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Groups and Teams

Groups and Teams. Chapter 6. Lawrence Erlbaum Associates, Publisher, Copyright 2002. 6.1. Chapter Overview. The Nature of Groups. The Nature of Teams. Building Effective Groups & Teams. Communication in Groups & Teams. Lawrence Erlbaum Associates, Publisher, Copyright 2002. 6.2.

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Groups and Teams

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  1. Groups and Teams Chapter 6 Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.1

  2. Chapter Overview • The Nature of Groups • The Nature of Teams • Building Effective Groups & Teams • Communication in Groups & Teams Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.2

  3. What is a Group? “An organized system of two or more individuals who are interrelated so that the system performs some function, has a standard set of role relationships among its members, and has a set of norms that regulate the function of the group and each of its members.” (McDavid & Harari, 1968) Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.3

  4. Why Join Groups? • Groups can be an important means to accomplishing desired outcomes. • Group interactions can be desirable outcomes (orends) in and of themselves. Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.4

  5. Sources of Group Rules Formal Rules explicitly agreed upon Informal Rules norms, unstated rules Rules Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.5

  6. Roles in Groups • Define the set of behaviors appropriate to particular positions occupied by specific individuals • Can be formal (job descriptions) or informal (evolve as groups develop) • Status - the position of a role in a social hierarchy Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.6

  7. Stages of Group Development:The Five-Stages Perspective Forming Storming Norming Performing Adjourning Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.7

  8. Stages of Group Development:Punctuated Equilibrium • Applies to project teams that have a fixed time frame to accomplish a task • Tone for a project team set at first meeting • At midpoint of project a “revolution occurs” • New agreements/arrangements followed until project completion Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.8

  9. Teams Shared authority and responsibility All members share leadership Individual and team accountability Shared results and rewards High degree of self-direction Members work together to produce results Groups Limited sharing of authority and responsibility Leadership rests with one or a few individuals Individual accountability Modest sharing of results and rewards Limited self-direction Results are produced by individual effort Differences Between Groups and Teams Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.9

  10. Types of Teams Work Teams Parallel Teams Management Teams Project Teams Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.10

  11. Styles Among Team Players • Contributor - responsible, authoritative, reliable, proficient, and organized • Collaborator - goal directed, forward-looking, accommodating, flexible, and imaginative • Communicator - supportive, considerate, relaxed, enthusiastic, and tactful • Challenger - honest, outspoken, principled, ethical, and adventurous Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.11

  12. Characteristics of Successful Groups and Teams Group Objectives Role Differentiation Rule Clarity Communication Membership Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.12

  13. Team Composition • Homogeneous - members having similar experiences, values, norms, or expertise • Heterogeneous - members having differences in experiences, values, norms, or expertise Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.13

  14. Team Development “an inward look by the team at its own performance, behavior, and culture for the purposes of deleting dysfunctional behaviors and strengthening functional ones” (French & Bell, 1978) Development Diagnosis Change Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.14

  15. Communication The transmitting of information and understanding by one group member to another through the use of symbols (Ivancevich & Matteson, 1987) Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.15

  16. Basic Communication Processes Encoding Decoding Feedback Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.16

  17. Nonverbal Communication Any form of interpersonal communication other than formal verbal language. ex: facial cues, hand or arm gestures, and body positioning Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.17

  18. CommunicationStyles:The Johari Window Feedback Low High Low Known Unknown Exposure Known to Others Known Unknown Unknown to Others Known to Self Unknown to Self High Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.18

  19. Barriers to Communication Attention and Information Overload Interpretation and Decoding Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.19

  20. Improving Communicator Effectiveness • Sender Empathy • Active Listening • Media Selection Lawrence Erlbaum Associates, Publisher, Copyright 2002 6.20

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