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Chapter 11

Chapter 11. DEVELOPING GROUPS. Chapter outcomes. Contrast a group and a team. Define norms. Explain the relationship between cohesiveness and group productivity. Describe who is likely to become an emergent leader in an informal group.

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Chapter 11

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  1. Chapter 11 DEVELOPING GROUPS

  2. Chapter outcomes Contrast a group and a team. Define norms. Explain the relationship between cohesiveness and group productivity. Describe who is likely to become an emergent leader in an informal group. Explain what a supervisor can do when group norms are hindering department performance. Identify three categories of teams. List the characteristics of real teams. List actions a supervisor can take to improve team performance. Describe the role of teams in continuous improvement programs.

  3. What is a group? Two or more interacting and interdependent individuals who come together to achieve particular objectives. Formal group Informal group Team

  4. EXHIBIT 11–1Reasons people join groups.

  5. Norms Acceptable standards that are shared by the group’s members. Norms dictate things such as: Output levels Absenteeism rates Promptness or tardiness Amount of socializing allowed on the job Dress Effort and performance Loyalty

  6. Cohesiveness Degree to which members are attracted to each other and are motivated to stay in the group. Contingency factors: Time spent together Group size Level of interaction Number of external threats History of previous success

  7. EXHIBIT 11–3Relationship among group cohesiveness, performance norms, and productivity.

  8. Influencing the informal workgroup Group norms Department goals Emergent leaders

  9. Categories of teams Providing advice Management Production

  10. Exhibit 11-4 Comparing groups and teams.

  11. Five-stage model of group development Stage 1: Forming Stage 2: Storming Stage 3: Norming Stage 4: Performing Stage 5: Adjourning

  12. Building effective teams Small size Complementary skills Common purpose Specific goals Common approach Mutual accountability

  13. Obstacles in creating effective teams A weak sense of direction Infighting Shirking of responsibilities Lack of trust Critical skill gaps Lack of external support

  14. Exhibit 11-5 Creating effective teams.

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