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© Prentice Hall, Modern Management 9 th edition.
© Prentice Hall, Objectives A definition of the term group as used in the context of management A thorough understanding of the difference between formal and informal groups Knowledge of the types of formal groups that exist in organizations An understanding of how managers can determine which groups exist in an organization An appreciation for what teams are and how to manage them Insights into managing corporate culture to enhance organizational success.
© Prentice Hall, G ROUPS (1) Interact with one another (2) Psychologically aware of one another (3) Perceive themselves to be a group In addition, Cartwright’s and Lippitt’s reasons why managers should study groups: 1.Groups exist in all kinds of organizations 2.Groups inevitably form in all facets of organizational existence 3.Groups can cause either desirable or undesirable consequences within organization 4.Understanding raises probability that groups will cause desirable consequences within organization.
© Prentice Hall, K INDS O F G ROUPS I N O RGANIZATIONS Formal Groups Kinds of Formal Groups Command groups Task groups.
© Prentice Hall, K INDS O F G ROUPS I N O RGANIZATIONS Figure 17.1 A formal group.
© Prentice Hall, K INDS O F G ROUPS I N O RGANIZATIONS Formal Groups (con’t) Examples of Formal Groups Committees Major reasons for establishing committees: 1. To allow organization members to exchange ideas 2. Generate suggestions and recommendations to offer to other units 3. To develop new ideas for solving existing organizational problems 4. To assist in the development of organizational policies Why Managers should Use Committees Improve quality of decision making Encourage expression of honest opinions Increase participation in decision-making Ensure representation of important groups.
© Prentice Hall, K INDS O F G ROUPS I N O RGANIZATIONS Figure 17.2 Percent of companies that have committees, by size of company.
© Prentice Hall, K INDS O F G ROUPS I N O RGANIZATIONS Formal Groups (con’t) Examples of Formal Groups (con’t) Committees (con’t) What Makes Committees Successful Procedural Steps Clearly define committee’s goals in writing Specify committee’s authority Determine optimum size of committee Select chairperson on basis of ability to run efficient meeting Appoint permanent secretary to handle communications Distribute agenda and all supporting material before meeting Start meetings on time and announce ending time at outset.
© Prentice Hall, K INDS O F G ROUPS I N O RGANIZATIONS Formal Groups (con’t) Examples of Formal Groups (con’t) Committees (con’t) People-Oriented Guidelines Rephrasing ideas already expressed Bringing all members into active participation Stimulating further thought by members Groupthink Work Teams Special-Purpose and Self-Managed Teams.
© Prentice Hall, K INDS O F G ROUPS I N O RGANIZATIONS Formal Groups (con’t) Stages of Formal Group Development The Acceptance Stage The Communication and Decision-Making Stage The Group Solidarity Stage The Group Control Stage Members function as a unit Members participate effectively in group effort Members oriented toward single goal Members have equipment, tools, and skills necessary to attain group’s goals Members ask and receive suggestions, opinions, and information from one another.
© Prentice Hall, K INDS O F G ROUPS I N O RGANIZATIONS Informal Groups Kinds of Informal Groups Interest groups Friendship groups Benefits of Informal Group Membership 1. Perpetuation of social and cultural values 2. Status and social satisfaction 3. Increased ease of communication 4. Increased desirability of overall environment.
© Prentice Hall, K INDS O F G ROUPS I N O RGANIZATIONS Figure 17.3 Three informal groups that deviate significantly from formal groups within the organization.
© Prentice Hall, M ANAGING W ORK G ROUPS Determining Group Existence Sociometric Analysis Applying the Sociogram Model Understanding the Evolution of Informal Groups Homans’ Model Applying the Homans’ Model.
© Prentice Hall, M ANAGING W ORK G ROUPS Figure 17.4 Sample sociograms.
© Prentice Hall, M ANAGING W ORK G ROUPS Figure 17.5 Homans’ ideas on how informal groups develop.
© Prentice Hall, T EAMS Groups Versus Teams Not all groups are teams but all teams are groups Types of Teams in Organizations Problem-Solving Teams Self-Managed Teams Cross-functional Teams.
© Prentice Hall, T EAMS Figure 17.6 Possible team types based on various combinations of self-directed, problem-solving, and cross-functional teams.
© Prentice Hall, T EAMS Stages of Team Development Forming Storming Norming Performing Adjourning.
© Prentice Hall, T EAMS Figure 17.7 Factors contributing to team effectiveness.
© Prentice Hall, T EAMS Team Effectiveness People-related steps: 1.Trying to make the team’s work satisfying 2.Developing mutual trust among team members and between the team and management 3.Building good communication—from management to the team as well as within the team 4.Minimizing unresolved conflicts and power struggles within the team 5.Dealing effectively with threats toward and within the team 6.Building the perception that the jobs of team members are secure.
© Prentice Hall, T EAMS Team Effectiveness (con’t) Organization-related steps: 1.Building a stable overall organization or company structure that team members view as secure 2.Becoming involved in team events and demonstrating interest in team progress and functioning 3.Properly rewarding and recognizing teams for their accomplishments 4.Setting stable goals and priorities for the team.
© Prentice Hall, T EAMS Team Effectiveness (con’t) Task-related steps: 1.Developing clear objectives, directions, and project plans for the team 2.Providing proper technical direction and leadership for the team 3.Establishing autonomy for the team and challenging work within the team 4.Appointing experienced and qualified team personnel 5.Encouraging team involvement 6.Building visibility within the organization for the team’s work.
© Prentice Hall, T EAMS Trust and Effective Teams Communicate often to team members Show respect for team members Be fair to team members Be predictable Demonstrate competence.
© Prentice Hall, C ORPORATE C ULTURE Status Symbols Traditions and History Physical Environment The Significance of Corporate Culture What leaders pay attention to, measure, and control Leaders’ reactions to critical incidents and organizational crises Deliberate role modeling, teaching, and coaching Criteria for allocation of rewards and status Criteria for recruitment, selection, promotion, and retirement of employees.
© Prentice Hall, Chapter Seventeen Questions
© Prentice Hall, © Prentice Hall, ObjectivesObjectives 1.A definition of the term group as used in the context of management 2.A.
ObjectivesObjectives 1.A definition of the term group as used in the context of management 2.A thorough understanding of the difference between formal.
8 th edition Steven P. Robbins Mary Coulter. Page 311Slide 2 Groups Any number of people who: 1. Interact with one another 2. Are psychologically aware.
C h a p t e r 17 GLOSSARYGLOSSARY EXIT Glossary Modern Management, 9 th edition Click on terms for definitions Adjourning Command group Committee Corporate.
Foundations of Group Behavior Week 6 lecture 11,12.
Effective Groups and Teams McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter.
Management Fundamentals - Chapter 161 How do teams contribute to organizations? Team A small group of people with complementary skills, who work together.
FINAL PRESENTATION OF ORGANIZATIONAL BEHAVIOUR AND ANALYSIS Prepared for : Dr. S. Kumar Group : Dollar 2 A. R. S. BANDARA - PGIA / 06 / 6317 B. A. G. K.
Chapter 14 Teams and Teamwork EXPLORING MANAGEMENT.
Chapter 15 Effective Groups and Teams. What Is a Group? Group - two or more interacting and interdependent individuals who come together to achieve specific.
© 2002 Prentice Hall, Inc. Chapter 4 Participative Leadership, Delegation, and Empowerment.
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.
8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
© 2006 Prentice Hall Leadership in Organizations 4-1 Chapter 4 Participative Leadership, Delegation, and Empowerment.
McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter Fifteen Effective Groups and Teams.
Fire and Emergency Services Company Officer — Lesson 3 Fire and Emergency Services Company Officer, 4 th Edition Chapter 3 — Supervision.
Slide 4.1 Brooks: Organisational Behaviour, 3 rd edition © Pearson Education Limited 2006 Slide I.1 © Pearson Education Limited, 2005.
Twelve Cs for Team Building. Clear Expectations clearly communicated its expectations for the team’s performance and expected outcomes?communicated its.
Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Groups and Teams Chapter 10.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 14-1 Managing.
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 11 Effective Team Management.
Chapter 9: Teams and Teamwork How do we get the job done together?
Chapter 3 - Skills Approach Leadership Chapter 7 – Path-Goal Theory Northouse, 5 th edition.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education,
CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper.
Perilaku Grup dan Tim Chapter 12 Mata kuliah: J Pengelolaan Organisasi Entrepreneurial Dosen Pembuat: D Rudy Aryanto Tahun : 2009.
8-1 Foundations of Group Behavior Chapter 8 Essentials of Organizational Behavior, 9/e Stephen P. Robbins/Timothy A. Judge.
VIRTUAL TEAMS These are teams that work together and solve problems through computer-based interactions. What are some benefits? Drawbacks?
McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Chapter8 Groups Behavior and Teamwork.
Chapter 7 - Path-Goal Theory Leadership Chapter 7 – Path-Goal Theory Northouse, 4 th edition.
Chapter 9* Managing Meetings. Chapter 10/Managing Meetings Hilgert & Leonard © Explain why meetings, committees, and being able to lead meetings.
©2007 Prentice Hall Organizational Behavior: An Introduction to Your Life in Organizations Chapter 9 Groups and Their Influence.
Management Organisations – Groups and Teams. Useful vocabulary group forming stage storming stage norming stage performing stage adjourning stage role.
Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©20 01 by Prentice Hall, Inc. Chapter 9.
Chapter 8 Group Behavior. Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River,
Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.
McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved
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 Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter.
Building & Maintaining a TEAM Presented By Dennis I. Blender, Ph.D. Blender Consulting Group.
Teambuilding For Supervisors. © Business & Legal Reports, Inc Session Objectives You will be able to: Recognize the value of team efforts Identify.
The role of group work Warning! Possible excessive use of Role Plays.
Understanding Groups & Teams Ch 15. Understanding Groups Group Two or more interacting and interdependent individuals who come together to achieve particular.
Leadership Chapter 7 – Path-Goal Theory. Path-Goal Theory Perspective Conditions of Leadership Motivation Leader Behaviors & Subordinate Characteristics.
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 16 1 Team Management and Conflict MANAGEMENT Meeting and.
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