Ch 11 - Mging in groups
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Cornerstones of Management: Chapter 11
11.2 Typical Roles
Group manager uses four roles of management: i. Planning ii. Organising iii. Leading iv. Controlling Team manager:
Cornerstones of Management: Chapter 11
11.9 Personal Benefits
• Power: teams generate greater energy & resources than individuals • Affiliation: team membership establishes & reinforces one’s identity & esteem • Status: team status increases personal (individual) status • Safety: more feeling of security in a team than when working alone • Achievement: workplace satisfaction increased by shared, successful goal attainment
Cornerstones of Management: Chapter 11
11.15 Group Task Roles
• Initiator: proposes goals & suggests ways of solving problems • Opinion seeker: asks for information, views & suggestions about the task • Information giver: provides data & information to group members • Co-ordinator: clarifies & synthesises ideas for the whole group Orienter: summarises, keeps group on track • Energiser: stimulates the group towards quality work
Cornerstones of Management: Chapter 11
11.14 Group Roles
Usually, roles are listed under one of three headings … • Task roles (help group develop & reach goals) • Maintenance roles (foster group unity, interpersonal relations & member abilities) • Self-oriented roles (related to personal needs of group members)
Cornerstones of Management: Chapter 11
11.7 Management of Project Teams
Project management strategies used by managers benefit: • Leadership (shared) • Project tasks (estimating, scheduling, tracking, reporting, and managing risk & quality) • Product development (designing, developing, building, testing)
Cornerstones of Management: Chapter 11
11.1 Introduction
• People in organisations group together for various tasks, formal & informal • As size of group increases, work tasks & communication demands increase • Team members cooperate to enable organisational performance which influences other employees’ behaviour • Terms ‘group’/‘team’ often used interchangeably – but not the same • Employees commence in a group & develop into a team according to size, content, experience, autonomy, objectives, processes, responsibility, accountability & evaluation
i. Empowers team members to perform management functions ii. Shares responsibility for team performance
Cornerstones of Management: Chapter 11
11.3 Definitions
Chapter 11
Managing in Groups
Cornerstones of Management
Skills in Practice
Chapter Overview
This chapter looks at: • The meaning of a group/team • Formal and informal groups • Group member roles & the effects of group size • Group norms & their influence on behaviour • Group cohesiveness & performance • Advantages & disadvantages of groups • Stages of group development
Cornerstones of Management: Chapter 11
11.6 More Uses of Teams
• Build up each individual’s skills • Increase motivation through sharing tasks & responsibilities • Establish control & discipline • Gain greater individual need satisfaction • Enhance multi-disciplinary approaches
Cornerstones of Management: Chapter 11
11.12 Group Size
• Very small groups (2-3 persons) may have limited access to resources • Small groups (4-6 persons) have high interaction & motivation • Medium groups ( 7-12 persons) allow for substantial diversity among members • Large groups (12+) may split into cliques which operate as separate groups • Balance required: e.g. individualism v. collectivism i.e. individual abilities & interests v. the interests of the whole group
Cornerstones of Management: Chapter 11
11.8 Project Team Outcomes
Benefits include: • quicker completion • more effective execution • more reliable cost & schedule estimates • reduced risk • reduced cost
• Group: two or more people interacting with a leader ຫໍສະໝຸດ Baiduo perform individual tasks • Informal group: forms unofficially with shared interests • Formal group: one officially recognised by organisation • Team: number of members who work cooperatively to achieve a common goal • Teamwork: process of people working together on common goals • Team building: gathering/analysing data on a team to increase its effectiveness
Cornerstones of Management: Chapter 11
11.13 Group Tasks
• Task interdependence: degree to which one person’s work affects all members • Pooled task interdependence: group members work separately and one person puts parts together at the end • Sequential task interdependence: members must perform tasks in a predetermined order • Reciprocal task interdependence: work performed by each member is fully dependent on the work of other members
Cornerstones of Management: Chapter 11
11.10 Group/Team Types
Cornerstones of Management: Chapter 11
11.11 Group Concepts
Groups/teams can be categorized by factors such as … Size Tasks Roles Norms Cohesiveness
Cornerstones of Management: Chapter 11
11.5 Uses of Teams
• • • • • Develop more resources for problem solving Identify correct problem Improve innovation/creativity Generate better quality decisions Encourage greater work commitment (see next slide…)
Cornerstones of Management: Chapter 11
11.4 Group/Team
Condition Equity Person Outcomes = + Inputs Others Outcomes + Inputs Example A worker notes he contributes more inputs (time) than other workers, but he also receives more outcomes (salary), so he is happy that he is being treated fairly.
11.2 Typical Roles
Group manager uses four roles of management: i. Planning ii. Organising iii. Leading iv. Controlling Team manager:
Cornerstones of Management: Chapter 11
11.9 Personal Benefits
• Power: teams generate greater energy & resources than individuals • Affiliation: team membership establishes & reinforces one’s identity & esteem • Status: team status increases personal (individual) status • Safety: more feeling of security in a team than when working alone • Achievement: workplace satisfaction increased by shared, successful goal attainment
Cornerstones of Management: Chapter 11
11.15 Group Task Roles
• Initiator: proposes goals & suggests ways of solving problems • Opinion seeker: asks for information, views & suggestions about the task • Information giver: provides data & information to group members • Co-ordinator: clarifies & synthesises ideas for the whole group Orienter: summarises, keeps group on track • Energiser: stimulates the group towards quality work
Cornerstones of Management: Chapter 11
11.14 Group Roles
Usually, roles are listed under one of three headings … • Task roles (help group develop & reach goals) • Maintenance roles (foster group unity, interpersonal relations & member abilities) • Self-oriented roles (related to personal needs of group members)
Cornerstones of Management: Chapter 11
11.7 Management of Project Teams
Project management strategies used by managers benefit: • Leadership (shared) • Project tasks (estimating, scheduling, tracking, reporting, and managing risk & quality) • Product development (designing, developing, building, testing)
Cornerstones of Management: Chapter 11
11.1 Introduction
• People in organisations group together for various tasks, formal & informal • As size of group increases, work tasks & communication demands increase • Team members cooperate to enable organisational performance which influences other employees’ behaviour • Terms ‘group’/‘team’ often used interchangeably – but not the same • Employees commence in a group & develop into a team according to size, content, experience, autonomy, objectives, processes, responsibility, accountability & evaluation
i. Empowers team members to perform management functions ii. Shares responsibility for team performance
Cornerstones of Management: Chapter 11
11.3 Definitions
Chapter 11
Managing in Groups
Cornerstones of Management
Skills in Practice
Chapter Overview
This chapter looks at: • The meaning of a group/team • Formal and informal groups • Group member roles & the effects of group size • Group norms & their influence on behaviour • Group cohesiveness & performance • Advantages & disadvantages of groups • Stages of group development
Cornerstones of Management: Chapter 11
11.6 More Uses of Teams
• Build up each individual’s skills • Increase motivation through sharing tasks & responsibilities • Establish control & discipline • Gain greater individual need satisfaction • Enhance multi-disciplinary approaches
Cornerstones of Management: Chapter 11
11.12 Group Size
• Very small groups (2-3 persons) may have limited access to resources • Small groups (4-6 persons) have high interaction & motivation • Medium groups ( 7-12 persons) allow for substantial diversity among members • Large groups (12+) may split into cliques which operate as separate groups • Balance required: e.g. individualism v. collectivism i.e. individual abilities & interests v. the interests of the whole group
Cornerstones of Management: Chapter 11
11.8 Project Team Outcomes
Benefits include: • quicker completion • more effective execution • more reliable cost & schedule estimates • reduced risk • reduced cost
• Group: two or more people interacting with a leader ຫໍສະໝຸດ Baiduo perform individual tasks • Informal group: forms unofficially with shared interests • Formal group: one officially recognised by organisation • Team: number of members who work cooperatively to achieve a common goal • Teamwork: process of people working together on common goals • Team building: gathering/analysing data on a team to increase its effectiveness
Cornerstones of Management: Chapter 11
11.13 Group Tasks
• Task interdependence: degree to which one person’s work affects all members • Pooled task interdependence: group members work separately and one person puts parts together at the end • Sequential task interdependence: members must perform tasks in a predetermined order • Reciprocal task interdependence: work performed by each member is fully dependent on the work of other members
Cornerstones of Management: Chapter 11
11.10 Group/Team Types
Cornerstones of Management: Chapter 11
11.11 Group Concepts
Groups/teams can be categorized by factors such as … Size Tasks Roles Norms Cohesiveness
Cornerstones of Management: Chapter 11
11.5 Uses of Teams
• • • • • Develop more resources for problem solving Identify correct problem Improve innovation/creativity Generate better quality decisions Encourage greater work commitment (see next slide…)
Cornerstones of Management: Chapter 11
11.4 Group/Team
Condition Equity Person Outcomes = + Inputs Others Outcomes + Inputs Example A worker notes he contributes more inputs (time) than other workers, but he also receives more outcomes (salary), so he is happy that he is being treated fairly.