《management教学资料》managing-groups-and-team

1、Managing Groups and TeamsJUFE -May,2014Professor Paul Jackson, MBA, MA, PgDip, PgCert, BA, FHEA, AMBAEx Coventry University, United Kingdomppt课件1Lets move on to Groups and Teams Chapter 13Questions !what are they?Give some examplesWhy do people need to work in a team?What are some of the problems ab

2、out being in a team?What makes a team effective?ppt课件2GroupsGroups are formed deliberately to get things done-e g,tasks groups,project groups,committees.People form naturally into groups to pursue their interests-staff groups, trades unions/workers ,Religious Groups,councils,political partiesBasic H

3、uman need for belonging e.g,Sports teams,Orchestras, associationsppt课件3Understanding GroupsGroupTwo or more interacting and interdependent individuals who come together to achieve particular goals.Formal groupsWork groups defined by the organisations structure that have designated work assignments a

4、nd tasks.Appropriate behaviors are defined by and directed toward organisational goals.Informal groupsGroups that are independently formed to meet the social needs of their members.ppt课件154Important to know differences between informal/formalCharacteristics of Effective & Ineffective GroupsEffective

5、Informal atmosphereRelevant discussion & active participationTask understood & commitment to task accomplishmentMembers listen to each otherConflict not avoided but dealt with openly & constructivelyDecisions reached by consensus IneffectiveAtmosphere suggests boredom or tensionDiscussion dominated

6、by a same people & often irrelevantNo common objective apparentMembers talk over one another & dont listenConflict avoided or allowed to develop into politickingSimple majorities seen as sufficientppt课件5Stages of Group DevelopmentFormingStormingNormingPerformingTuckman & Jensonppt课件6Lets pull togeth

7、er!FormingPurpose/ objectives of group discussedGroup composition/ identity examinedLeadership assigned or assumedEstablishment of individual identity or roleppt课件7?Stages of Team DevelopmentCharacteristics of Forming/Testingppt课件8PoliteImpersonalWatchfulGuardedConcern for StructureSilenceAnxietyDep

8、endence on LeaderStormingConflict about:- purposes & objectives- leadership- norms of work & behaviour challenged- personal agendas revealedppt课件9Stages of Team DevelopmentCharacteristics of Storming/In fightingppt课件10Confronting PeopleOpting OutSub GroupingConflictsNoisyRebellionFeelingStuckNorming

9、New & more realistic objectives agreedPatterns of behaviour & norms agreedDegree of openness & trust established ppt课件11Stages of Team DevelopmentTESTING-FORMINGIN-FIGHTING-STORMINGGETTING ORGANISED-NORMINGMATURE RAPPORT-PERFORMINGppt课件12Stages of Team DevelopmentCharacteristics of Getting Organised

10、-NormingClearer Roles Emerging Developing SkillsEstablishing Procedures and NormsGiving FeedbackConfronting IssuesMore Open ExchangesMore/Better ListeningMove to Group Cohesionppt课件13Stages of Team DevelopmentCharacteristics of Performing/Mature Rapportppt课件14ResourcefulEnergy Task RelatedFlexibleOp

11、ennessEffectiveClose and SupportiveSettled InterdependencePerformingFull maturity & productivity reachedFlexible & creative working patterns adoptedOpen & cohesive group dynamicsppt课件15Stages of Team DevelopmentFinally-it all starts over again- adjourningppt课件16New Team MemberProject changesTeams di

12、e!Tuckmans ModelModel is a sequential processWhilst sequential it is not inevitable that progression will occurWork gets performed in all four stagesIf composition of the group changes then groups generally return to the forming phaseRegression to earlier stages can occurppt课件17Stages in Group Devel

13、opmentFormingMembers join and begin the process of defining the groups purpose, structure, and leadership.StormingIntragroup conflict occurs as individuals resist control by the group and disagree over leadership.NormingClose relationships develop as the group becomes cohesive and establishes its no

14、rms for acceptable behavior.PerformingA fully functional group structure allows the group to focus on performing the task at hand.AdjourningThe group prepares to disband and is no longer concerned with high levels of performance.ppt课件Stages of Group Developmentppt课件Exhibit 13.2Group Behaviour Modelp

15、pt课件Exhibit 13.3Work Group BehaviourInternal Variables Affecting Group BehaviourThe individual abilities of the groups membersThe size of the groupThe level of conflictThe internal pressures on members to conform to the groups normsppt课件Conditions Affecting Group BehaviourExternal (Organisational) C

16、onditionsOverall strategyAuthority structuresFormal regulationsAvailable organisational resourcesEmployee selection criteriaPerformance management (appraisal) systemOrganisational cultureGeneral physical layoutInternal Group VariablesIndividual competencies and traits of membersGroup structure Size

17、of the groupCohesiveness and the level of intra-group conflictInternal pressures on members to conform to the groups normsppt课件1522Group StructureRolesThe set of expected behaviour patterns attributed to someone who occupies a given position in a social unit that assist the group in task accomplishm

18、ent or maintaining group member satisfaction.Role conflict: experiencing differing role expectationsRole ambiguity: uncertainty about role expectationsSo if its clear-we all understand!ppt课件Group Structure NormsAcceptable standards or expectations that are shared by the groups members.Common types o

19、f normsEffort and performanceOutput levels, absenteeism, promptness, socialisingDressLoyaltyWhen do we have lunch/ break!ppt课件Group Structure ConformityIndividuals conform in order to be accepted by groups.Group pressures can have an effect on an individual members judgment and attitudes.The effect

20、of conformity is not as strong as it once was, although still a powerful force.GroupthinkThe extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that of the group.ppt课件Chinese culture?Examples of Cards Used in

21、the Asch Studyppt课件Exhibit 13.4Group Structure Status SystemThe formal or informal prestige grading, position, or ranking system for members of a group that serves as recognition for individual contributions to the group and as a behavioural motivator.Formal status systems are effective when the per

22、ceived ranking of an individual and the status symbols accorded that individual are congruent.ppt课件1527Group Structure: Group SizeSmall groupsComplete tasks faster than larger groups.Make more effective use of facts.Large groupsSolve problems better than small groups.Are good for getting diverse inp

23、ut.Are more effective in fact-finding.Social LoafingThe tendency for individuals to expend less effort when working collectively than when work individually.ppt课件Group StructureGroup CohesivenessThe degree to which members are attracted to a group and share the groups goals.Highly cohesive groups ar

24、e more effective and productive than less cohesive groups when their goals aligned with organisational goals.ppt课件1529The Relationship Between Cohesiveness and Productivityppt课件Exhibit 13.5Group Processes: Group Decision Making-what are the Best results?AdvantagesGenerates more complete information

25、and knowledge.Generates more diverse alternatives.Increases acceptance of a solution.Increases legitimacy of decision.DisadvantagesTime consumingMinority dominationPressures to conformAmbiguous responsibilityppt课件Group versus Individual Decision Makingppt课件Criteria of Effectiveness Groups Individual

26、s Accuracy Speed Creativity Degree of acceptance Efficiency Techniques for Making More Creative GroupDecisionsppt课件Exhibit 13.6Group Processes: Conflict ManagementConflictThe perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks

27、.Traditional view: conflict must it avoided.Human relations view: conflict is a natural and inevitable outcome in any group.Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance.ppt课件It can be a good thingGroup Processes: Conflict Managemen

28、t Categories of ConflictFunctional conflicts are constructive.Dysfunction conflicts are destructive.Types of ConflictTask conflict: content and goals of the workRelationship conflict: interpersonal relationshipsProcess conflict: how the work gets doneppt课件1535Group Processes: Conflict Management Tec

29、hniques to Reduce Conflict:AvoidanceAccommodationForcingCompromiseCollaborationppt课件1536Conflict and Group Performanceppt课件Exhibit 13.7Conflict-Resolution Techniquesppt课件Exhibit 13.8Source: Adapted from K.W. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hou

30、gh (eds.) Handbook of Industrial and Organizational Psychology, vol. 3, 2d ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permissionGroup TasksHighly complex and interdependent tasks require:Effective communications: discussion among group members.Controlled conflict: More i

31、nteraction among group members.ppt课件1539Turning Groups into Effective TeamsWork teams - groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skillsAdvantages of Using TeamsTeams outperform individuals.Tea

32、ms provide a way to better use employee talents.Teams are more flexible and responsive.Teams can be quickly assembled, deployed, refocused, and disbanded.ppt课件What Is a Work Team?Work TeamA group whose members work intensely on a specific common goal using their positive synergy, individual and mutu

33、al accountability, and complementary skills.Types of TeamsProblem-solving teamsSelf-managed work teamsCross-functional teamsVirtual teamsppt课件1542Types of Work TeamsProblem-solving TeamsEmployees from the same department and functional area who are involved in efforts to improve work activities or t

34、o solve specific problemsSelf-managed Work TeamsA formal group of employees who operate without a manager and responsible for a complete work process or segment.ppt课件1543Types of Work TeamsCross-functional TeamsA hybrid grouping of individuals who are experts in various specialties and who work toge

35、ther on various tasks.Virtual TeamsTeams that use computer technology to link physically dispersed members in order to achieve a common goal.ppt课件1544Examples of Work GroupsCommand GroupsGroups that are determined by the organisation chart and composed of individuals who report directly to a given m

36、anager.Task GroupsGroups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands. ppt课件Current Challenges in Managing TeamsGroup Member Resources in Global Teams - managers need to clearly understand the cultural characteristics of group membersGroup Structure issues includ