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Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
Ob slides hol  - group dynamics and work teams(1)
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Ob slides hol - group dynamics and work teams(1)

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  • 1. ‹#›
  • 2. Stages of Group Development• Two models of how groups form.– The Five-Stage Model consists of 5 stages ofdevelopment• Forming• Storming• Norming• Performing• Adjourning– This is the traditional model for understanding groups andtheir work2
  • 3. Stages of Group Development• The Punctuated-Equilibrium Model– Gersick – ½ way» Ground rules» Inertia» Work• This model notes time as a significant factor ingroups.3
  • 4. Stages of Group Development• Note:– These two models co-exists– Any development or understanding ofteams/groups must find a way to include bothmodels.– When considering group work be sure toinclude both models4
  • 5. Group BehaviorBe sure you understand the terms• Sociometry?– What is Sociometry?• Analyzing Group Interaction5
  • 6. Two types of issues• Content– Refers to the task, “what” the group is workingon• Agendas, time frames, ideas, techniques for decisionmaking, agreement• Process– Refers to “how” the groups is functioning• Climate, meeting members needs (political andrelationship)6
  • 7. Group BehaviorBe sure you understand the terms• Factors – Explaining Work Group Behavior– External Conditions Imposed on the Group– Organizational Strategy– Authority Structures– Formal Regulations– Organizational Resources– Human Resource Selection Process– Performance Evaluation & Reward System– Organizational Structure– Physical Work Setting7
  • 8. Group BehaviorBe sure you understand the terms• Group Member Resources???– Member Knowledge– Member Skill– Member Attitudes• Personality Characteristics8
  • 9. Group BehaviorBe sure you understand all the terms• Group Structure– Formal Leadership– Roles– Norms– Status– Size– Composition– Cohesiveness9
  • 10. Group BehaviorBe sure you can provide meaning for these terms• Group Decision Making– Groups vs. the Individual– Groupthink & Groupshift– Group Decision-Making Techniques• Nominal Group Technique• Brainstorming10
  • 11. Group BehaviorBe sure you can provide meaning for these terms• Why have Groups/Teams become sopopular???» Synergy!11
  • 12. Group BehaviorBe sure you understand the terms• Types of Teams– Problem-Solving Teams– Self-Managed Teams– Cross-Functional Teams12
  • 13. Group BehaviorBe sure you understand the terms• Creating High Performance Teams– Link Team material and Group concepts• Size of Work Teams• Abilities of Members• Allocating Roles & Promoting Diversity• Commitment to a common purpose• Establishing specific goals• Leadership and struture• Social Loafing and Accountability• Performance Evaluation and Reward Systems• Develop High Mutual Trust 13
  • 14. Other thoughtsThomas Kelley, GM of IDEO (innovative design cdompany)• Don’t and Do’s of “Hot Teams”• Don’t– Let your team become rule-bound– Be mean• Do– Like your people– Listen to them– Make work engaging– Let them decide14
  • 15. Group Behavior• Turning Individuals into Teams takes…..– Time– A Challenge– A Common Experience– Acceptance of diversity in KSAs15
  • 16. Group Behavior• Contemporary Issues in Managing Teams– Teams and Total Quality Management• Challenge of assessment of the membership– Teams & Workforce Diversity• So many different arenas– Reinvigorating Mature Teams• Without starting over with a new member16
  • 17. Observations about TeamsThompsom, L. L. (2003). Making the team: A guide for managers. (2nded.) Pearson Education, Inc., Upper Saddle River, NJ• Teams are not always the answer• Managers fault the wrong causes for team failure– Blame• External, uncontrollable forces (i. e., a bad economy)• People on the team (e. g., difficult personalities)• But reality – real reason– Managerial error• Managers fail to recognize their team-buildingresponsibilities17
  • 18. Team Observations (2)• Experimenting with failures leads to better teams• Conflict among team members is not always abad thing• Strong leadership is not always necessary forstrong teams• Good teams can still fail under the wrongcircumstances• Retreats will not fix all the conflicts betweenteam members18
  • 19. Finally• Use your emotional resources withteams/groups– Accept personal feelings– Understand others feelings– Identify causes19

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