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©Prentice Hall, 2001Chapter 81 Defining and Classifying Groups Formal Command Groups Task Groups Interest Groups Friendship Groups Informal
©Prentice Hall, 2001Chapter FORMING Member Questions - What is expected of me? - What are our goals and why? - Who are these other people? - How do I fit in? - How much work will this involve? Interpersonal Issues Uncertainty, self-consciousness, Silence, Dependence Task Issues orient members, establish trust, establish clear purpose Leader Behaviors - Make introductions - Establish foundation of trust - Model expected behaviors - Clarify goals and expectations
©Prentice Hall, 2001Chapter STORMING Member Questions - How will disagreements be handled? - How will negative info. be communicated? - Can team members (leader) be changed? - How can we make decisions? - Do I want to stay on team? Interpersonal Issues Disagreements & competition among members, Cliques being formed, Task Issues Manage conflict, overcome group think, Examine key work processes Leader Behaviors - Be an effective mediator - Identify a common goal - Provide individual & team recognition - Foster win-win thinking
©Prentice Hall, 2001Chapter NORMING Member Questions - What are the expectations? - What role is best for me? - Will I be supported? - How much should I conform? - How much should I invest? Interpersonal Issues Cooperation, conformity to norms, Commitment to team vision Task Issues Maintain unity and cohesion, Clarify and differentiate roles Leader Behaviors - Facilitate role differentiation - Support team members - Provide feedback - Articulate vision - Generate commitment to vision
©Prentice Hall, 2001Chapter PERFORMING Member Questions - How can we continuously improve? - How can we be more creative? - How can we build on our competencies? - How can we maintain our energy & commitment to the team? Interpersonal Issues High mutual trust & commitment to team, Support of team members Task Issues Capitalize on competencies, improve speed Encourage creative problem-solving Leader Behaviors - Foster creativity & continuous improvement - Support team members in their roles - Provide ongonig feedback on team performance - Help team avoid reverting to earlier stages - Advance the quality culture of the team
©Prentice Hall, 2001Chapter 86 Team Development 1. FORMING break the ice ; facilitate 2. STORMING conflict, disagreement ; resolve differences 3. NORMING order ; clarify roles and values 4. Performing cooperation, problem-solving ; task accomplishment 5. Adjourning group disbands when goals are met
©Prentice Hall, 2001Chapter 87 Who Should be on Team? Questions to be Asked? What are we trying to accomplish? Task vs. Growth & Development Need for Functional Expertise - Engineering types - Operations / manufacturing - Marketing / sales - Finance / accounting When are people needed?
©Prentice Hall, 2001Chapter 88 Punctuated-Equilibrium Model Time (Low) (High) First Meeting Phase 1 Phase 2 Transition Completion AB(A+B)/2 Performance
©Prentice Hall, 2001Chapter 89 Sociometry and Analyzing Group Interaction Social networks Clusters Isolates Coalitions Emergent clusters Cliques Stars Liaisons Bridges Prescribed clusters
©Prentice Hall, 2001Chapter 810 Group Behavior Model ExternalConditions PerformanceandSatisfaction GroupTask GroupStructure GroupMemberResources GroupProcesses
©Prentice Hall, 2001Chapter 811 External Conditions Imposed on the Group Overall strategy Authority structures Formal regulations Resources Employee selection Evaluation-rewards Culture Work setting
©Prentice Hall, 2001Chapter 812 The Resources of Group Members Knowledge, Skills, and AbilitiesPersonalityCharacteristics
©Prentice Hall, 2001Chapter 813 Identity Group Roles Expectations ConflictPerception
©Prentice Hall, 2001Chapter 814 Performance Group Norms Appearance ResourcesArrangement
©Prentice Hall, 2001Chapter 815 Size of the Group Small groups Large groups Social loafing Individual effort
©Prentice Hall, 2001Chapter 816 The Composition of the Group The Composition of the Group DiversityDiversityCohortsCohortsDemographyDemography
©Prentice Hall, 2001Chapter 817 High Productivity Moderate Productivity Moderate to Low Productivity Low Productivity Cohesiveness Performance Norms HighLow Cohesiveness-Productivity Relationship High Low
©Prentice Hall, 2001Chapter 818 Effects of Group Processes Potential Group Effectiveness Potential Group Effectiveness Potential Group Effectiveness Potential Group Effectiveness Process Losses Social Loafing Process Losses Social Loafing Process Gains Synergy Process Gains Synergy
©Prentice Hall, 2001Chapter 819 Group Decision Making Advantages More Diversity of Views Increased information Higher-quality decisions Improved Commitment Disadvantages Dominant Individuals Unclear Responsibility Time and money costs Conformity pressures
©Prentice Hall, 2001Chapter 820 Group Effectiveness and Efficiency AccuracyCreativity AcceptanceSpeed
Team Stages (Forming / norming /storming / performing / adjourning)
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.
Chapter 9: Teams and Teamwork How do we get the job done together?
8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Chapter 9 Organizational Behavior Nelson & Quick, 6 th edition Work Teams.
7-1IBUS 681, Dr. Yang Chapter 7 Groups and Teams.
Foundations of Group Behavior Chapter NINE. Defining and Classifying Groups Group(s) Two or more individuals interacting and interdependent, who have.
15-1 Effective Groups and Teams Chapter Learning Objectives 1. Define teams and the advantages and disadvantages of teams. 2. Identify the types.
Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.
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.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 14-1 Managing.
1 Chapter 8: Foundations of Group Behavior. 2 The Five Stage Model of Group Development.
Chapter 15 Effective Groups and Teams. What Is a Group? Group - two or more interacting and interdependent individuals who come together to achieve specific.
ORGANIZATIONAL BEHAVIOR 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.
Organizational Behavior (MGT-502) Lecture-17. Summary of Lecture-16.
Management Organisations – Groups and Teams. Useful vocabulary group forming stage storming stage norming stage performing stage adjourning stage role.
CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper.
Understanding Groups & Teams Ch 15. Understanding Groups Group Two or more interacting and interdependent individuals who come together to achieve particular.
Group and Team What Is Group What Is Group Group: “Two or more interacting and interdependent individuals who come together to achieve particular goal.”
Value of Team Building. Stages of Team Development n 1 -- Forming n 2 -- Norming n 3 -- Storming n 4 -- Producing n 5 -- Ending.
© 2005 Prentice-Hall 7-1 Foundations of Group Behavior Chapter 7 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.
Organizational Behavior (MGT-502) Lecture-18. Summary of Lecture-17.
Group Definition A group is a collection of two or more people who work with one another regularly to achieve common goals. Groups: Help organizations.
CHAPTER 3: THEORY OF GROUP DEVELOPMENT “Keeping together is progress; Working together is success.” Henry Ford.
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 16 1 Team Management and Conflict MANAGEMENT Meeting and.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education,
Managing Group and Team Processes Week 6 1. Learning Objectives Defining and classifying groups Identifying the elements in the process of group formation.
Teamwork Skills Why Teams? Project Management Team Success Stages Working Styles Member Styles.
© Prentice Hall, 2007Excellence in Business, 3eChapter We’re All in This Together: Organization and Teamwork.
GROUP BEHAVIOUR Definition : two or more individuals, interacting and interdependent, to achieve particular objectives Type of groups : formal and informal.
©2007 Prentice Hall Organizational Behavior: An Introduction to Your Life in Organizations Chapter 9 Groups and Their Influence.
11–1 Supervision in Organizations Chapter 11 Supervising Groups & Work Teams.
Chapter 18 Leading Teams. Why Teams at Work? Work in organizations is interdependent What is a team? – Two or more people who interact and coordinate.
Chapter 18 Teamwork. Why Teams at Work? Work in organizations is interdependent What is a team? – Two or more people who interact and coordinate their.
Groups Dynamics and Teams Development. Groups, Teams and Organizational Effectiveness Group –Two or more people who interact with each other to accomplish.
Schermerhorn - Chapter 131 Chapter 13 Teams and Teamwork 4 Planning Ahead –How do teams help organizations? –How do teams work? –How do teams make decisions?
Effective Groups and Teams McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter.
1 Group Communication Within and Among Organizations Group Defining Characteristics Group is a number of people working towards a common goal and perceive.
MultiMedia by Stephen M. Peters© 2002 South-Western Team Management and Conflict.
BA 320 Operations Management Group Dynamics. BA 320 Operations Management Overview Define “groups” Distinguish between formal and informal groups Reasons.
Copyright © 2014 Pearson Education, Ltd CREATING AND MANAGING TEAMS Copyright © 2016 Pearson Education, Ltd
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
GROUPS AND TEAMS. 1ORGANIZATION BEHAVIOR. Groups Definition Two or more individuals, interacting and interdependent, who come together to achieve particular.
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Working in Teams. Teams vs. Groups: What’s the Difference? Groups –Two or more individuals, interacting and interdependent, who have a stable relationship,
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Dale W. Bomberger D.ED. ACSW Community Services Group Dale Cell Phone:
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