Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Management Chapter15


Published on

Published in: Education, Business
  • very good for knowledge and for managers to use
    Are you sure you want to  Yes  No
    Your message goes here

Management Chapter15

  1. 2. Effective Groups and Teams McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter fifteen
  2. 3. Learning Objectives <ul><li>Explain why groups and teams are key contributors to organizational effectiveness. </li></ul><ul><li>Identify the different types of groups and teams that help managers and organizations achieve their goals. </li></ul><ul><li>Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams. </li></ul>
  3. 4. Learning Objectives <ul><li>Explain why it is important for groups and teams to have a balance of conformity and deviance and a moderate level of cohesiveness. </li></ul><ul><li>Describe how managers can motivate group members to achieve organizational goals and reduce social loafing in groups and teams. </li></ul>
  4. 5. Groups, Teams and Organizational Effectiveness <ul><li>Group </li></ul><ul><ul><li>Two or more people who interact with each other to accomplish certain goals or meet certain needs. </li></ul></ul>
  5. 6. Groups, Teams and Organizational Effectiveness <ul><li>Team </li></ul><ul><ul><li>A group whose members work intensely with each other to achieve a specific, common goal or objective. </li></ul></ul><ul><ul><li>All teams are groups but not all groups are teams. </li></ul></ul><ul><ul><ul><li>Teams often are difficult to form. </li></ul></ul></ul><ul><ul><ul><li>It takes time for members to learn how to work together. </li></ul></ul></ul>
  6. 7. Groups, Teams and Organizational Effectiveness <ul><li>Two characteristics distinguish teams from groups </li></ul><ul><ul><li>Intensity with which team members work together </li></ul></ul><ul><ul><li>Presence of a specific, overriding team goal or objective </li></ul></ul>
  7. 8. Groups and Teams as Performance Enhancers <ul><li>Advantage of synergy </li></ul><ul><ul><li>People working in a group are able to produce more outputs than would have been produced if each person had worked separately </li></ul></ul>
  8. 9. Groups and Teams as Performance Enhancers <ul><li>Factors that contribute to synergy </li></ul><ul><ul><li>Ability of group members to bounce ideas off one another </li></ul></ul><ul><ul><li>To correct one another’s mistakes </li></ul></ul><ul><ul><li>To bring a diverse knowledge base to bear on a problem </li></ul></ul><ul><ul><li>To accomplish work that is too vast for any one individual to achieve </li></ul></ul>
  9. 10. Groups and Teams as Performance Enhancers <ul><li>To take advantage of the potential for synergy, managers need to make sure groups are composed of members who have complementary skills and knowledge relevant to the group’s work </li></ul>
  10. 11. Groups’ and Teams’ Contributions to Organizational Effectiveness Figure 15.1
  11. 12. Groups and Teams and Responsiveness to Customers <ul><li>Responsiveness to Customers </li></ul><ul><ul><li>Difficult to achieve given the many constraints. </li></ul></ul><ul><ul><ul><li>Safety issues, regulations, costs. </li></ul></ul></ul><ul><ul><li>Cross-functional teams can provide the wide variety of skills needed to meet customer demands. </li></ul></ul><ul><ul><ul><li>Teams consist of members of different departments. </li></ul></ul></ul>
  12. 13. Teams and Innovation <ul><li>Innovation </li></ul><ul><ul><li>The creative development of new products, new technologies, new services, or new organizational structures </li></ul></ul><ul><ul><ul><li>Individuals rarely possess the wide variety of skills needed for successful innovation. </li></ul></ul></ul><ul><ul><ul><li>Team members can uncover each other’s flaws and balance each other’s strengths and weaknesses </li></ul></ul></ul><ul><ul><ul><li>Managers should empower the team and make it accountable for the innovation process. </li></ul></ul></ul>
  13. 14. Groups and Teams as Motivators <ul><li>Members of groups, and particularly teams, are often better motivated and satisfied than individuals. </li></ul><ul><ul><li>Team members are more motivated and satisfied than if they were working alone. </li></ul></ul><ul><ul><li>Team members can see the effect of their contribution to achieving team and organizational goals. </li></ul></ul><ul><ul><li>Teams provide needed social interaction and help employees cope with work-related stressors. </li></ul></ul>
  14. 15. The Types of Groups and Teams in Organizations Figure 15.2
  15. 16. Question? <ul><li>Which type of group is one that managers establish to achieve organization goals? </li></ul><ul><li>Formal group </li></ul><ul><li>Informal group </li></ul><ul><li>Virtual team </li></ul><ul><li>Interest group </li></ul>
  16. 17. The Types of Groups and Teams <ul><li>Formal Group </li></ul><ul><ul><li>A group that managers establish to achieve organization goals. </li></ul></ul>
  17. 18. Formal Groups <ul><li>Cross-functional teams </li></ul><ul><ul><li>composed of members from different departments </li></ul></ul><ul><li>Cross-cultural teams </li></ul><ul><ul><li>composed of members from different cultures or countries </li></ul></ul>
  18. 19. The Types of Groups and Teams <ul><li>Informal Group </li></ul><ul><ul><li>A group that managers or nonmanagerial employees form to help achieve their own goals or to meet their own needs. </li></ul></ul>
  19. 20. The Types of Groups and Teams
  20. 21. The Types of Groups and Teams
  21. 22. Self-Managed Work Teams <ul><li>Keys to effective self managed teams: </li></ul><ul><ul><li>Give the team enough responsibility and autonomy to be self-managing. </li></ul></ul><ul><ul><li>The team’s task should be complex enough to include many different steps. </li></ul></ul><ul><ul><li>Select members carefully for their diversity, skills, and enthusiasm. </li></ul></ul><ul><ul><li>Managers should guide and coach, not supervise. </li></ul></ul><ul><ul><li>Determine training needs and be sure it is provided. </li></ul></ul>
  22. 23. Virtual Teams <ul><li>A team whose members rarely meet face-to-face </li></ul><ul><li>Interact by using various forms of information technology </li></ul><ul><li>Email, computer networks, telephone, fax, and videoconferences </li></ul>
  23. 24. Friendship Groups <ul><li>An informal group composed of employees who enjoy one another’s company and socialize with one another </li></ul>
  24. 25. Interest Groups <ul><li>An informal group of employees seeking to achieve a common goal related to their membership in an organization </li></ul>
  25. 26. Group Size <ul><li>Advantage of small groups </li></ul><ul><ul><li>Interact more with each other and easier to coordinate their efforts </li></ul></ul><ul><ul><li>More motivated, satisfied, and committed </li></ul></ul><ul><ul><li>Easier to share information </li></ul></ul><ul><ul><li>Better able to see the importance of their personal contributions </li></ul></ul>
  26. 27. Group Size <ul><li>Advantages of large groups </li></ul><ul><ul><li>More resources at their disposal to achieve group goals </li></ul></ul><ul><ul><li>Enables managers to obtain division of labor advantages </li></ul></ul>
  27. 28. Group Size <ul><li>Disadvantages of large groups </li></ul><ul><ul><li>Problem of communication and coordination </li></ul></ul><ul><ul><li>Lower level of motivation </li></ul></ul><ul><ul><li>Members might not think their efforts are really needed </li></ul></ul>
  28. 29. Group Tasks <ul><li>Group tasks impact how a group interacts. </li></ul><ul><ul><li>Task interdependence shows how the work of one member impacts another; as interdependence rises, members must work more closely together. </li></ul></ul>
  29. 30. Group Dynamics: Interdependence <ul><li>Pooled </li></ul><ul><ul><li>Members make separate, independent contributions to group such that group performance is the sum of each member’s contributions </li></ul></ul>
  30. 31. Group Dynamics: Interdependence <ul><li>Sequential </li></ul><ul><ul><li>Members perform tasks in a sequential order making it difficult to determine individual performance since one member depends on another. </li></ul></ul>
  31. 32. Group Dynamics: Interdependence <ul><li>Reciprocal </li></ul><ul><ul><li>Work performed by one group member is mutually dependent on work done by other members. </li></ul></ul>
  32. 33. Types of Task Interdependence Figure 15.3
  33. 34. Group Roles <ul><li>Group Roles </li></ul><ul><ul><li>The set of behaviors and tasks that a group member is expected to perform because of his or her position in the group. </li></ul></ul>
  34. 35. Group Roles <ul><li>In cross-functional teams, members are expected to perform roles in their specialty. </li></ul><ul><li>Managers should clearly describe expected roles to group members when they are assigned to the group. </li></ul><ul><li>Role-making occurs as workers take on more responsibility in their roles as group members. </li></ul><ul><li>Self-managed teams may assign the roles to members themselves. </li></ul>
  35. 36. Group Leadership <ul><li>Effective leadership is a key ingredient in high performing groups, teams, and organizations. </li></ul><ul><li>Formal groups created by an organization have a leader appointed by the organization. </li></ul><ul><li>Groups that evolve independently in an organization have an informal leader recognized by the group. </li></ul>
  36. 37. The Stages of Group Development Figure 15.4
  37. 38. Stages of Group Development <ul><li>Forming </li></ul><ul><ul><li>Group members get to know each other and reach common goals. </li></ul></ul><ul><li>Storming </li></ul><ul><ul><li>Group members disagree on direction and leadership. Managers need to be sure the conflict stays focused. </li></ul></ul><ul><li>Norming </li></ul><ul><ul><li>Close ties and consensus begin to develop between group members. </li></ul></ul>
  38. 39. Stages of Group Development <ul><li>Performing </li></ul><ul><ul><li>The group begins to do its real work. </li></ul></ul><ul><li>Adjourning </li></ul><ul><ul><li>Only for task forces that are temporary. </li></ul></ul><ul><ul><li>Note that these steps take time! </li></ul></ul>
  39. 40. Discussion Question? <ul><li>What stage of group development is most important? </li></ul><ul><li>Forming </li></ul><ul><li>Storming </li></ul><ul><li>Norming </li></ul><ul><li>Performing </li></ul>
  40. 41. Group Norms <ul><li>Group Norms </li></ul><ul><ul><li>Shared guidelines or rules for behavior that most group members follow </li></ul></ul><ul><ul><li>Managers should encourage members to develop norms that contribute to group performance and the attainment of group goals </li></ul></ul>
  41. 42. Group Dynamics <ul><li>Conformity and Deviance </li></ul><ul><ul><li>Members conform to norms to obtain rewards, imitate respected members, and because they feel the behavior is right. </li></ul></ul><ul><ul><li>When a member deviates, other members will try to make them conform, expel the member, or change the group norms to accommodate them. </li></ul></ul><ul><ul><li>Conformity and deviance must be balanced for high performance from the group. </li></ul></ul><ul><ul><li>Deviance allows for new ideas in the group. </li></ul></ul>
  42. 43. Balancing Conformity and Deviance in Groups Figure 15.5
  43. 44. Question? <ul><li>What is the degree to which members are attracted to their group? </li></ul><ul><li>Group consistency </li></ul><ul><li>Group organization </li></ul><ul><li>Group cohesiveness </li></ul><ul><li>Group constancy </li></ul>
  44. 45. Group Cohesiveness <ul><li>The degree to which members are attracted to their group </li></ul><ul><li>Three major consequences </li></ul><ul><ul><li>Level of participation </li></ul></ul><ul><ul><li>Level of conformity to group norms </li></ul></ul><ul><ul><li>Emphasis on group goal accomplishment </li></ul></ul>
  45. 46. Sources and Consequences of Group Cohesiveness Figure 15.6
  46. 47. Factors Leading to Group Cohesiveness
  47. 48. Managing Groups and Teams for High Performance <ul><li>Motivating group members to achieve organizational goals: </li></ul><ul><ul><li>Members should benefit when the group performs well—rewards can be monetary or in other forms such as special recognition. </li></ul></ul><ul><ul><li>Individual compensation is a combination of both individual and group performance. </li></ul></ul><ul><ul><li>Make additional resources (beyond compensation) such as choice assignments available to high-performance groups. </li></ul></ul>
  48. 49. Managing Groups and Teams for High Performance <ul><li>Social loafing </li></ul><ul><ul><li>The human tendency to put forth less effort in a group than individually. </li></ul></ul><ul><ul><li>Results in possibly lower group performance and failure to attain group goals </li></ul></ul>
  49. 50. Managing Groups and Teams for High Performance <ul><li>Reducing social loafing: </li></ul><ul><ul><li>Make individual efforts identifiable and accountable. </li></ul></ul><ul><ul><li>Emphasize the valuable contributions of individual members. </li></ul></ul><ul><ul><li>Keep group size at an appropriate level. </li></ul></ul>
  50. 51. Three Ways to Reduce Social Loafing Figure 15.7
  51. 52. Movie Example: 13 going on 30 <ul><li>How does the group on the dance floor move through the stages of group development? </li></ul>