmanagementinfluencesgroupbehavior Describetheadvantagesanddisadvantagesofgroupdecisionmaking CreatingEffectiveTeamsComparegroupsandteams Explainwhyteamshavebecomesopopular Describethefourmostcommontypesofteams Listthecharacteristicsofeffectiveteams Copyright 2005PrenticeHall Inc Allrightsreserved 15 4 UnderstandingGroups GroupTwoormoreinteractingandinterdependentindividualswhocometogethertoachieveparticulargoals FormalgroupsWorkgroupsdefinedbytheorganization sstructurethathavedesignatedworkassignmentsandtasks Appropriatebehaviorsaredefinedbyanddirectedtowardorganizationalgoals InformalgroupsGroupsthatareindependentlyformedtomeetthesocialneedsoftheirmembers Copyright 2005PrenticeHall Inc Allrightsreserved 15 5 StagesinGroupDevelopment FormingMembersjoinandbegintheprocessofdefiningthegroup spurpose structure andleadership StormingIntragroupconflictoccursasindividualsresistcontrolbythegroupanddisagreeoverleadership NormingCloserelationshipsdevelopasthegroupbecomescohesiveandestablishesitsnormsforacceptablebehavior PerformingAfullyfunctionalgroupstructureallowsthegrouptofocusonperformingthetaskathand AdjourningThegrouppreparestodisbandandisnolongerconcernedwithhighlevelsofperformance Copyright 2005PrenticeHall Inc Allrightsreserved 15 6 Exhibit15 2 StagesofGroupDevelopment Copyright 2005PrenticeHall Inc Allrightsreserved 15 7 Exhibit15 3 GroupBehaviorModel Copyright 2005PrenticeHall Inc Allrightsreserved 15 8 WorkGroupBehavior InternalVariablesAffectingGroupBehaviorTheindividualabilitiesofthegroup smembersThesizeofthegroupThelevelofconflictTheinternalpressuresonmemberstoconformothegroup snorms Copyright 2005PrenticeHall Inc Allrightsreserved 15 9 ConditionsAffectingGroupBehavior External Organizational ConditionsOverallstrategyAuthoritystructuresFormalregulationsAvailableorganizationalresourcesEmployeeselectioncriteriaPerformancemanagement appraisal systemOrganizationalcultureGeneralphysicallayout InternalGroupVariablesIndividualcompetenciesandtraitsofmembersGroupstructureSizeofthegroupCohesivenessandthelevelofintragroupconflictInternalpressuresonmemberstoconformothegroup snorms Copyright 2005PrenticeHall Inc Allrightsreserved 15 10 GroupStructure RoleThesetofexpectedbehaviorpatternsattributedtosomeonewhooccupiesagivenpositioninasocialunitthatassistthegroupintaskaccomplishmentormaintaininggroupmembersatisfaction Roleconflict experiencingdifferingroleexpectationsRoleambiguity uncertaintyaboutroleexpectations Copyright 2005PrenticeHall Inc Allrightsreserved 15 11 GroupStructure cont d NormsAcceptablestandardsorexpectationsthataresharedbythegroup smembers CommontypesofnormsEffortandperformanceOutputlevels absenteeism promptness socializingDressLoyalty Copyright 2005PrenticeHall Inc Allrightsreserved 15 12 GroupStructure cont d ConformityIndividualsconforminordertobeacceptedbygroups Grouppressurescanhaveaneffectonanindividualmember sjudgmentandattitudes Theeffectofconformityisnotasstrongasitoncewas althoughstillapowerfulforce GroupthinkTheextensivepressureofothersinastronglycohesiveorthreatenedgroupthatcausesindividualmemberstochangetheiropinionstoconformtothatofthegroup Copyright 2005PrenticeHall Inc Allrightsreserved 15 13 Exhibit15 4 ExamplesofCardsUsedintheAschStudy Copyright 2005PrenticeHall Inc Allrightsreserved 15 14 GroupStructure cont d StatusSystemTheformalorinformalprestigegrading position orrankingsystemformembersofagroupthatservesasrecognitionforindividualcontributionstothegroupandasabehavioralmotivator Formalstatussystemsareeffectivewhentheperceivedrankingofanindividualandthestatussymbolsaccordedthatindividualarecongruent Copyright 2005PrenticeHall Inc Allrightsreserved 15 15 GroupStructure GroupSize SmallgroupsCompletetasksfasterthanlargergroups Makemoreeffectiveuseoffacts LargegroupsSolveproblemsbetterthansmallgroups Aregoodforgettingdiverseinput Aremoreeffectiveinfact finding SocialLoafingThetendencyforindividualstoexpendlesseffortwhenworkingcollectivelythanwhenworkindividually Copyright 2005PrenticeHall Inc Allrightsreserved 15 16 GroupStructure cont d GroupCohesivenessThedegreetowhichmembersareattractedtoagroupandsharethegroup sgoals Highlycohesivegroupsaremoreeffectiveandproductivethanlesscohesivegroupswhentheirgoalsalignedwithorganizationalgoals Copyright 2005PrenticeHall Inc Allrightsreserved 15 17 Exhibit15 5 TheRelationshipBetweenCohesivenessandProductivity Copyright 2005PrenticeHall Inc Allrightsreserved 15 18 GroupProcesses GroupDecisionMaking AdvantagesGeneratesmorecompleteinformationandknowledge Generatesmorediversealternatives Increasesacceptanceofasolution Increaseslegitimacyofdecision DisadvantagesTimeconsumingMinoritydominationPressurestoconformAmbiguousresponsibility Copyright 2005PrenticeHall Inc Allrightsreserved 15 19 Exhibit15 6 GroupversusIndividualDecisionMaking Copyright 2005PrenticeHall Inc Allrightsreserved 15 20 Exhibit15 7 TechniquesforMakingMoreCreativeGroupDecisions Copyright 2005PrenticeHall Inc Allrightsreserved 15 21 GroupProcesses ConflictManagement ConflictTheperceivedincompatibledifferencesinagroupresultinginsomeformofinterferencewithoroppositiontoitsassignedtasks Traditionalview conflictmustitavoided Humanrelationsview conflictisanaturalandinevitableoutcomeinanygroup Interactionistview conflictcanbeapositiveforceandisabsolutelynecessaryforeffectivegroupperformance Copyright 2005PrenticeHall Inc Allrightsreserved 15 22 GroupProcesses ConflictManagement cont d CategoriesofConflictFunctionalconflictsareconstructive Dysfunctionconflictsaredestructive TypesofConflictTaskconflict contentandgoalsoftheworkRelationshipconflict interpersonalrelationshipsProcessconflict howtheworkgetsdone Copyright 2005PrenticeHall Inc Allrightsreserved 15 23 GroupProcesses ConflictManagement cont d TechniquestoReduceConflict AvoidanceAccommodationForcingCompromiseCollaboration Copyright 2005PrenticeHall Inc Allrightsreserved 15 24 Exhibit15 8 ConflictandGroupPerformance Copyright 2005PrenticeHall Inc Allrightsreserved 15 25 Exhibit15 9 Conflict ResolutionTechniques Source AdaptedfromK W Thomas ConflictandNegotiationProcessesinOrganizations inM D DunnetteandL M Hough eds HandbookofIndustrialandOrganizationalPsychology vol 3 2ded PaloAlto CA ConsultingPsychologistsPress 1992 p 668 Withpermission Copyright 2005PrenticeHall Inc Allrightsreserved 15 26 GroupTasks Highlycomplexandinterdependenttasksrequire Effectivecommunications discussionamonggroupmembers Controlledconflict Moreinteractionamonggroupmembers Copyright 2005PrenticeHall Inc Allrightsreserved 15 27 AdvantagesofUsingTeams Teamsoutperformindividuals Teamsprovideawaytobetteruseemployeetalents Teamsaremoreflexibleandresponsive Teamscanbequicklyassembled deployed refocused anddisbanded Copyright 2005PrenticeHall Inc Allrightsreserved 15 28 WhatIsaTeam WorkTeamAgroupwhosemembersworkintenselyonaspecificcommongoalusingtheirpositivesynergy individualandmutualaccountability andcomplementaryskills TypesofTeamsProblem solvingteamsSelf managedworkteamsCross functionalteamsVirtualteams Copyright 2005PrenticeHall Inc Allrightsreserved 15 29 TypesofTeams Problem solvingTeamsEmployeesfromthesamedepartmentandfunctionalareawhoareinvolvedineffortstoimproveworkactivitiesortosolvespecificproblemsSelf managedWorkTeamsAformalgroupofemployeeswhooperatewithoutamanagerandresponsibleforacompleteworkprocessorsegment Copyright 2005PrenticeHall Inc Allrightsreserved 15 30 TypesofTeams cont d Cross functionalTeamsAhybridgroupingofindividualswhoareexpertsinvariousspecialtiesandwhoworktogetheronvarioustasks VirtualTeamsTeamsthatusecomputertechnologytolinkphysicallydispersedmembersinordertoachieveacommongoal Copyright 2005PrenticeHall Inc Allrightsreserved 15 31 Exhibit15 2a ExamplesofFormalGroups CommandGroupsGroupsthataredeterminedbytheorganizationchartandcomposedofindividualswhoreportdirectlytoagivenmanager TaskGroupsGroupscomposedofindividualsbroughttogethertocompleteaspecificjobtask theirexistenceisoftentemporarybecauseoncethetaskiscompleted