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Chapter Fourteen

Chapter Fourteen. Groups and Teams. Learning Objectives. Describe the basic nature of groups: the dynamics of group formation and the various types of groups Discuss the implications that research on groups has for the practice of management

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Chapter Fourteen

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  1. Chapter Fourteen Groups and Teams

  2. Learning Objectives • Describe the basic nature of groups: the dynamics of group formation and the various types of groups • Discuss the implications that research on groups has for the practice of management • Explain the important dynamics of informal groups and organizations • Analyze the impact of groupthink • Present the newly emerging team concept and practice

  3. A Balance Theory Of Group Formation INDIVIDUAL X INDIVIDUAL Y Z COMMON ATTITUDES AND VALUES Religion Politics Lifestyle Marriage Work Authority

  4. Stages Of Group Development Adjourning Performing Norming Storming Forming

  5. Hi Co, + Ind Lo Co, + Ind Control Productivity Lo Co, - Ind Hi Co, - Ind Time, 16 minutes Induction The “Pitchfork” Results From The Schachter Study

  6. Increase Cohesiveness Decrease Cohesiveness Factors That Affect Group Cohesiveness Disagreement on goals Large group size Unpleasant experiences Intragroup competition Domination by one or more members Agreement on group goals Frequency of interaction Personal attractiveness Intergroup competition Favorable evaluation

  7. Informal Roles And The Informal Organization Contributor Collaborator Communicator Challenger Informal Organization

  8. Symptoms Of Groupthink 1. There is an illusion of invulnerability leading to excessive risk taking 2. There are rationalizations by the members of the group to discount warnings 3. There is an unquestioned belief in the group’s inherent morality 4. Those who oppose the group are stereotyped as evil, weak, or stupid 5. There is direct pressure on any member who questions the stereotypes 6. There is self-censorship of any deviation from the apparent group consensus 7. There is the illusion of unanimity 8. There are self-appointed mindguards who protect the group from adverse information

  9. Work Group Team Differences Between Work Groups and Teams Strong, focussed leadership Individual accountability Purpose is the same as the organization’s Individual work products Runs efficient meetings Measures effectiveness indirectly Discusses, decides, delegates Shared leadership roles Individual and mutual account- ability Specific purpose Collective work products Encourages open-ended, active problem-solving meetings Measures performance directly Discusses, decides, does real work

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