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Group Dynamics and Work Teams Chapter 8 8-1 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall.

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Presentation on theme: "Group Dynamics and Work Teams Chapter 8 8-1 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall."— Presentation transcript:

1 Group Dynamics and Work Teams Chapter Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

2 Learning Objectives 1.Define what is meant by a group and identify different types of groups operating within organizations. 2.Describe the importance of norms, roles, status, and cohesiveness within organizations. 3.Explain how individual performance in groups is affected by the presence of others (social facilitation) and the number of others with whom one is working (social loafing). 8-2 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

3 Learning Objectives 4.Define what teams are and describe the various types of teams that exist in organizations. 5.Describe the effectiveness of teams in organizations. 6.Explain the factors responsible for the failure of some teams to operate as effectively as possible and identify steps that can be taken to build successful teams. 8-3 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

4 Group 8-4 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

5 Group Types 8-5 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

6 Reasons for Joining Groups 8-6 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

7 5-Stage Model of Group Formation 8-7 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

8 Punctuated Equilibrium Model 8-8 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

9 Group Structure Roles  Role  Role incumbent  Role expectations  Role ambiguity 8-9 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

10 Role Differentiation 8-10 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

11 Norms  Prescriptive▪ Proscriptive 8-11 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

12 Status  Formal Status symbols  Informal 8-12 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

13 Cohesiveness Influences  Severity of initiation  Conditions of high external threat or competition  Time spent together  Group size  History of success 8-13 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

14 Cohesiveness Effects  Increased group member satisfaction  Increased participation in group activities  Increased acceptance of group goals  Potentially high productivity  Decreased absenteeism and turnover  May be counterproductive if group’s goals are contrary to organization’s goals 8-14 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

15 Drive Theory of Social Facilitation 8-15 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

16 Social Loafing 8-16 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

17 Cultural Social Loafing 8-17 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

18 Overcoming Social Loafing  Make each performer identifiable  Make work tasks more important and interesting  Reward individuals for contributing to their group’s performance  Use punishment threats 8-18 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

19 Groups vs. Teams 8-19 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

20 Types of Teams 8-20 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

21 Degree of Autonomy 8-21 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

22 Self-Managed Teams vs. Traditional Work Groups 8-22 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

23 Self-Managed Work Teams Functions 8-23 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

24 Creating and Developing Teams 8-24 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

25 Successful Teams  People enjoy working in teams after adjustment  Help enhance commitment among employees  Allow more to be done by fewer people  Not always responsible for making individuals and organizations more productive 8-25 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

26 Why Some Teams Fail  Unwillingness to cooperate  Lack of management support  Managers’ reluctance to relinquish control  Failure to cooperate between teams 8-26 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

27 Successful Team Development  Compensate team performance  Communicate urgency of team’s mission  Train members in team skills Being a team member Self-management 8-27 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

28 Required Team Member Interpersonal Skills 8-28 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

29 Required Self-Management Skills 8-29 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

30 Successful Team Development  Team training exercises Role definition Problem solving Goal setting Interpersonal process  Promote cooperation within and between teams  Select team members based on skills or potential skills  Be patient 8-30 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

31 Team Training Effectiveness 8-31 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall

32 This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 8-32


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