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Chapter 11 DEVELOPING GROUPS. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458.

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Presentation on theme: "Chapter 11 DEVELOPING GROUPS. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458."— Presentation transcript:

1 Chapter 11 DEVELOPING GROUPS

2 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Chapter outcomes Contrast a group and a team. Define norms. Explain the relationship between cohesiveness and group productivity. Describe who is likely to become an emergent leader in an informal group. Explain what a supervisor can do when group norms are hindering department performance. Identify three categories of teams. List the characteristics of real teams. List actions a supervisor can take to improve team performance. Describe the role of teams in continuous improvement programs.

3 3 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. What is a group? Two or more interacting and interdependent individuals who come together to achieve particular objectives. Formal group Informal group Team

4 4 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 11–1 Reasons people join groups.

5 5 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Norms Acceptable standards that are shared by the group’s members. Norms dictate things such as: Output levels Absenteeism rates Promptness or tardiness Amount of socializing allowed on the job Dress Effort and performance Loyalty

6 6 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Cohesiveness Degree to which members are attracted to each other and are motivated to stay in the group. Contingency factors: Time spent together Group size Level of interaction Number of external threats History of previous success

7 7 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 11–3 Relationship among group cohesiveness, performance norms, and productivity.

8 8 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Influencing the informal workgroup Group norms Department goals Emergent leaders

9 9 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Categories of teams Providing advice Management Production

10 10 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Exhibit 11-4 Comparing groups and teams.

11 11 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Five-stage model of group development Stage 1: Forming Stage 2: Storming Stage 3: Norming Stage 4: Performing Stage 5: Adjourning

12 12 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Building effective teams Small size Complementary skills Common purpose Specific goals Common approach Mutual accountability

13 13 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Obstacles in creating effective teams A weak sense of direction Infighting Shirking of responsibilities Lack of trust Critical skill gaps Lack of external support

14 14 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Exhibit 11-5 Creating effective teams.


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