管理学（第16版）课件 英文 第15、16章 管理群体和团队、成为有效领导者

ManagementSixteenthEditionChapter15ManagingGroupsandTeamsCopyright©2025,2021,2018PearsonEducation,Inc.AllRightsReservedLearningObjectives15.1Definegroupsandthestagesofgroupdevelopment.15.2Describethemajorcomponentsthatdeterminegroupperformanceandsatisfaction.15.3Defineteamsandbestpracticesinfluencingteamperformance.WhatIsaGroup?Group:twoormoreinteractingandinterdependentindividualswhocometogethertoachievespecificgoalsFormalgroupsInformalgroupsExhibit15-1ExamplesofFormalWorkGroupsGroupDescriptionCommandgroupsGroupsdeterminedbytheorganizationalchartandcomposedofindividualswhoreportdirectlytoagivenmanager.TaskgroupsGroupscomposedofindividualsbroughttogethertocompleteaspecificjobtask;theirexistenceisoftentemporarybecausewhenthetaskiscompleted,thegroupdisbands.Cross-functionalteamsGroupsthatbringtogethertheknowledgeandskillsofindividualsfromvariousworkareasorgroupswhosemembershavebeentrainedtodoeachother’sjobs.Self-managedteamsGroupsthatareessentiallyindependentandthat,inadditiontotheirowntasks,takeontraditionalmanagerialresponsibilitiessuchashiring,planningandscheduling,andevaluatingperformance.StagesofGroupDevelopment(1of2)1.

Forming:thefirststageofgroupdevelopmentinwhichpeoplejointhegroupandthendefinethegroup’spurpose,structure,andleadership2.

Storming:thesecondstageofgroupdevelopment,characterizedbyintragroupconflict3.

Norming:thethirdstageofgroupdevelopment,characterizedbycloserelationshipsandcohesivenessStagesofGroupDevelopment(2of2)4.

Performing:thefourthstageofgroupdevelopmentwhenthegroupisfullyfunctionalandworksongrouptask5.

Adjourning:thefinalstageofgroupdevelopmentfortemporarygroupsduringwhichgroupmembersareconcernedwithwrappingupactivitiesratherthantaskperformanceExhibit15-2StagesofGroupDevelopmentAsshowninExhibit15-2,thestagesofgroupdevelopmentareforming,storming,norming,performing,andadjourning.Exhibit15-3GroupPerformance/SatisfactionModelExhibit15-3presentsthemajorfactorsthatdeterminegroupperformanceandsatisfaction.ExternalConditionsImposedontheGroupExternalconditionsinclude:Organization'sstrategyAuthorityrelationshipsFormalrulesandregulationsAvailabilityofresourcesEmployeeselectioncriteriaGroupMemberResourcesKnowledgeAbilitiesSkillsPersonalitytraitsGroupStructure(1of2)Role:behaviorpatternsexpectedofsomeoneoccupyingagivenpositioninasocialunitNorms:standardsorexpectationsthatareacceptedandsharedbyagroup’smembersConformity:Groupthink:whenagroupexertsextensivepressureonanindividualtoalignhisorheropinionwithothers’opinionsExhibit15-4ExamplesofAsch’sCardsExhibit15-4presentsexamplesofAsch’scards.GroupStructure(2of2)Statussystems:Status:aprestigegrading,position,orrankwithinagroupGroupsize:Socialloafing:thetendencyforindividualstoexpendlesseffortwhenworkingcollectivelythanwhenworkingindividuallyGroupcohesiveness:thedegreetowhichgroupmembersareattractedtooneanotherandsharethegroup’sgoalsExhibit15-5GroupCohesivenessandProductivityExhibit15-5representstherelationshipbetweencohesivenessandeffectiveness.GroupProcesses:DecisionMakingAdvantages:GeneratemorecompleteinformationandknowledgeIncreaseacceptanceofasolutionIncreaselegitimacyDisadvantages:TakemoretimeAdominantminoritycanundulyinfluenceoutcome;groupthinkIndividualresponsibilitiesareambiguousExhibit15-6CreativeGroupDecisionMakingExhibit15-6representsthreetechniquesmanagerscanusetohelpgroupsmakemorecreativedecisions.GroupProcesses:ConflictManagementConflict:perceivedincompatibledifferencesthatresultininterferenceoroppositionTraditionalviewofconflict:theviewthatallconflictisbadandmustbeavoidedHumanrelationsviewofconflict:theviewthatconflictisanaturalandinevitableoutcomeinanygroupInteractionistViewofConflictInteractionistviewofconflict:theviewthatsomeconflictisnecessaryforagrouptoperformeffectivelyFunctionalconflicts:conflictsthatsupportagroup’sgoalsandimproveitsperformanceDysfunctionalconflicts:conflictsthatpreventagroupfromachievingitsgoalsExhibit15-7ConflictandGroupPerformanceExhibit15-7illustratesthechallengefacingmanagers.TypesofConflictTaskconflict:conflictovercontentandgoalsoftheworkRelationshipconflict:conflictbasedoninterpersonalrelationshipsProcessconflict:conflictoverhowworkgetsdoneGroupTasksIt’sthecomplexityandinterdependenceoftasksthatinfluenceagroup’seffectivenessMorespecifically,it’sthecomplexityandinterdependenceoftasksthatinfluenceagroup’seffectivenessTheDifferenceBetweenGroupsandTeamsWorkteams:groupswhosemembersworkintenselyonaspecific,commongoalusingtheirpositivesynergy,individualandmutualaccountability,andcomplementaryskillsWorkgroups:WorkgroupsinteractprimarilytoshareinformationandtomakedecisionstohelpeachmemberdotheirjobmoreefficientlyandeffectivelyExhibit15-8GroupsVersusTeamsWorkTeamsWorkGroupsLeadershiproleissharedOneleaderclearlyinchargeAccountabletoselfandteamAccountableonlytoselfTeamcreatesspecificpurposePurposeissameasbroaderorganizationalpurposeWorkisdonecollectivelyWorkisdoneindividuallyMeetingscharacterizedbyopen-endeddiscussionandcollaborativeproblem-solvingMeetingscharacterizedbyefficiency;nocollaborationoropen-endeddiscussionPerformanceismeasureddirectlybyevaluatingcollectiveworkoutputPerformanceismeasuredindirectlyaccordingtoitsinfluenceonothersWorkisdecideduponanddonetogetherWorkisdecideduponbygroupleaderanddelegatedtoindividualgroupmembersCanbequicklyassembled,deployed,refocused,anddisbandedblankTypesofWorkTeams(1of2)Problem-solvingteam:ateamfromthesamedepartmentorfunctionalareathat’sinvolvedineffortstoimproveworkactivitiesortosolvespecificproblemsSelf-managedworkteam:atypeofworkteamthatoperateswithoutamanagerandisresponsibleforacompleteworkprocessorsegmentTypesofWorkTeams(2of2)Cross-functionalteam:aworkteamcomposedofindividualsfromvariousfunctionalspecialtiesVirtualteam:atypeofworkteamthatusestechnologytolinkphysicallydispersedmembersinordertoachieveacommongoalCreatingEffectiveWorkTeams(1of2)CleargoalsRelevantskillsMutualtrustUnifiedcommitmentCreatingEffectiveWorkTeams(2of2)GoodcommunicationNegotiatingskillsAppropriateleadershipInternalandexternalsupportExhibit15-9CharacteristicsofEffectiveTeamsExhibit15-9illustratesthecharacteristicstypicallyexhibitedwitheffectiveteams.TechnologyandTeamsTechnologyischangingthewayteamsinteractthroughtheuseofvirtualcollaborationplatformssuchasMicrosoftTeamsorSlackArtificialintelligencecanbeusedtosupportteamfunctioningandevenbeateammemberReviewLearningObjective15.1Definegroupsandthestagesofgroupdevelopment.Formal/informalgroupsStagesofgroupdevelopment:FormingStormingNormingPerformingAdjourningReviewLearningObjective15.2Describethemajorcomponentsthatdeterminegroupperformanceandsatisfaction.ExternalconditionsandgroupmemberresourcesaffectworkgroupperformanceGroupdecisionmakingConflictmanagementReviewLearningObjective15.3Defineteamsandbestpracticesinfluencingteamperformance.ManagingglobalteamsBuildingteamskillsUnderstandingsocialnetworksCopyrightThisworkisprotectedbyUnitedStatescopyrightlawsandisprovidedsolelyfortheuseofinstructorsinteachingtheircoursesandassessingstudentlearning.Disseminationorsaleofanypartofthiswork(includingontheWorldWideWeb)willdestroytheintegrityoftheworkandisnotpermitted.Theworkandmaterialsfromitshouldneverbemadeavailabletostudentsexceptbyinstructorsusingtheaccompanyingtextintheirclasses.Allrecipientsofthisworkareexpectedtoabidebytheserestrictionsandtohonortheintendedpedagogicalpurposesandtheneedsofotherinstructorswhorelyonthesematerials.ManagementSixteenthEditionChapter16BeinganEffectiveLeaderCopyright©2025,2021,2018PearsonEducation,Inc.AllRightsReservedLearningObjectives16.1Defineleaderandleadership.16.2Compareandcontrastearlytheoriesofleadership.16.3Describethethreemajorcontingencytheoriesofleadership.16.4Describecontemporaryviewsofleadership.16.5Comparethevarioustheoriesofleadershipfortheirvalidity.16.6

Discusstwenty-firstcenturyissuesaffectingleadership.WhoAreLeadersandWhatIsLeadership?Leader:someonewhocaninfluenceothersandwhohasmanagerialauthorityLeadership:aprocessofinfluencingagrouptoachievegoalsLeadershipTraitsResearchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnon-leaderswasunsuccessfulwhocaninfluenceothersandwhohasmanagerialauthority.Itprovedimpossibletoidentifyasetoftraitsthatwouldalways

differentiatealeader(theperson)fromanonleaderofinfluencingagrouptoachievegoals.Exhibit16-1TenTraitsAssociatedwithLeadershipTraitDescriptionDriveLeadersexhibitahigheffortlevel.Theyhavearelativelyhighdesireforachievement,theyareambitious,theyhavealotofenergy,theyaretirelesslypersistentintheiractivities,andtheyshowinitiative.DesiretoleadLeadershaveastrongdesiretoinfluenceandleadothers.Theydemonstratethewillingnesstotakeresponsibility.HonestyandintegrityLeadersbuildtrustingrelationshipswithfollowersbybeingtruthfulornondeceitfulandbyshowinghighconsistencybetweenwordanddeed.Self-confidenceFollowerslooktoleadersforanabsenceofself-doubt.Leaders,therefore,needtoshowself-confidenceinordertoconvincefollowersoftherightnessoftheirgoalsanddecisions.IntelligenceLeadersneedtobeintelligentenoughtogather,synthesize,andinterpretlargeamountsofinformation,andtheyneedtobeabletocreatevisions,solveproblems,andmakecorrectdecisions.Job-relevantknowledgeEffectiveleadershaveahighdegreeofknowledgeaboutthecompany,industry,andtechnicalmatters.In-depthknowledgeallowsleaderstomakewell-informeddecisionsandtounderstandtheimplicationsofthosedecisions.ExtraversionLeadersareenergetic,livelypeople.Theyaresociable,assertive,andrarelysilentorwithdrawn.PronenesstoguiltGuiltpronenessispositivelyrelatedtoleadershipeffectivenessbecauseitproducesastrongsenseofresponsibilityforothers.Exhibit16-1(cont.)TenTraitsAssociatedwithLeadershipTraitDescriptionEmotionalIntelligenceEmpatheticleaderscansenseothers’needs,listentowhatfollowerssay(anddon’tsay),andreadthereactionsofothers.ConscientiousnessPeoplewhoaredisciplinedandabletokeepcommitmentshaveanapparentadvantagewhenitcomestoleadership.LeadershipBehaviorsBehavioraltheories:leadershiptheoriesthatidentifybehaviorsthatdifferentiateeffectiveleadersfromineffectiveleadersLeadersbehaveincompletelydifferentwaysasshownbytheexamplesinthetextoftwoCEOs:ElonMuskandCarterMurrayExhibit16-2BehavioralTheoriesofLeadershipStudyBehavioralDimensionConclusionUniversityofIowaDemocraticstyle:involvingsubordinates,delegatingauthority,andencouragingparticipationAutocraticstyle:dictatingworkmethods,centralizingdecisionmaking,andlimitingparticipationLaissez-fairestyle:givinggroupfreedomtomakedecisionsandcompleteworkDemocraticstyleofleadershipwasmosteffective,althoughlaterstudiesshowedmixedresults.OhioStateConsideration:beingconsiderateoffollowers’ideasandfeelingsInitiatingstructure:structuringworkandworkrelationshipstomeetjobgoalsHigh–highleader(highinconsiderationandhighininitiatingstructure)achievedhighsubordinateperformanceandsatisfaction,butnotinallsituations.UniversityofMichiganEmployeeoriented:emphasizedinterpersonalrelationshipsandtakingcareofemployees’needsProductionoriented:emphasizedtechnicalortaskaspectsofjobEmployee-orientedleaderswereassociatedwithhighgroupproductivityandhigherjobsatisfaction.ManagerialGridConcernforpeople:measuredleader’sconcernforsubordinatesonascaleof1to9(lowtohigh)Concernforproduction:measuredleader’sconcernforgettingjobdoneonascaleof1to9(lowtohigh)Leadersperformedbestwitha9,9style(highconcernforproductionandhighconcernforpeople).UniversityofIowaStudiesAutocraticstyle:aleaderwhodictatesworkmethods,makesunilateraldecisions,andlimitsemployeeparticipationDemocraticstyle:aleaderwhoinvolvesemployeesindecisionmaking,delegatesauthority,andusesfeedbackasanopportunityforcoachingemployeesLaissez-fairestyle:aleaderwholetsthegroupmakedecisionsandcompletetheworkinwhateverwayitseesfitOhioStateStudiesInitiatingstructure:theextenttowhichaleaderdefineshisorherroleandtherolesofgroupmembersinattaininggoalsConsideration:theextenttowhichaleaderhasworkrelationshipscharacterizedbymutualtrustandrespectforgroupmembers’ideasandfeelingsHigh–highleader:aleaderhighinbothinitiatingstructureandconsiderationbehaviorsUniversityofMichiganStudiesTwodimensionsofleadership:EmployeeorientedProductionorientedTheManagerialGridManagerialgrid:atwo-dimensionalgridforappraisingleadershipstylesThetwodimensionsareConcernforpeopleConcernforproductionTheFiedlerModelFiedlercontingencymodel:aleadershiptheoryproposingthateffectivegroupperformancedependsonthepropermatchbetweenaleader’sstyleandthedegreetowhichthesituationallowstheleadertocontrolandinfluenceLeast-preferredcoworker(LPC)questionnaire:

aquestionnairethatmeasureswhetheraleaderistaskorrelationshiporientedFiedler’sSituationalContingenciesLeader–memberrelations:describesthedegreeofconfidence,trust,andrespectemployeeshavefortheirleaderTaskstructure:describesthedegreetowhich

jobassignmentsareformalizedandstructuredPositionpower:describesthedegreeofinfluencealeaderhasoveractivitiessuchashiring,firing,discipline,promotions,andsalaryincreasesExhibit16-3TheFiedlerModelExhibit16-3illustratestheFiedlerModel.HerseyandBlanchard’sSituationalLeadershipStyleSituationalleadershiptheory(SLT):aleadershipcontingencytheorythatfocusesonfollowers’readinessReadiness:theextenttowhichpeoplehavetheabilityandwillingnesstoaccomplishaspecifictaskSLTLeadershipStylesTelling(hightask–lowrelationship)Selling(hightask–highrelationship)Participating(lowtask–highrelationship)Delegating(lowtask–lowrelationship)FourStagesofFollowerReadinessR1:bothunableandunwillingR2:unablebutwillingR3:ablebutunwillingR4:bothableandwillingPath-GoalModelPath-goaltheory:aleadershiptheorythatsaystheleader’sjobistoassistfollowersinattainingtheirgoalsandtoprovidedirectionorsupportneededtoensurethattheirgoalsarecompatiblewiththegoalsofthegroupororganizationFourLeadershipBehaviorsDirectiveleaderSupportiveleaderParticipativeleaderAchievement-orientedleaderExhibit16-4Path-GoalModelExhibit16-4illustratesthatpath-goaltheoryproposestwosituationalorcontingencyvariablesthatmoderatetheleadershipbehavior–outcomerelationship.Leader-MemberExchange(LMX)TheoryLeader-memberexchangetheory(LMX):theleadershiptheorythatsaysleaderscreatein-groupsandout-groupsandthoseinthein-groupwillhavehigherperformanceratings,lessturnover,andgreaterjobsatisfactionCharismaticLeadershipCharismaticleader:anenthusiastic,self-confidentleaderwhosepersonalityandactionsinfluencepeopletobehaveincertainwaysTherecontinuestobeadebateaboutwhethercharismaticleadershipcanbetaughtorwhetherpeoplearebornwithcharismaticleadershiptraitsTransformational/TransactionalLeadershipTransactionalleaders:leaderswholeadprimarilybyusingsocialexchanges(ortransactions)Transformationalleaders:leaderswhostimulateandinspire(transform)followerstoachieveextraordinaryoutcomesAuthenticLeadershipAuthenticleadership:leaderswhoknowwhotheyare,knowwhattheybelievein,andactonthosevaluesandbeliefsopenlyandcandidlyAuthenticleadershipfocusesonthemoralaspectsofbeingaleader.Theypossessfourqualitieswhichare;theyareself-awaretransparenttheyopenlysolicitviewsthatchallengetheirdeeplyheldpositionstheyareguidedbystrongmoralstandardsEthicalLeadershipAnethicalleaderputspublicsafetyaheadofprofits,holdsculpableemployeesaccountable,andcreatesacultureinwhichemployeesfeelthattheycouldandshoulddoabetterjobDeltaAirlinesCEOEdBastion’sactionsduringtheCOVID-19pandemicareanexampleofethicalleadershipServantLeadershipServantleadersgobeyondtheirownself-interestandfocusonhelpingfollowersgrowanddevelopWhat’suniqueaboutservantleadershipisthatrelativetootherapproachestoleadership,itputstheneedsoffollowersaheadofattendingtoone’sownneedsServantleadershipmaybemoreprevalentandeffectiveincertainculturessuchasEasternAsianculturesEmergentLeadershipEmergentleadershipoccurswhentheleaderofagrouporteamnaturallyarisesinsteadofbeingappointedEmergentleadersarethosewhoareperceivedbytheirpeersasbeingleaderlikeandacceptedastheinformalleaderTheyleadattheteamlevel,havenotbeenformallyappointed,anddonotplayapermanentroleFollowershipFollowershipmaintainsleadersneedgoodfollowerstobeeffective.Goodfollowertraitsare:AbilitytoselfmanageTheyhaveastrongcommitmenttopurposeEnthusiasmTheybuildcompetenceCourageous,honest,andcredibleIntegratingTheoriesofLeadership(1of2)Traits:traitsprobablyplayasmallroleinleadership.Behaviors:threemetacategoriesofbehaviorsappeartobethemostimportantleadershipbehaviors.Task-orientedbehaviorRelations-orientedbehaviorChange-orientedbehaviorIntegratingTheoriesofLeadership(2of2)Contingencyfactors:themostrelevantcontingencyfactorsaffectingleadershipareFollower’sexperienceFollower’sabilityOrganizationalcultureNationalcultureManagingPower(1of2)Legitimatepower:thepoweraleaderhasasaresultofhisorherpositionintheorganizationCoercivepower:thepoweraleaderhastopunishorcontrolRewardpower:thepoweraleaderhastogivepositiverewardsManagingPower(2of2)Expertpower:powerthat’sbasedonexpertise,specialskills,orknowledgeReferentpower:powerthatarisesbecauseofaperson’sdesirableresourcesorpersonaltraitsDevelopingCredibilityandTrustCredibility:thedegreetowhichfollowersperceivesomeoneashonest,competent,andabletoinspireTrust:thebeliefintheintegrity,character,andabilityofaleaderFiveDimensionsofTrustIntegrityCompetenceConsistencyLoyaltyOpennessLeadingVirtualTeamsEmergingtechnologiesmakeworkingremotelymoreandmorecommon.Thelackofa“face-to-face”featurepresentsuniqueleadershipchallenges.Managersneedtobecomeeffectivevirtualleaders.Theinformalinteractionor“watercoolertalk”isrestrictedinthevirtualworld.Managersneedtoovercomethisinsomeway.LeadershipTrainingLeadertrainingismosteffectivewhentherearemultiplesessionsthatcombineInformationDemonstrationPractice-methodsLeadersdoneedtobecomeAIliteratetoeffectivelyintegrateAIintoanorganization’sstrategy.Thethreewaystodothisare:Throughindividuallearningandself-studyThroughthirdpartyresour