CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Advanced Organizational Management Chapter 7: Team Building and Team Leading

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Groups Any collection of two or more people with a common goal or purpose, work together Can be formal or informal, large or small, permanent or temporary Membership distinguishes groups into types  Community groups (church, civic, volunteer)  Family groups  Circle of friends  Work groups

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Formal Groups Created by management and charged with carrying out specific tasks; smaller subsystems in an organization Include at least one leader to supervise the group to accomplish goals through specific arrangements Types include command groups, teams, and task forces

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Informal Groups Created by employees instead of the organization, through association on a regular basis Include at least one leader who works with the members to accomplish goals established by the group Types include interest and friendship groups Formed for affiliation, mutual aid, protection, communication, proximity, attraction, sharing

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Goals of Groups Goals define the group—characteristics are determined Goals are shared by members Different goals require different activities Some groups have special goals

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Group Characteristics Size affects ease of communication, potential for influence, and member satisfaction  Formal groups range in size from 5–15 Norms are standards of behavior for specific situations; define acceptable behaviors in the group  Group expects everyone to comply, even newcomers Role is the task each member is expected to perform; defined by the group Status refers to the relative importance of individuals in the group; position placement by members

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Group Dynamics Stages of development include forming, storming, norming, performing, adjourning, and setbacks Proximity refers to the physical closeness of people in a setting Homogeneity refers to the sameness of individuals (common purpose) Distinctiveness (something unique) gives a group its unity Cohesiveness refers to degree that members will work together, importance of voluntary action, and desire to remain part of the group

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Participation—Being a Good Member Requires several types of interaction Frequent contact on an individual basis or with several people from the group Formal meetings may require the entire group Meeting dynamics  Accepting and supporting others  Ask questions for clear understanding  Respond to requests, make contributions

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Leadership Increase group cohesion with strategies like  Competition  Interpersonal interaction  Increased interaction  Common goals and fates Responsibilities of leaders  Informal group leaders uphold norms and represent group’s point of view  Formal leaders lead toward achievement of goals and represent the group within the organization

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Teams Work teams are the building block for efficiency; winning requires teamwork Types of team tasks include providing advice and increasing involvement, providing production and service, completing one-of-a-kind projects, and implementing actions Team building activities build cohesion, help set goals, clarify roles, and practice problem-solving Building and maintaining effectiveness requires group participation, mutual trust and respect, communication and understanding, minimized conflict, and individual responsibility

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Improving Effectiveness-Formal Groups & Teams Learn about members’ concerns Specify purposes and expectations of teams Establish goals and stick to them Identify the group’s responsibility and authority Set boundaries of group activity Team leaders lead, not mandate (Robert’s Rules) Train teams for cooperative working Prepare plans, rules, and agendas Equal treatment of all members Required participation; no freeloaders Encourage and foster dissent and diversity Accept dissent; desired

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Strategies for Informal Groups Acknowledge the existence and importance of informal groups; first step Create a positive environment so they can flourish, realize objectives Use organizational power and politics to the advantage of the group Recognize the existence of informal groups and their benefit to the formal structure accept and respect roles