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Supervision

CHAPTER 11 Supervising Groups and work teams. Supervision. Contrast a group and a team Define norms Explain the relationship between cohesiveness & group productivity Describe who is likely to become an emergent leader in an informal group

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Supervision

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  1. CHAPTER 11 Supervising Groups and work teams Supervision

  2. Contrast a group and a team Define norms Explain the relationship between cohesiveness & 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 Chapters outcomes

  3. Group • Interacting and interdependent individuals • Come together to achieve particular objectives • Team • Work group with common purpose • Common performance goals • Mutually accountable for the team’s result Group vs. Team

  4. Security • Status • Self-esteem • Affiliation • Power • Goal achievement WHY PEOPLE JOIN groups

  5. Formal group • Established by the organization • Designated work assignments • Informal group • Social group • Social contact Formal & Informal groups

  6. Norms • Acceptable standards shared by group members • Norms dictate • Dress code • Promptness or tardiness • Output levels • Amount of socializing on the job • Effort level • Conformity pressure Informal groups

  7. Cohesiveness • members are attracted to each other • motivated to stay in the group • Productivity, cohesiveness and performance related norms Informal groups

  8. Emergent leader • Traits • Skills and knowledge • Informal groups • Fill gaps in the organization • Information • Social needs • Recognition Informal groups

  9. Influence informal groups • Norms • Physical separation • Reward anti-norm • Departmental goals • Clarify goals and desirable behaviors • Emergent leaders • Identify emergent leaders • Gaining their cooperation Informal groups

  10. Why teams? • Multiple skills, experience, and judgement • Flexible and adaptable to changing environment • Categories • Provide advice • Manage • Make or do things Why teams?

  11. Working group • Share information • Make decisions in a given area of responsibility • The whole is not greater than sum of the parts • Pseudo team • The whole is less than sum of the parts  negative synergy • Potential team • No sense of accountability • Real team From groups to teams

  12. Small size • Complement skills • Common purpose • Specific goals • Common approach • Mutual accountability Real teams

  13. Weak sense of direction • Infighting • Shrinking of responsibilities • Lack of trust • Critical skill gaps • Lack of external support Obstacles in creating teams

  14. Create clear purpose and goals • Encourage small wins • Build mutual trust • Appraise both group and individual performance • Provide necessary external support • Offer team building training • Change the team’s membership Overcome these obstacles

  15. Continuous improvement • Share ideas • Act on suggestions • Work force diversity • Multiple perspectives • Creative solutions • More difficult to achieve cohesiveness Contemporary issues

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