We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byAron Golden
Modified about 1 year ago
10-1©2005 Prentice Hall 11 The Nature of Work Groups and Teams Chapter 11 The Nature of Work Groups and Teams
10-2 ©2005 Prentice Hall Chapter Objectives Describe the different types of work groups and the difference between a group and a team Appreciate the characteristics of work groups and their effects on the behavior of group members Describe how groups control their members through roles, rules, and norms
10-3 ©2005 Prentice Hall Chapter Objectives Appreciate the need for conformity and deviance in groups and why and how group goals need to be aligned with organizational goals Understand the socialization process and how socialization tactics can result in an institutionalized or an individualized role orientation
10-4 ©2005 Prentice Hall When Is A Group A Group? InteractivityMutual Goal
10-5 ©2005 Prentice Hall Types of Work Groups Formal Work Groups Command Groups Task Forces Teams Self- Managed Work Teams
10-6 ©2005 Prentice Hall Types of Work Groups Informal Work Groups Friendship Groups Interest Groups
10-7 ©2005 Prentice Hall Figure 10.2 Five-Stage Model of Group Development Forming Storming Norming Performing Adjourning
10-8 ©2005 Prentice Hall Team Development: Stages Model FormingStormingNorming Performing Adjourning Adjourning (Dissolution) –Task completion and termination of roles Performing (Work) –High task and goal orientation Norming (Structure) –Cohesiveness and roles develop Storming (Conflict) –Disagreement and tension among members Forming (Orientation ) –Members become familiar with each other Adapted from Exhibit 11-4: Models of Team Development
10-9 ©2005 Prentice Hall First Stage: Norming Activities Focus on Socioemotional Roles Team Development: Punctuated Equilibrium Model Second Stage: Performing Activities Focus on Task Roles Task deadline approaches or half-way mark in teams’ tenure Adapted from Exhibit 11-4: Models of Team Development
10-10 ©2005 Prentice Hall Work Group Characteristics Work Group Characteristics Group Size Group Status Group Composition Group Function Group Efficacy Social Facilitation
10-11 ©2005 Prentice Hall How Large Should A Group Be? Benefits of Small Groups Regular interaction Ease of sharing information Recognition of individual contributions to group Strong identification with group Higher group satisfaction Benefits of Large Groups More resources Division of labor
10-12 ©2005 Prentice Hall Social Loafing Social loafing Social loafing: The tendency for individuals to exert less effort when they work in a group than when they work alone. Proposed causes of social loafing: – Lack of connection between inputs and outcomes – Perception that individual efforts are unnecessary or unimportant – Both causes are linked with group size Sucker effect Sucker effect: A condition in which some group members, not wishing to be considered suckers, reduce their own efforts when they see social loafing by other group members. 3
10-13 ©2005 Prentice Hall Ways to Reduce Social Loafing Make individual contributions identifiable Make individuals feel that they are making valuable contributions to a group Keep the group as small as possible 4
10-14 ©2005 Prentice Hall Avoiding Social Loafing Make Individual Contributions Visible –Evaluation system in which everyone’s individual contributions are noted –Smaller rather than larger teams –Monitor who oversees everyone’s contributions Foster Task Cohesiveness –Team-level rewards to increase pressure –Teamwork training to develop a sense of cohesiveness –Select “team players” for teamwork High on agreeableness High on conscientiousness
10-15 ©2005 Prentice Hall Table 10.2 Group Composition Benefits of Homogeneous groups –Collegiality amongst group members –Information sharing –Low levels of conflict –Few coordination problems Benefits of Heterogeneous groups –Diversity of views represented –High performance –Variety of resources
10-16 ©2005 Prentice Hall Group Function Communicates how work behaviors contribute to goal achievement Provides sense of meaning (task identity)
10-17 ©2005 Prentice Hall 2
10-18 ©2005 Prentice Hall Advice to Managers Whenever feasible, make individual contributions or individual levels of performance in a group identifiable, and evaluate these contributions. When work is performed in groups, let each member know that he or she can make an important and worthwhile contribution to the group. When you are unable to evaluate individual contributions to a group, consider having group members evaluate each other’s contributions and rewarding group members on the basis of group performance. Keep work groups as small as possible while making sure that a group has enough resources (member knowledge, skills, experiences) to achieve its goals. Whenever feasible, make individual contributions or individual levels of performance in a group identifiable, and evaluate these contributions. When work is performed in groups, let each member know that he or she can make an important and worthwhile contribution to the group. When you are unable to evaluate individual contributions to a group, consider having group members evaluate each other’s contributions and rewarding group members on the basis of group performance. Keep work groups as small as possible while making sure that a group has enough resources (member knowledge, skills, experiences) to achieve its goals. 5
10-19 ©2005 Prentice Hall Task Interdependence Thompson’s model of group tasks helps managers identify Task characteristics that can lead to process losses. The most effective ways to distribute outcomes or rewards to group members to generate high motivation. The model is based on the concept of task interdependence, which is the extent to which the work performed by one member of a group affects what other members do. There are three types: Pooled Task Interdependence Sequential Task Interdependence Reciprocal Task Interdependence 6
10-20 ©2005 Prentice Hall Task Interdependence Pooled Task Interdependence: each member of a group makes separate and independent contributions to group performance. Sequential Task Interdependence: requires specific behaviors to be performed by group members in a predetermined order. Reciprocal Task Interdependence: the activities of all work group members are fully dependent on one another so that each member’s performance influences the performance of every other member of the group. 7
10-21 ©2005 Prentice Hall 8
10-22 ©2005 Prentice Hall Task Interdependence As task interdependence moves from pooled to sequential to reciprocal interdependence, the potential for process losses increases because Identifying individual performance becomes increasingly harder. Coordination becomes more difficult. The potential for process gains also increases as task interdependence becomes more complex because of the increased likelihood of synergy. Synergy: A process gain that occurs when members of a group acting together are able to produce more or better output than would have been produced by the combined efforts of each person acting alone. 9
10-23 ©2005 Prentice Hall Advice to Managers When a group task involves pooled interdependence, allocate individual tasks to group members to avoid duplication of effort, and evaluate individual levels of performance and reward group members for their individual performance. When a group task involves sequential interdependence, do as many of the following as feasible: Monitor on-the-job behaviors of group members. Reward group members for group performance. Assign workers with similar ability levels to the same group. Reward workers for good attendance. Have multiskilled workers available to fill in when needed. When a group task involves reciprocal interdependence, do as many of the following as feasible: Keep group size small. Make sure that each group member knows that he or she can make a contribution. Reward group members for group performance. Increase physical or electronic proximity of members. Encourage clear and open communication. Encourage members to help one another as needed. 10
10-24 ©2005 Prentice Hall 11
10-25 ©2005 Prentice Hall Signs of Cohesiveness Low cohesiveness Low cohesiveness: Information flows slowly within the group, the group has little influence over its members’ behavior, and the group tends not to achieve its goals. Moderate cohesiveness Moderate cohesiveness: Group members work well together, there is a good level of communication and participation in the group, the group is able to influence its members’ behavior, and the group tends to achieve its goals. Very high cohesiveness Very high cohesiveness: Group members socialize excessively on the job, there is a very high level of conformity in the group and intolerance of deviance, and the group achieves its goals at the expense of other groups. 12
10-26 ©2005 Prentice Hall Factors Contributing to Group Effectiveness Group Efficacy Group composition Ability to work well together Coordination of efforts Resources Shared information Development of effective strategies
10-27 ©2005 Prentice Hall Types of Social Facilitation Effects Social Facilitation Effects Audience EffectsCo-Action Effects
10-28 ©2005 Prentice Hall Figure 10.3 Social Facilitation Social Facilitation Presence of other group members enhances performance of repetitive tasks Presence of other group members impairs performance of difficult tasks
10-29 ©2005 Prentice Hall Group Member Control Mechanisms Roles NormsRules
10-30 ©2005 Prentice Hall Advantages of Rules Ensure that members perform desired behaviors Facilitate control of behavior Facilitate evaluation of individual performance Provide information for newcomers
10-31 ©2005 Prentice Hall Why Do Group Members Conform to Norms? Compliance Identification Internalization
10-32 ©2005 Prentice Hall How Can Groups Respond to Deviants? Attempt to change deviant Expel deviant Change norm
10-33 ©2005 Prentice Hall Figure 10.4 The Relationship Between Levels of Conformity and Deviance
10-34 ©2005 Prentice Hall Socialization and Role Orientation Role Orientations InstitutionalizedIndividualized
10-35 ©2005 Prentice Hall Table 10.3 Socialization Tactics Tactics Leading To An Institutionalized Orientation Collective tactics Formal tactics Sequential tactics Fixed tactics Serial tactics Divestiture tactics Tactics Leading To An Individualized Orientation Individual tactics Informal tactics Random tactics Variable tactics Disjunctive tactics Investiture tactics
Chapter 11 EFFECTIVE WORK GROUPS AND TEAMS. CHAPTER 11 Effective Work Groups and Teams Copyright © 2002 Prentice-Hall 2.
The Nature of Work Groups and Teams Chapter 10 Sixth Edition Jennifer M. George & Gareth R. Jones Copyright © 2012 Pearson Education, Inc. Publishing as.
The Nature of Work Groups and Teams. The Differences between group and Team Group is the basic building block of org Ex: Just as the effective university.
Chapter 10 THE NATURE OF WORK GROUPS AND TEAMS. CHAPTER 10 The Nature of Work Groups and Teams Copyright © 2002 Prentice-Hall What is a Group? A set of.
11-1©2005 Prentice Hall 11: Effective Work Groups and Teams Chapter 11: Effective Work Groups and Teams Understanding And Managing Organizational Behavior.
Effective Groups and Teams McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter.
Effective Work Groups and Teams Effective Work Groups and Teams Chapter 11 Sixth Edition Jennifer M. George & Gareth R. Jones Copyright © 2012 Pearson.
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
14-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Groups and Teams 14.
Effective Groups and Teams Handout # Explain why groups and teams are key contributors to organizational effectiveness. Identify the different.
McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter Fifteen Effective Groups and Teams.
Effective Team Management Chapter Eleven Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Teams Kevin Posalski David Shin. What are Teams Teams are groups of two or more people who interact and influence each other, are mutually accountable.
ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S W W W. P R E N H A L L. C O M / R O B B I N S T E N T H E D I T I O N © 2003 Prentice Hall Inc.
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 11 Effective Team Management.
ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.
8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 11 Effective Team Management.
11-1 Groups, Teams and Organizational Effectiveness Group Two or more people who interact with each other to accomplish certain goals or meet certain needs.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 14-1 Managing.
HRM 601 Organizational Behavior Session 7 Group Processes In Organizations.
9 Chapter Understanding Groups and Managing Work Teams Copyright ©2011 Pearson Education.
Commerce 2BA3 Group Dynamics, Teamwork and Group Decision-Making Week 8 Dr. T. McAteer DeGroote School of Business McMaster University.
VIRTUAL TEAMS These are teams that work together and solve problems through computer-based interactions. What are some benefits? Drawbacks?
Michael A. Hitt C. Chet Miller Adrienne Colella groups and teams.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall. TEAMS AND TEAMBUILDING: HOW TO WORK EFFECTIVELY WITH OTHERS Chapter 10 10–1.
15-1 Effective Groups and Teams Chapter Learning Objectives 1. Define teams and the advantages and disadvantages of teams. 2. Identify the types.
©2007 Prentice Hall Organizational Behavior: An Introduction to Your Life in Organizations Chapter 9 Groups and Their Influence.
Chapter 13: Managing Groups and Teams Learning Objectives Recognize & understand group dynamics and development Understand the difference between groups.
Chapter 15 Effective Groups and Teams. What Is a Group? Group - two or more interacting and interdependent individuals who come together to achieve specific.
Michael A. Hitt C. Chet Miller Adrienne Colella Slides by R. Dennis Middlemist Michael A. Hitt C. Chet Miller Adrienne Colella Chapter 11 Groups and Teams.
4-1 Understanding the Basic Team Processes Chapter 4.
8-1 Foundations of Group Behavior Chapter 8 Essentials of Organizational Behavior, 9/e Stephen P. Robbins/Timothy A. Judge.
Chapter3: Foundations of Group Behavior. Definition of a Group A group is defined as two or more individuals, interacting and interdependent, who have.
Groups. After studying this chapter, you should be able to: Define group and differentiate between types of groups. Identify the five stages of group.
Organizational Behavior (MGT-502) Lecture-18. Summary of Lecture-17.
Chapter 14 Teams and Teamwork EXPLORING MANAGEMENT.
Understanding Groups & Teams Ch 15. Understanding Groups Group Two or more interacting and interdependent individuals who come together to achieve particular.
Team Dynamics. What are teams? Groups of two or more people Exist to fulfil a purpose Interdependent - interact and influence each other Mutually accountable.
11-1 Michael A. Hitt C. Chet Miller Adrienne Colella Groups and Teams Chapter 11 Groups and Teams Slides by Ralph R. Braithwaite.
11–1 Managing Project Teams. 11–2 Teams & Teamwork Team A small group of people with complementary skills, who work together to achieve a shared purpose.
CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper.
MANAGEMENT RICHARD L. DAFT. Leading Teams CHAPTER 19.
Copyright © 2014 Pearson Education, Ltd CREATING AND MANAGING TEAMS Copyright © 2016 Pearson Education, Ltd
Organizational Psychology: A Scientist-Practitioner Approach Jex, S. M., & Britt, T. W. (2014) Prepared by: Christopher J. L. Cunningham, PhD University.
Module 15 Teams and Teamwork. Module 15 Why is it important to understand teams and teamwork? What are the building blocks of successful teamwork? How.
© 2007 Prentice Hall Inc. All rights reserved. Foundations of Group Behavior Chapter NINE.
© 2017 SlidePlayer.com Inc. All rights reserved.