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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.1 Chapter 12 Understanding Work Teams.

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Presentation on theme: "Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.1 Chapter 12 Understanding Work Teams."— Presentation transcript:

1 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.1 Chapter 12 Understanding Work Teams

2 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.2 Learning Outcomes Define perception and describe the factors that can shape or distort perception Explain how managers can shape employee behaviour State how roles and norms influence employees behaviour Describe how group size affects group behaviour (continued)

3 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.3 Learning Outcomes (continued) Explain the growing popularity of work teams in organizations Describe the five stages of team development Contrast work groups with work teams Identify four common types of work teams (continued)

4 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.4 Learning Outcomes (continued) List the characteristics of high- performing work teams Discuss how organizations can create team players Explain how managers can keep teams from becoming stagnant Describe the role of teams in continuous process improvement programs

5 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.5 Perception Process Organizing Interpreting Impressions Meaning to the environment

6 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.6 Factors That Can Influence Perception The perceiver The situation The target

7 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.7 Attribution Theory and IndividualBehaviour External External External Internal Internal Internal Attribution of Cause Distinctiveness Consensus Consistency High Low High Low High Low Interpretation Observation

8 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.8 Attribution Errors Fundamental Attribution Error Self-serving Bias

9 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.9 Halo Effect Stereotyping Selectivity Self-Fulfilling Prophecy Assumed Similarity Judgmental Shortcuts

10 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.10 Managers and Perception People react to perceptions Reality is perception

11 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.11 Shaping Behaviour Positive reinforcement Negative reinforcement Punishment Extinction

12 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.12 Attitudes and Behaviour Consistent Alignment Walk the Talk

13 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.13 Group Two or more interacting and interdependent individuals who come together to achieve objectives

14 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.14 Basic Group Concepts Group roles Set of expected behaviour patterns Attributable to someone who occupies a given position in a social unit Group norms Acceptable standards Shared by group members

15 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.15 Asch Study X A B C

16 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.16 Basic Group Concepts(continued)Status Formal Size Small Informal Large

17 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.17 Strong Increase in Productivity Moderate Increase in Productivity No Significant Effect on Productivity Decrease in Productivity Cohesiveness Alignment of Group and Org. Goals High Low Cohesiveness-Productivity Relationship High Low

18 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.18 Why Are Teams So Popular? Outperform individuals Increased use of employee talents Flexible and responsive Quickly assembled Increased job satisfaction

19 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.19 Stages of Team Development Forming Storming Norming Performing Adjourning

20 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.20 Teams vs. Groups Collective performance Share information Individual and mutual Positive Neutral Complementary Individual Random and varied Accountability Synergy Goal Skills

21 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.21 Functional Team

22 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.22 Problem-Solving Team ?

23 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.23 Self-managed Work Team

24 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.24 Cross-Functional Team

25 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.25 Virtual Team Technology

26 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.26 Effective Teams Clear Goals Relevant Skills Mutual Trust Good Communication Unified Commitment Negotiating Skills Internal Support Effective Leadership External Support

27 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.27 Challenges of Creating Team Players Individuals Culture Communication

28 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.28 Shaping Team Behaviour Selection Rewards Learning

29 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.29 Reinvigorating Mature Teams Prepare Team Encourage Train

30 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.30 Contemporary Team Issues Continuous improvement programs Workforce diversity


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