1 MGTO120s Understanding Groups and Teams Jian Liang MGTO, HKUST.
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Transcript of 1 MGTO120s Understanding Groups and Teams Jian Liang MGTO, HKUST.
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MGTO120s
Understanding Groups and Teams
Jian Liang
MGTO, HKUST
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Where We Are
Management
Basic Concepts
(Ch1)
Context
(ch3,4,& 5)
Retrospect
(ch2)
Plan(ch6,
7,8,& 9)
Organize(Ch 10
Lead ControlBasic
Concepts(Ch1)
Context
(ch3,4,& 5)
Retrospect
(ch2)
Plan(ch6,
7,8,& 9)
Organize(Ch 10,
11,12,13) Lead Control
Basic Concepts
(Ch1)
Context
(ch3,4,& 5)
Retrospect
(ch2)
Plan(ch6,
7,8,& 9)
Organize(Ch10,11 & 13)
Lead Control
Understanding Group and Team
(Ch15)
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Learning Objectives
Understanding Groups• Define the different types of groups.• Describe the five stage of group development.
Explaining Work Group Behavior• Discuss how roles, norms, conformity, group size,
and group cohesiveness influence group behavior.• Explain how group norms can both help and hurt an
organization.• Define group think and social loafing.
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Learning Objectives (cont’d)
Explaining Work Group Behavior (cont’d)• Discuss how conflict management influences
group behavior.• Describe the advantages and disadvantages of
group decision making.
Creating Effective Teams• Compare groups and teams.• Explain why teams have become so popular.• Describe the four most common types of teams.• Understand the characteristics of effective
teams.
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Understanding Groups
Two or more interacting and interdependent individuals who come together to achieve particular goals.
Formal groups defined by the organization’s structure that
have designated work assignments and tasks. Task groups, command groups
Informal groups formed to meet the social needs of their
members. Friendship groups, interest groups
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Why Do Humans Form Groups?
Security
Status
Self-esteem
Affiliation
Power
Goal achievement
People are the source of most of problems. But they also give us our solutions
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Stages in Group Development Forming
Members join and begin the process of defining the group’s purpose, structure, and leadership.
Storming Intragroup conflict occurs as
individuals resist control by the group and disagree over leadership.
Norming Close relationships develop
as the group becomes cohesive and establishes its norms for acceptable behavior.
Performing A fully functional
group structure allows the group to focus on performing the task at hand.
Adjourning The group prepares to
disband and is no longer concerned with high levels of performance.
For temporary groups
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Stages of Group Development
Which stage of your group???
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Group Behavior Model
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Conditions Affecting Group Behavior
External Overall strategy Authority structures Formal regulations Available organizational
resources Employee selection
criteria Performance management
(appraisal) system Organizational culture General physical layout
Internal Individual
competencies and traits of members
Group structure Size of the group Cohesiveness and the
level of intragroup conflict
Internal pressures on members to conform o the group’s norms
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Group Structure: Group Size
Social Loafing The tendency for
individuals to expend less effort when working collectively than when work individually.
Group Size
Performance
Expec
ted
Actual (due to
loafin
g)
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Social Loafing
What causes the social loafing effect? Question others’ contribution The dispersion of responsibility. ???
Do Chinese have the propensity to engage in social loafing?
The implications of social loafing for managers
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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.
Role conflict: experiencing differing role expectations
Role ambiguity: uncertainty about role expectations
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Group Structure (cont’d)
Norms Acceptable standards or expectations that are
shared by the group’s members. Common types of norms
Effort and performance Hawthorne studies: Output levels, absenteeism,
working pace, socializing Dress: You wears Nikes in class. Does UST
President? Social norm
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The Hawthorne Studies
A series of studies undertaken by Elton Mayo at Western Electric Company’s Hawthorne Works in Chicago between 1924 and 1932.
Research stages: The coil winding illumination test. The relay assembly test: human factor The interviewing program. The bank wiring observation.
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“The researchers were in confusion. Other conditions were run with similar inexplicable results. In desperation, they asked the workers themselves what was going on and learned that the workers were so pleased to singled out for special attention that they had tried to do the best they could for the researchers and for the company! The “Hawthorne effect” was discovered.
--- Scott 1987: 58.
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Norms in Hawthorne
You should not turn out too much work. If you do, you are a ‘rate-buster’.
You should not turn out too little work, if you do, you are a ‘chiseler’.
You should not tell a supervisor anything that will react to the detriment of an associate. If you do, you are a ‘squealer’.
You should not attempt to maintain social distance or act officious. If you are an inspector, for example, you should not act like one
--- Roethlisberger & Dickson, 1939: 522
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Group Structure (cont’d)
Conformity Individuals conform in order to be
accepted by groups. Group pressures can have an effect on an
individual member’s judgment and attitudes.
The effect of conformity is not as strong as it once was now, although still a powerful force.
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Asch’s Experiment
A group seven or eight people, including one unsuspecting subject
Each member was to announce aloud which of the three lines (in a card) matched the single line (in the other card).
The unsuspecting subject conformed the incorrect answers over a third of the time
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Examples of Cards Used in the Asch Study
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Stanford Prison Experiment Philip Zimbardo, August 1971 Using realistic methods, Zimbardo and
others simulated a prison to transform its participants. The young men who played prisoners and guards revealed how much circumstances can distort individual personalities -- and how anyone, when given complete control over others, can act like a monster.
“In a few days, the role dominated the person. They became guards and prisoners."
“It shows how easy it is for good people to become perpetrators of evil."
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What about Iraq? US prison in Cuba?
Guards “They [the
prisoners] didn’t see it as experiment. It was real and they were fighting to keep their identity. But we were always there to show them just who was boss.”
“Acting authoritatively can be fun. Power can be a great pleasure.”
Prisoners “…The way we were made to degrade ourselves really brought us down and that’s why we all sat docile towards the end of the experiment.”“…I began to feel I was losing my identity, that the person I call……, the person who volunteered to get me into this prison was distant from me, was remote until finally I wasn’t that person, I was 416. I was really my number and 416 was really going to have to decide what to do.”“I learned that people can easily forget that others are human.”
Please refer to detail information at http://www.prisonexp.org
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So conformity to norms can cause many problems
Cause faulty perception: Asch study Cause guards to mistreat prisoners Lead to other group problems such as
escalation of commitment, risky-shift lead to Groupthink. What is
GROUPTHINK? We will see soon…
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Group Structure (cont’d)
Group Cohesiveness The degree to which members are attracted to
a group and share the group’s goals. Highly cohesive groups are more effective and
productive than less cohesive groups when their goals aligned with organizational goals.
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Group Decision Making
Large groups facilitate the pooling of information about complex tasks.
Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks.
Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.
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Group Decision Making (Cont’d)
Strengths, advantages More Diversity of Views Increased information Higher-quality decisions (more
accuracy) Improved Commitment, increased
acceptance of solutions
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Group Decision Making (Cont’d)
Limitations: Domination by one or a few
members Ambiguous responsibility Unclear Responsibility Slower Conformity pressures Potential for group polarization Potential for group conflict
S. Adams, Build a Better Life by Stealing Office Supplies (Kansas City MO: Andrews & McMeal, 1991), p. 31. Dilbert
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Group Thinking
The extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that of the group.
Faulty decision making that occurs in cohesive groups whose members strive for agreement at the expense of accurately assessing relevant information
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The Challenger Space Shuttle Disaster
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Ronald Reagan: The Space Shuttle "Challenger" Tragedy Address
"We'll continue our quest in space. There will be more shuttle flights...more volunteers, more civilians, more teachers…”
delivered 28 January 1986
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Group Processes: Conflict Management
The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks. Traditional view: conflict must it avoided. Human relations view: conflict is a
natural and inevitable outcome in any group.
Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance.
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Conflict Management (cont’d)
Types of Conflict Task conflict: content and goals of the
work, low-to-moderate levels are functional
Relationship conflict: interpersonal relationships, almost always dysfunctional
Process conflict: how the work gets done, low levels are functional
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Conflict and Group Performance
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Conflict Management (cont’d)
Techniques to Reduce Conflict: Avoidance Accommodation Forcing Compromise Collaboration
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Conflict-Resolution Techniques
Source: Adapted from K.W. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.) Handbook of Industrial and Organizational Psychology, vol. 3, 2d ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission
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Turning Groups into Effective Team!
Work Team A group whose members work intensely
on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills
The difference between group and team
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Comparing Groups and Teams
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Problem-Solving Teams
Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. Not exactly 120…
Self-Managed Work Teams
Groups of 10 to 15 people who take on the responsibilities of their former supervisors. MGTO120s??
Types of Teams
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•Task forces
You might look at yourselves as a task force
•Committees
Cross-Functional Teams
Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. Your 120 team is cross-functional
Types of Teams (Cont’d)
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Team Characteristics, plus and minus:
1. The absence of paraverbal and nonverbal cues ( - )
2. A limited social context ( - )
3. The ability to overcome time and space constraints (+)
Team Characteristics, plus and minus:
1. The absence of paraverbal and nonverbal cues ( - )
2. A limited social context ( - )
3. The ability to overcome time and space constraints (+)
Virtual Teams
Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
Types of Team (Cont’d)
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Why We Need Teams
Why UseTeams?
Createsesprit de corps (team spirit)
Takes advantageof workforce
diversity
Increasesflexibility
Increasesperformance
Allows managersto do more strategic
Management
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Research shows: Teams CAN WORK!
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Characteristics of Effective Teams
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Characteristics of Effective Teams Have a clear
understanding of their goals.
Have competent members with relevant technical and interpersonal skills.
Exhibit high mutual trust in the character and integrity of their members.
Are unified in their commitment to team goals.
Have good communication systems.
Possess effective negotiating skills
Have appropriate leadership
Have both internally and externally supportive environments
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Case Study on Chrysler
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How Chrysler Did
Size: small team to ease communication Right people: professionals from different
functional areas Empowerment: take control of the production Leadership: encourages and allows employees to
make own decisions Clear goals: responsible for one particular range of
car (large car, mini-van…)
Achievements: (after the introduction of TEAMS) Car sales increased Meet cost target Shorter production time (a year less to make a new
car)
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Can your MGTO120 group be a TEAM?
With groups or teams, you may get
2+2=5 or
2+2=3 This is one reason we have teams in
MGTO120 this semester. Pay attention to your group processes. You may learn
things that can help you ALL YOUR LIFE
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Towards More + Than -
+
–
=
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Process Gains Increases in potential performance that result
from new ways of motivating and coordinating members.
Social Loafing Tendency of individuals to exert less effort when
they work in a group than when they work alone. How to make process gains larger than
process losses? Keep group as small as possible Make individual contributions identifiable, make
individuals feel they make valuable contribution
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Excellent Team Work Presentation
The KFC Team
The M_task Team
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Why Your Team not So Well?
“These people are crazy. I don’t even want to come to meetings.”
Team meetings are like swimming with sharks. I just keep my head down.”
“Our meeting are a waste of time.” “The same people talk in circles. I
just keep quiet and hope the meeting will end soon.”
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Remember what we call “fundamental attribution error” and “self-serving bias”?
Effective Team Member Checklist
Note: The survey is adapted from Wheelan, S. A.: Creating effective teams. Sage 1999.
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Work for others’ interests as well as own Don’t blame others for group problems Encourage the process of goal, role, and task clarification Practice and encourage openness Speak your feelings Encourage the establishment of norms that support productivity, innovation, free of expressions Maintain confidence and demonstrate competence
Golden Rules for Team Working
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Summary
Understand the five stages of group development
How roles and norms influence group behavior
Understand the advantage and disadvantage of group decision making
Learn how to manage group conflict Explain increased popularity of teams