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Chapters 8 & 9 Understanding Groups & Team Work

Chapters 8 & 9 Understanding Groups & Team Work. Advantages of Groups (Two heads are better than one.). Disadvantages of Groups (If you want something done right, do it yourself.). Guiding Group Decisions. Things to Do : Present clear, reasoned ideas Listen (try not to pre-judge)

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Chapters 8 & 9 Understanding Groups & Team Work

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  1. Chapters 8 & 9Understanding Groups & Team Work

  2. Advantages of Groups(Two heads are better than one.)

  3. Disadvantages of Groups(If you want something done right, do it yourself.)

  4. Guiding Group Decisions Things to Do: • Present clear, reasoned ideas • Listen (try not to pre-judge) • Yield to more logical positions • Get others involved, watch for self-censorship • In stalemates, push for more alternatives

  5. Guiding Group Decisions Things to Avoid: • Don’t give in just to avoid conflict • Avoid “voting,” “coin tossing” • Avoid compromises (look for win-win instead) • Watch for effects of “irrelevant” criteria

  6. Why Have Teams Become So Popular? • Typically outperform individuals. • Use employee talents better. • More flexible and responsive to changes in the environment. • Facilitate employee involvement. • Effective way to democratize organizations and increase motivation.

  7. Key concepts for understanding what makes teams effective • Development/life cycle stages • Internal team structures: • Roles • Norms • Size • Composition (and team member status) • Cohesion and morale • Mgmt. and team member KSAs • Broader design considerations: • Context • Composition • Work design • Process

  8. The Five Life Cycle Stages of Group Development 1.Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

  9. Using the Life Cycle“Stages” to Manage Groups • Map to guide group formation • Maturation takes time • Conflict is part of the process • Stages NOT always sequential

  10. Internal Group Structure Roles Norms • Leader • Task Expert • Harmonizer • Challenger • Purpose • Development • Centrality • Deviance (& status)

  11. Types of Deviance in Groups Central Norms Accept Reject Subversive Rebellion Conformity Accept Peripheral Norms Creative Individualism Open Revolution Reject

  12. Internal Group Structure(cont.) Size Composition • Large Groups • Small Groups • (Impact on social loafing?) • Homogeneous • Heterogeneous

  13. Building Cohesive Groups • Small size • Homogeneous composition • Work & social interaction • Sufficient resources • Reward cooperation

  14. Building Cohesive Groups(cont.) • Limited hierarchy • Outside competition • History of success • Isolation

  15. Building Cohesive Groups(cont.) Advantages Disadvantages • Satisfaction and Motivation • Support for Learning • Strong Norms & Culture • Less Conflict • Focus on Group Norms • Loss of Creativity • Groupthink • Less Conflict

  16. Cohesiveness and Productivity

  17. Mgmt. & Team Member KSAs Supervisor/Manager KSAs • Coaching and facilitating KSAs • Delegation and empowerment KSAs • Process change and innovation KSAs • Culture management KSAs • Resource coordinator • Systems wide performance mgmt. KSAs • Inter-team planning and coordination KSAs

  18. Mgmt. & Team Member KSAs (cont.) Employee KSAs • Interpersonal KSAs • Conflict resolution KSAs • Collaborative problem-solving KSAs • Interpersonal communication KSAs • Self-management KSAs • Goal setting and performance mgmt. KSAs • Planning and task coordination KSAs

  19. The Team Effectiveness Model E X H I B I T 9–3

  20. Turning Groups into Teams(or How you, too, can have a team-based organization!) The Stevens & Yarish ILA Model Level 1: The Individual • Supervisors’/managers’ KSAs • Employees’ KSAs Level 2: The Group • Internal group processes and dynamics Level 3: The Organization • Culture and structures

  21. Turning Employees Into Team Players The Challenges: • Individual resistance to team membership. • Influences of individualistic cultures. • Introducing teams against a company context that has valued individual achievement. Shaping Team Players: • Selecting employees who can fulfill team roles. • Training employees to become team players. • Reworking rewards to encourage cooperative efforts while recognizing individual contributions.

  22. Turning Managers Into Team Leaders The Challenges: • Resistance to sharing power. • Influences of traditional autocratic and individualistic cultures. • Discomfort with change and innovation. • Shifting leadership style towards coaching/facilitating • Developing ability to act in role of resource coordinator. • Developing team member KSAs to be an effective peer with other managers on leadership teams.

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