M&OB - Chapter 15 17 18
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• External (Organizational) Conditions
Overall strategy
Authority structures Formal regulations
• Internal Group Variables
Individual competencies and traits of members
Explaining Work Group Behavior
• Explain the major components that determine group performance and satisfaction. • Discuss how roles, norms, conformity, status systems, group size, and group cohesiveness influence group behavior. • Explain how group norms can both help and hurt an organization. • Define groupthink and social loafing.
© 2007 Prentice Hall, Inc. All rights reserved.
15–7
Stages in Group Development
• Forming
Members join and begin the process of defining the group’s purpose, structure, and leadership.
Group structure Size of the group Cohesiveness and the level of intragroup conflict Internal pressures on members to conform o the group’s norms
The internal pressures on members to conform to the group’s norms
© 2007 Prentice Hall, Inc. All rights reserved.
15–11
Conditions Affecting Group Behavior
Role conflict: experiencing differing role expectations
© 2007 Prentice Hall, Inc. All rights reserved. 15–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
© 2007 Prentice Hall, Inc. All rights reserved.
15–12
Group Structure
• Role
The set of expected behavior patterns attributed to someone who occupies a given position in a social unit that assist the group in task accomplishment or maintaining group member satisfaction.
• Explain the role of informal (social) networks in managing teams.
© 2007 Prentice Hall, Inc. All rights reserved.
15–4
Understanding Groups
• Group
Two or more interacting and interdependent individuals who come together to achieve specific goals. Formal groups Work groups defined by the organization’s structure that have designated work assignments and tasks.
Creating Effective Teams (cont’d)
• List the characteristics of effective teams.
Current Challenges in Managing Teams
• Discuss the challenges of managing global teams
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
15
© 2007 Prentice Hall, Inc. All rights reserved.
Understanding Groups and Teams
PowerPoint Presentation by Charlie Cook The University of West Alabama
Available organizational resources
Employee selection criteria Performance management (appraisal) system Organizational culture General physical layout
Group Behavior Model
© 2007 Prentice Hall, I源自文库c. All rights reserved.
15–10
Work Group Behavior
• Internal Variables Affecting Group Behavior
The individual abilities of the group’s members The size of the group The level of conflict
© 2007 Prentice Hall, Inc. All rights reserved. 15–5
Exhibit 15–1
Examples of Formal Groups
• Command Groups
Groups that are determined by the organization chart and composed of individuals who report directly to a given manager.
© 2007 Prentice Hall, Inc. All rights reserved.
15–6
Exhibit 15–1 Examples of Formal Groups (cont’d)
• Cross-Functional Teams
Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others’ jobs.
© 2007 Prentice Hall, Inc. All rights reserved. 15–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Understanding Groups
• Define the different types of groups. • Describe the five stages of group development.
Explaining Work Group Behavior (cont’d)
• Describe the relationships between group cohesiveness and productivity. • Discuss how conflict management influences group behavior. • Tell the advantages and disadvantages of group decision making.
– Appropriate behaviors are defined by and directed toward organizational goals.
Informal groups Groups that are independently formed to meet the social needs of their members.
• Self-Managed Teams
Groups that are essentially independent and in addition to their own tasks, take on traditional responsibilities such as hiring, planning and scheduling, and performance evaluations.
• Performing
A fully functional group structure allows the group to focus on performing the task at hand.
• Storming
Intragroup conflict occurs as individuals resist control by the group and disagree over leadership.
• Adjourning
The group prepares to disband and is no longer concerned with high levels of performance.
• Norming
Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior.
• Task Groups
Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands.
15–8
© 2007 Prentice Hall, Inc. All rights reserved.
Exhibit 15–2
Stages of Group Development
© 2007 Prentice Hall, Inc. All rights reserved.
15–9
Exhibit 15–3
Creating Effective Teams
• Compare groups and teams. • Explain why teams have become so popular in organizations. • Describe the four most common types of teams.
Overall strategy
Authority structures Formal regulations
• Internal Group Variables
Individual competencies and traits of members
Explaining Work Group Behavior
• Explain the major components that determine group performance and satisfaction. • Discuss how roles, norms, conformity, status systems, group size, and group cohesiveness influence group behavior. • Explain how group norms can both help and hurt an organization. • Define groupthink and social loafing.
© 2007 Prentice Hall, Inc. All rights reserved.
15–7
Stages in Group Development
• Forming
Members join and begin the process of defining the group’s purpose, structure, and leadership.
Group structure Size of the group Cohesiveness and the level of intragroup conflict Internal pressures on members to conform o the group’s norms
The internal pressures on members to conform to the group’s norms
© 2007 Prentice Hall, Inc. All rights reserved.
15–11
Conditions Affecting Group Behavior
Role conflict: experiencing differing role expectations
© 2007 Prentice Hall, Inc. All rights reserved. 15–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
© 2007 Prentice Hall, Inc. All rights reserved.
15–12
Group Structure
• Role
The set of expected behavior patterns attributed to someone who occupies a given position in a social unit that assist the group in task accomplishment or maintaining group member satisfaction.
• Explain the role of informal (social) networks in managing teams.
© 2007 Prentice Hall, Inc. All rights reserved.
15–4
Understanding Groups
• Group
Two or more interacting and interdependent individuals who come together to achieve specific goals. Formal groups Work groups defined by the organization’s structure that have designated work assignments and tasks.
Creating Effective Teams (cont’d)
• List the characteristics of effective teams.
Current Challenges in Managing Teams
• Discuss the challenges of managing global teams
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
15
© 2007 Prentice Hall, Inc. All rights reserved.
Understanding Groups and Teams
PowerPoint Presentation by Charlie Cook The University of West Alabama
Available organizational resources
Employee selection criteria Performance management (appraisal) system Organizational culture General physical layout
Group Behavior Model
© 2007 Prentice Hall, I源自文库c. All rights reserved.
15–10
Work Group Behavior
• Internal Variables Affecting Group Behavior
The individual abilities of the group’s members The size of the group The level of conflict
© 2007 Prentice Hall, Inc. All rights reserved. 15–5
Exhibit 15–1
Examples of Formal Groups
• Command Groups
Groups that are determined by the organization chart and composed of individuals who report directly to a given manager.
© 2007 Prentice Hall, Inc. All rights reserved.
15–6
Exhibit 15–1 Examples of Formal Groups (cont’d)
• Cross-Functional Teams
Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others’ jobs.
© 2007 Prentice Hall, Inc. All rights reserved. 15–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Understanding Groups
• Define the different types of groups. • Describe the five stages of group development.
Explaining Work Group Behavior (cont’d)
• Describe the relationships between group cohesiveness and productivity. • Discuss how conflict management influences group behavior. • Tell the advantages and disadvantages of group decision making.
– Appropriate behaviors are defined by and directed toward organizational goals.
Informal groups Groups that are independently formed to meet the social needs of their members.
• Self-Managed Teams
Groups that are essentially independent and in addition to their own tasks, take on traditional responsibilities such as hiring, planning and scheduling, and performance evaluations.
• Performing
A fully functional group structure allows the group to focus on performing the task at hand.
• Storming
Intragroup conflict occurs as individuals resist control by the group and disagree over leadership.
• Adjourning
The group prepares to disband and is no longer concerned with high levels of performance.
• Norming
Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior.
• Task Groups
Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands.
15–8
© 2007 Prentice Hall, Inc. All rights reserved.
Exhibit 15–2
Stages of Group Development
© 2007 Prentice Hall, Inc. All rights reserved.
15–9
Exhibit 15–3
Creating Effective Teams
• Compare groups and teams. • Explain why teams have become so popular in organizations. • Describe the four most common types of teams.