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Organizational Behavior : Group & Team
1.
14-1 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Groups and Teams
2.
14-2 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Defining Groups
3.
14-3 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Classifying Groups
4.
14-4 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Why People Join Groups • Security • Status • Selfesteem • Affiliation • Power • Goal Achievement
5.
14-5 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Stages of Group Development 1) Forming: members get to know each other and reach common goals. 2) Storming: members disagree on direction and leadership. 3) Norming: close ties and consensus begin to develop between members. 4) Performing: group does its real work. 5) Adjourning: only for task forces that are temporary.
6.
14-6 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Stages of Group Development
7.
14-7 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 An Alternative Model: For Temporary Groups with Deadlines Sequence of actions: 1. Setting group direction 2. First phase of inertia 3. Halfway point transition 4. Major changes 5. Second phase of inertia 6. Accelerated activity
8.
14-8 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 The Punctuated-Equilibrium Model
9.
14-9 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Group Properties 1.Roles 2.Norms 3.Status 4.Size 5.Cohesiveness
10.
14-10 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 1.Roles
11.
14-11 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 8– Roles (cont’d)
12.
14-12 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 2.Norms Classes of Norms: Performance norms Appearance norms Social arrangement norms Allocation of resources norms
13.
14-13 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 8– Norms (cont’d)
14.
14-14 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 8– 3.Status Status Determinants: ✔ Power of person ✔ Person’s ability to contribute to the group ✔ Individual’s characteristics.
15.
14-15 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 8– 4.Size Group Size PerformanceExpected Actual (due to loafing) Other conclusions: • Odd number groups do better than even. • Groups of 7 or 9 perform better overall than larger or smaller groups.
16.
14-16 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Reducing Social Loafing Make individual contributions identifiable Emphasize valuable individual contributions Keep group size at an appropriate level REDUCE Social Loafing
17.
14-17 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 5.Group Cohesiveness ■ Group cohesiveness: measures the loyalty to the group by its members. Increasing group cohesiveness: 1. Make the group smaller. 2. Encourage agreement with group goals. 3. Increase time members spend together. 4. Increase group status and admission difficultly. 5. Stimulate competition with other groups. 6. Give rewards to the group, not individuals.
18.
14-18 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Influential Factors to Cohesiveness Factors that increase Cohesiveness ☞ Intergroup competition ☞ Personal attraction ☞ Favorable evaluation ☞ Agreement on goals ☞ Interaction Factors that Reduce Cohesiveness ☞ Intragroup competition ☞ Unpleasant experience ☞ Domination ☞ Disagreement on goals ☞ Large group size
19.
14-19 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Relationship Between Group Cohesiveness, Performance Norms, and Productivity
20.
14-20 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Group Processes
21.
14-21 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Group Decision Making Strengths More complete information Increased diversity of views Higher quality of decisions Increased acceptance of solutions Weaknesses More time consuming Increased pressure to conform Domination by one or a few members Ambiguous responsibility
22.
14-22 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Advantages and Disadvantages of Group Decision Making
23.
14-23 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Group Versus Individual Decision Making Criteria of Effectiveness Groups Individuals Accuracy x Speed x Creativity x Degree of acceptance x Efficiency x © Prentice Hall,
24.
14-24 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Group Decision-Making Techniques
25.
14-25 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000
26.
14-26 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Evaluating Group Effectiveness
27.
14-27 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Team Versus Groups: What’s the Difference Team Formal group made up of interdependent individuals who are responsible for the attainment of a goal
28.
14-28 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Comparing Work Groups and Work Teams
29.
14-29 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Group vs Team
30.
14-30 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Types of Teams
31.
14-31 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 9– Types of Teams (cont’d) • Task forces • Committees Quality Circle: comprising workers and supervisors to discuss workplace problems.
32.
14-32 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 9– Types of Teams (cont’d) Team Characteristics 1. The absence of paraverbal and nonverbal cues 2. A limited social context 3. The ability to overcome time and space constraints Management Team: Consists of managers of various functions.
33.
14-33 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 A Team- Effectivenes s Model
34.
14-34 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Key Roles of Teams
35.
14-35 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Turning Individuals into Team Players 1. Selection: hiring team player 2. Training: creating team players 3. Rewarding: providing incentives to be a good team player
36.
14-36 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Characteristics of Effective Teams © Prentice Hall,
37.
14-37 Irwin/McGraw-Hill ©The McGraw-Hill
Companies, Inc., 2000 Types of Interpersonal Skills Used in Managing Teams
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