0
Human Relations in BusinessWeek 4 Discussion<br />
Chapter 9  Managing Groups and Teams in Organizations<br />Learning Objectives<br /><ul><li>Recognize and understand group...
Understand the difference between groups and teams
Compare and contrast different types of teams
Understand how to design effective teams
Explore teams and ethics
Understand cross-cultural influences on teams</li></ul>© 2010 Jupiterimages Corporation<br />
Types of Groups: Formal and Informal<br />
Periods of stability<br />Change<br />Periods of rapid change<br />Time<br />
Social Loafing and Collective Efficacy<br />
Three Major Classes of Team Tasks<br />
Team Role Typology<br />These 10 roles include task roles (light yellow), social roles (medium orange), and boundary spann...
<ul><li>A task force is a temporary team which is asked to address a specific issue or problem until it is resolved
A product development team can be temporary or ongoing
A cross-functional team appears in matrix organizations where individuals from different parts of the organization staff t...
If individuals in a virtual team are not fully </li></ul>	engaged and tend to avoid conflict, <br />	team performance can ...
Self-Managed Teams <br />
Team leadership is a major determinant of how autonomous a team can be<br />
Designing Effective Teams<br />
© 2010 Jupiterimages Corporation<br />
Square Wheels Exercise and Group Discussion<br />Used with permission. © Performance Management Company, 1992-2004. Square...
Photo used by permission by Jason Yip<br />
Building Your Cohesive Team<br />
Chapter 11  Decision Making <br />Learning Objectives<br /><ul><li>Understand what is involved decision making
Compare and contrast different decision making models
Compare and contrast individual and group decision making
Understand potential decision making traps and how to avoid them
Understand the pros and cons of different decision making aids
Engage in ethical decision making
Understand cross-cultural differences in decision making </li></ul>© 2010 Jupiterimages Corporation<br />
Bounded Rationality Model <br />
Dimensions of Creativity<br />
Choosing A Decision Making Model <br />
What do you see as the main difference between a successful and an unsuccessful decision?  How much does luck versus skill...
Faulty Decision Making<br />
Overconfidence Bias<br />Hindsight Bias<br />
Source: http://upload.wikimedia.org/wikipedia/commons/b/b0/Iridium_phone.jpg <br />
When it comes to decision making, are two heads better than one?<br />Individual Decision Making Advantages<br />
Source: http://en.wikipedia.org/wiki/Image:Challenger_flight_51-l_crew.jpg<br />
Eight Symptoms of Groupthink<br />
Tools and Techniques for Making Better Decisions<br />
© 2010 Jupiterimages Corporation<br />
Chapter 12 Leading People Within Organizations<br />Learning Objectives<br /><ul><li>Define what leadership is and identif...
Describe behaviors that effective leaders demonstrate
Specify the contexts in which various leadership styles are effective
Explain the concepts of transformational, transactional, charismatic, servant, and authentic leadership</li></ul>© 2010 Ju...
Behavioral approaches to leadership show that task oriented and people oriented behaviors are two key aspects of leadershi...
What Do Leaders Do? Behavioral Approaches to Leadership<br />
Contingency Approaches to LeadershipThe Role of Context<br />
Fiedler’s Contingency Theory<br />
Leaders choose from four basic situational leadership styles as defined by Blanchard and Hersey.<br />The style that a lea...
Development of the Individual<br />
Path-Goal Theory of LeadershipInfluenced by Expectancy Theory of Motivation<br />
Upcoming SlideShare
Loading in...5
×

Discussion week 4

900

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
900
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
4
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Transcript of "Discussion week 4"

  1. 1. Human Relations in BusinessWeek 4 Discussion<br />
  2. 2. Chapter 9 Managing Groups and Teams in Organizations<br />Learning Objectives<br /><ul><li>Recognize and understand group dynamics and development
  3. 3. Understand the difference between groups and teams
  4. 4. Compare and contrast different types of teams
  5. 5. Understand how to design effective teams
  6. 6. Explore teams and ethics
  7. 7. Understand cross-cultural influences on teams</li></ul>© 2010 Jupiterimages Corporation<br />
  8. 8.
  9. 9. Types of Groups: Formal and Informal<br />
  10. 10.
  11. 11. Periods of stability<br />Change<br />Periods of rapid change<br />Time<br />
  12. 12.
  13. 13.
  14. 14.
  15. 15.
  16. 16. Social Loafing and Collective Efficacy<br />
  17. 17.
  18. 18.
  19. 19.
  20. 20. Three Major Classes of Team Tasks<br />
  21. 21.
  22. 22. Team Role Typology<br />These 10 roles include task roles (light yellow), social roles (medium orange), and boundary spanning roles (dark orange) <br />
  23. 23. <ul><li>A task force is a temporary team which is asked to address a specific issue or problem until it is resolved
  24. 24. A product development team can be temporary or ongoing
  25. 25. A cross-functional team appears in matrix organizations where individuals from different parts of the organization staff the team which may be temporary or long standing in nature </li></li></ul><li>Upwards of 8.4 million individuals worldwide work virtually in at least one team<br /><ul><li>virtual teams are formed to take advantage of distributed expertise or time</li></ul>Challenges of Virtual Teams <br /><ul><li>Building trust is difficult
  26. 26. If individuals in a virtual team are not fully </li></ul> engaged and tend to avoid conflict, <br /> team performance can suffer<br />
  27. 27. Self-Managed Teams <br />
  28. 28.
  29. 29. Team leadership is a major determinant of how autonomous a team can be<br />
  30. 30. Designing Effective Teams<br />
  31. 31. © 2010 Jupiterimages Corporation<br />
  32. 32.
  33. 33. Square Wheels Exercise and Group Discussion<br />Used with permission. © Performance Management Company, 1992-2004. Square Wheels® is a registered servicemark of PMC<br />Sometimes it is difficult to start a conversation around team ground rules and performance. Ideas about what is happening in this picture represents how many organizations seem to operate. Have everyone in your group write as many key issues and opportunities for improvement as possible.<br />
  34. 34.
  35. 35.
  36. 36. Photo used by permission by Jason Yip<br />
  37. 37.
  38. 38. Building Your Cohesive Team<br />
  39. 39. Chapter 11 Decision Making <br />Learning Objectives<br /><ul><li>Understand what is involved decision making
  40. 40. Compare and contrast different decision making models
  41. 41. Compare and contrast individual and group decision making
  42. 42. Understand potential decision making traps and how to avoid them
  43. 43. Understand the pros and cons of different decision making aids
  44. 44. Engage in ethical decision making
  45. 45. Understand cross-cultural differences in decision making </li></ul>© 2010 Jupiterimages Corporation<br />
  46. 46.
  47. 47.
  48. 48.
  49. 49.
  50. 50.
  51. 51. Bounded Rationality Model <br />
  52. 52.
  53. 53.
  54. 54. Dimensions of Creativity<br />
  55. 55.
  56. 56.
  57. 57. Choosing A Decision Making Model <br />
  58. 58. What do you see as the main difference between a successful and an unsuccessful decision? How much does luck versus skill have to do with it? How much time needs to pass before you can evaluate the success of a decision? <br />Research has shown that over half of the decisions made within organizations fail. Does this surprise you? Why or why not?<br />
  59. 59. Faulty Decision Making<br />
  60. 60. Overconfidence Bias<br />Hindsight Bias<br />
  61. 61.
  62. 62.
  63. 63. Source: http://upload.wikimedia.org/wikipedia/commons/b/b0/Iridium_phone.jpg <br />
  64. 64. When it comes to decision making, are two heads better than one?<br />Individual Decision Making Advantages<br />
  65. 65.
  66. 66. Source: http://en.wikipedia.org/wiki/Image:Challenger_flight_51-l_crew.jpg<br />
  67. 67. Eight Symptoms of Groupthink<br />
  68. 68. Tools and Techniques for Making Better Decisions<br />
  69. 69. © 2010 Jupiterimages Corporation<br />
  70. 70.
  71. 71. Chapter 12 Leading People Within Organizations<br />Learning Objectives<br /><ul><li>Define what leadership is and identify traits of effective leaders
  72. 72. Describe behaviors that effective leaders demonstrate
  73. 73. Specify the contexts in which various leadership styles are effective
  74. 74. Explain the concepts of transformational, transactional, charismatic, servant, and authentic leadership</li></ul>© 2010 Jupiterimages Corporation<br />
  75. 75.
  76. 76.
  77. 77.
  78. 78. Behavioral approaches to leadership show that task oriented and people oriented behaviors are two key aspects of leadership<br />© 2010 Jupiterimages Corporation<br />
  79. 79. What Do Leaders Do? Behavioral Approaches to Leadership<br />
  80. 80.
  81. 81. Contingency Approaches to LeadershipThe Role of Context<br />
  82. 82. Fiedler’s Contingency Theory<br />
  83. 83. Leaders choose from four basic situational leadership styles as defined by Blanchard and Hersey.<br />The style that a leader chooses is determined by situational factors such as employee readiness.<br />
  84. 84. Development of the Individual<br />
  85. 85.
  86. 86. Path-Goal Theory of LeadershipInfluenced by Expectancy Theory of Motivation<br />
  87. 87.
  88. 88. Predictions of Path-Goal Theory<br />
  89. 89. Vroom and Yetton- Leadership Decisions<br />
  90. 90. . <br />The Decision Tree<br />Source: Used by permission from Victor H. Vroom.<br />
  91. 91. Which of the leadership theories covered in this section do you think are most useful, and least useful, to practicing managers? Why? <br />
  92. 92.
  93. 93. Transformational leaders lead employees by aligning employee goals with the leader’s goals<br />Inspirational motivation<br />Intellectual stimulation<br />Charisma<br />Individualized consideration<br />Transformational Leaders<br />
  94. 94.
  95. 95.
  96. 96.
  97. 97. Self-Assessment: Rate Your LMX<br />Answer the following questions using: 1 = not at all, 2 = somewhat, 3 = fully agree<br /> 1. _____ I like my supervisor very much as a person. <br /> 2. _____My supervisor is the kind of person one would like to have as a friend. <br /> 3. _____My supervisor is a lot of fun to work with. <br /> 4. _____My supervisor defends my work actions, without complete knowledge of the issue.<br /> 5. _____ My supervisor would come to my defense if I were “attacked” by others. <br /> 6. _____ My supervisor would defend me if I made an honest mistake. <br /> 7. _____ I do work for my supervisor that goes beyond what is specified in my job description. <br /> 8. _____ I am willing to apply extra efforts to further the interests of my work group. <br /> 9. _____ I do not mind working my hardest for my supervisor <br />10. _____I am impressed with my supervisor’s knowledge of his/her job. <br />11. _____ I respect my supervisor’s knowledge of and competence on the job. <br />12. _____ I admire my supervisor’s professional skills. <br />Scoring: Liking=1+2+3, Loyalty=4+5+6, Contribution=7+8+9, Professional Respect=10+11+12<br />Source: Liden, R. C. & Maslyn, J. M. (1998). Multi-dimensionality of leader-member exchange: An empirical assessment through scale development. <br />Journal of Management, 24, 43-72. Used by permission of Sage Publications. <br />
  98. 98. Servant Leadership<br />
  99. 99.
  100. 100. Authentic Leadership<br />
  101. 101. Witnessing his father’s losing jobs due to medical problems, he became passionate about a company’s need to care for its employees.<br /> Source: http://upload.wikimedia.org/wikipedia/commons/archive/a/ae/20081006001508!Howard-Schultz-Starbucks.jpg<br />
  102. 102. Develop Your Authentic Leadership Skills<br />
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×