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Chapter Ten

Chapter Ten. Effective Groups and Teamwork. 10-1a. Chapter Ten Outline. Fundamentals of Group Behavior Formal and Informal Groups Functions of Formal Groups The Group Development Process Group Member Roles Norms Teams, Trust, and Teamwork A Team is More Than Just a Group

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Chapter Ten

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  1. Chapter Ten Effective Groups and Teamwork

  2. 10-1a Chapter Ten Outline • Fundamentals of Group Behavior • Formal and Informal Groups • Functions of Formal Groups • The Group Development Process • Group Member Roles • Norms • Teams, Trust, and Teamwork • A Team is More Than Just a Group • Trust: A Key Ingredient in Teamwork • Self-Managed Teams • Virtual Teams

  3. 10-1b Chapter Ten Outline (continued) Threats to Group and Team Effectiveness • Groupthink • Social Loafing

  4. 10-2 Table 10-1 Functions of Formal Groups Organizational Functions Individual Functions 1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals.2. Generate new or creative ideas and solutions.3. Coordinate interdepartmental efforts.4. Provide a problem-solving mechanism for complex problems requiring varied information and assessments.5. Implement complex decisions.6. Socialize and train newcomers. 1. Satisfy the individual’s need for affiliation.2. Develop, enhance, and confirm the individual’s self-esteem and sense of identity.3. Give individuals an opportunity to test and share their perceptions of social reality.4. Reduce the individual’s anxieties and feelings of insecurity and powerless- ness. 5. Provide a problem-solving mechanism for personal and interpersonal problems.

  5. 10-3a Figure 10-1 Tuckman’s Five-Stage Theoryof Group Development Performing Norming Adjourning Storming Return toIndependence Forming Dependence/interdependence Independence

  6. 10-3b Figure 10-1 Tuckman’s Five-Stage Theoryof Group Development (continued) Forming Storming Norming Performing IndividualIssues “How do I fit in?” “What’s myrole here?” “What do theothers expectme to do?” “How can I bestperform my role?” GroupIssues “Why are we here?” “Why are wefighting overwho’s incharge and whodoes what?” “Can we agreeon roles andwork as a team?” “Can we do thejob properly?”

  7. 10-4a Table 10-2 Task and Maintenance Roles Task RolesDescription Initiator Suggests new goals or ideas Information seeker/giver Clarifies key issues Opinion seeker/giver Clarifies pertinent issues Elaborator Promote greater understanding Coordinator Pulls together key ideas and suggestions Orienter Keeps group headed toward its stated goal(s) Evaluator Tests group’s accomplishments Energizer Prods group to move along or to accomplish more Procedural Technician Performs routine duties Recorder Performs a “group memory” function

  8. 10-4b Table 10-2 Task and Maintenance Roles (cont) Maintenance RolesDescription Encourager Fosters group solidarity Harmonizer Mediates conflict through reconciliation or humor Compromiser Helps resolve conflict by meeting others”half way” Gate Keeper Encourages all group members to participate Standard setter Evaluates the quality of group processes Commentator Records comments on group processes/dynamics Follower Serves as a passive audience

  9. 10-5 Social Norms Norm:“An attitude, opinion, feeling, or action -- shared by two or more people -- that guides their behavior.” Why Norms Are Enforced • Help the group or organization survive • Clarify or simplify behavioral expectations • Help individuals avoid embarrassing situations • Clarify the group’s or organization’s central values and/or unique identity

  10. 10-6 Teams Team:“A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.” The Evolution of a Team • Awork group becomes a team when: • Leadership becomes a shared activity. • Accountability shifts from strictly individual to both individual and collective. • The group develops its own purposeor mission. • Problem solving becomes a way of life, not a part-time activity. • Effectiveness is measured by the group’s collective outcomes and products.

  11. 10-7 Trust Trust:“Reciprocal faith in others’ intentions and behavior.” How to Build Trust • Communication(keep everyone informed; give feedback; tell the truth). • Support(be available and approachable). • Respect(delegate; be an active listener). • Fairness(give credit where due; objectively evaluate performance). • Predictability(be consistent; keep your promises). • Competence(demonstrate good business sense and professionalism).

  12. Self-managed Teams • Groups of workers given administrative oversight for their task domains (see survey) • Roles taken on by “team advisors” • Relating, e.g. team relative power structure • Scouting, e.g. facilitating group problems solving • Persuading, e.g. gathering outside support, facilitating team to be more effective • Empowering , e.g. coaching

  13. Different Types of Teams • Cross-functional teams • Grew out of TQM movement – improve process • Different specialization that have an ownership of a process or issue being tackled • Virtual teams • Physically dispersed task group . . . • Occur by default due to technology and organization response, e.g. outsourcing

  14. Self-managed team – other issues • Managerial resistance • Evidence of effectiveness – productivity, positive effect on attitudes, etc.

  15. 10-8 Survey Evidence: What Self-Managing Teams Manage Percentage of Companies Saying Their Self-ManagingTeams Perform These Traditional Management Functions by Themselves. Schedule work assignments 67%Work with outside customers 67Conduct training 59Set production goals/quotas 56Work with suppliers/vendors 44Purchase equipment/services 43Develop budgets 39Do performance appraisals 36Hire co-workers 33Fire co-workers 14 Source: Adapted from “1996 industry Report: What Self-Managing Teams Manage,” Training, October 1996, p. 69

  16. 10-10 Symptoms of Groupthink • Invulnerability • Inherent morality • Rationalization • Stereotyped views of opposition • Self-censorship • Illusion of unanimity • Peer pressure • Mindguards

  17. 10-11 Skills and Best Practices: How to Prevent Group Think • Every group member a critical evaluator • Avoid rubber-stamp decisions • Different groups explore same problems • Rely on subgroup debates and outside experts • Assign role of devil’s advocate • Rethink a consensus

  18. Social Loafing • Tendency for individual effort to decline as a group size increases • Reasons: • Equity effort – perception that every one else is goofing off • Loss of personal accountability • Motivational loss due to sharing of rewards – expectancy theory • Loss of coordination

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