Learning Objectives
description
Transcript of Learning Objectives
McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Groups and Groups and TeamsTeams
Chapter TenChapter Ten
Learning Objectives• Describe the basic nature of groups: the
dynamics of group formation and the various types of groups.
• Discuss the implications that research on groups has for the practice of management.
• Explain the important dynamics of informal groups and organizations.
• Analyze the impact of groupthink.• Present the team concept and its practice.
Introduction
• Formal and informal groups – the team concept and practice
• Teams – self-managed and cross-functional
Nature of Groups
• Meaning of a group and group dynamics• Dynamics of group formation
– Theories of group formation• Theory of George Homans: activities, interactions,
and sentiments• Theodore Newcomb’s classic balance theory of
group formation• Theoretical approach to group formation from
social psychology: exchange theory
Nature of Groups Continued
• Dynamics of group formation (continued)• Theodore Newcomb’s classic balance theory of
group formation
Nature of Groups Continued
• Dynamics of group formation (continued)
– Identifiable stages of group development:• Forming• Storming• Norming• Performing• Adjourning
– Practicalities of group formation• Punctuated equilibrium model
Nature of Groups Continued
• Types of groups– Primary groups
• Small groups and self-managed teams– Coalitions– Other types of groups
• Memberships and reference groups• In-groups and out-groups
Nature of Groups Continued
• Implications from research on group dynamics– Groups expert Richard Hackman - important
role leadership plays in group performance– Conditions a leader can control include:
• Setting a compelling direction for the group’s work• Designing and enabling group structure• Ensuring that the group operates within a
supportive context• Providing expert coaching
Nature of Groups Continued
• Group Cohesiveness
Nature of Groups Continued
• Group/team effectiveness– Three factors that play the major role
• Task interdependence• Outcome interdependence• Potency
– Three behaviors keys to adapting to unusual circumstances or events:
• Information collection and transfer• Task prioritization• Task distribution
Dynamics of Informal Groups
• Norms and roles in informal groups– Boundary spanner– Buffer– Lobbyist– Negotiator– Spokesperson
• Informal organization
Dysfunctions of Groups and Teams
• Norm violation and role ambiguity/conflict• Groupthink, conformity problem
– Symptoms of groupthink
Dysfunctions of Groups and Teams Continued
• Risky shift phenomenon• Dysfunctions in perspective• Social loafing
Teams in the Workplace
• Nature of teams• Cross-functional teams
– Choose members carefully– Establishing team purpose– Ensuring understanding of functions– Conduct intensive team building– Achieve noticeable results
Teams in the Workplace Continued
• Virtual teams– Synchronous technologies
• Self-managed teams– A group of employees who are responsible for
managing and performing technical tasks that result in a product or service being delivered to an internal or external customer
Teams in the Workplace Continued
• Training guidelines: self-managed teams
Teams in the Workplace Continued
• How to make teams more effective– Team building– Collaboration– Group leadership– Cultural/global issues
Questions