1. Characteristics of Effective Teams
Clear Goals
Relevant Skills
Mutual Trust
Unified Commitment
Good Communication
Negotiating Skills
Appropriate Leadership
Internal and External Support
Learning Objective #3
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada

2. Building Group Cohesiveness
The degree to which members are attracted to a group and share the group’s goals
Highly cohesive groups are more effective and productive than less cohesive groups when their goals align with organizational goals
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada

3. Exhibit 14.5 The Relationship Between Cohesiveness and Productivity
Strong Increase
in Productivity
Decrease in
Productivity
No Significant Effect
on Productivity
Moderate Increase
Cohesiveness
High
Low
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada

4. Conflict Management Conflict
The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks
Traditional view: conflict must it avoided
Human relations view: conflict is a natural and inevitable outcome in any group
Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada

5. Exhibit 14.6 Conflict and Group Performance
Situation
Level of
Group
Performance
Low
High
Level of Conflict A C B
Group's
Internal
Characteristics
Type of Conflict
Low or none
Optimal
Dysfunctional
Functional
Apathetic
Stagnant
Unresponsive to Change
Lack of New Ideas
Viable
Self-Critical
Innovative
Disruptive
Chaotic
Uncooperative
Level of Group
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada

6. Conflict Management Categories of Conflict Types of Conflict
Functional conflicts
Dysfunctional conflicts
Types of Conflict
Task conflict: content and goals of the work
Relationship conflict: interpersonal relationships
Process conflict: how the work gets done
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada

7. Conflict Management Techniques to Reduce Conflict: Avoidance
Accommodation
Forcing
Compromise
Collaboration
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada

8. Exhibit 14.7 Conflict Resolution Techniques
Forcing
Collaborating
Resolving conflicts by
Resolving conflicts by
satisfying one’s own
seeking an advantageous
needs at the expense
solution for all parties.
of another’s.
Resolving conflicts by
each party's giving up
something of value.
Compromising
Resolving conflicts by
Resolving conflicts by
placing another’s needs
withdrawing from or
and concerns above
suppressing them.
your own.
Source: Adapted from K.W. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.) Handbook of Industrial and Organizational Psychology, vol. 3, 2nd ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p With permission
Avoiding
Accommodating
Uncooperative
Cooperative
Cooperativeness
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada