introduction to management- understanding groups and managing work teams
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9Chapte
r
Understan
dingGroups and Managing
WorkCopyright ©2011 PearsonEducation, Inc. Publishing as
Prentice Hall.
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Work
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earning !utco"es
• Defne a group and describe thestages o# group de$elop"ent
• Describe the "a%or concepts o#
group beha$ior• Discuss ho& groups are turned into
e'ecti$e tea"s
• Discuss conte"porary issues in"anaging tea"s
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)hat Is a *roup+
• *roup
– &o or "oreinteracting and
interdependentindi$iduals &hoco"e together toachie$e specicgoals
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)hat re the tages o#*roup e$elop"ent+• 3or"ing tage
– he rst stage o# group de$elop"ent in&hich people %oin the group and then
dene the group4s purpose, structure,and leadership
• tor"ing tage
– he second stage o# groupde$elop"ent, &hich is characteri5ed byintragroup con6ict
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*roup e$elop"ent tages8cont.• :or"ing tage
– he third stage o# group de$elop"ent,&hich is characteri5ed by close
relationships and cohesi$eness• Per#or"ing tage
– he #ourth stage o# group de$elop"ent,&hen the group is #ully #unctional and∨s on the group tas;
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*roup e$elop"ent tages8cont.
• d%ourning tage
– he nal stage o#group
de$elop"ent #orte"porarygroups, during&hich groupsprepare todisband
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)hat re the >a%orConcepts o# *roup
?eha$ior+• @ole – ?eha$ior patterns eApected o# so"eone
&ho occupies a gi$en position in a social
unit• :or"s
– tandards or eApectations that areaccepted and shared by a group4s"e"bers
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)hat Is tatus and )hy Is ItI"portant+
• tatus
– prestigegrading, position,
or ran; &ithin agroup
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oes *roup i5e 'ect?eha$ior+arge *roups
– are good #or gaining di$erse input
"all *roups
– re typically #aster at i"ple"entation
• ocial oang
– he tendency #or indi$iduals to eApend
less e'ort &hen ∨ing collecti$elythan &hen ∨ing indi$idually
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re Cohesi$e *roups >oreE'ecti$e+
• *roupCohesi$eness
– he degree to&hich group"e"bers areattracted to one
another andshare thegroup4s goals
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Ho& re *roups urned intoE'ecti$e ea"s+• =0 percent o# 3ortune /00 use tea"s• ea"s typically outper#or" indi$iduals
&hen the tas;s reBuire "ultiple s;ills, %udg"ent, and eAperience
• )or; ea"s
– *roups &hose "e"bers ∨ intenselyon specic, co""on goals using theirpositi$e synergy, indi$idual and "utualaccountability, and co"ple"entary s;ills
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ypes o# )or; ea"s
• Proble"-ol$ing ea"s – tea" #ro" the sa"e depart"ent or
#unctional area that4s in$ol$ed in e'orts
to i"pro$e ∨ acti$ities or to sol$especic proble"s
• el#->anaged )or; ea"
– type o# ∨ tea" that operates&ithout a "anager and is responsible#or a co"plete ∨ process or seg"ent
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ypes o# ea"s 8cont.
• Cross-3unctional ea" – ea"s "ade up o# indi$iduals #ro"
$arious depart"ents and that cross
traditional depart"ental lines• irtual ea"
– type o# ∨ tea" that usestechnology to lin; physically dispersed"e"bers in order to achie$e a co""ongoal
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)H 3C!@ >DE E> E33ECIE+• deBuate @esources
– the tea"4s ability is reduced &ithout adeBuateresources
• ea" eadership and tructure
– all "e"bers contribute in the ∨
• rust
– ea" "e"bers "ust trust each
•
Per#or"ance E$aluation and @e&ard yste" – >e"bers ha$e to be accountable both
indi$idually and %ointly
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Processes @elated toE'ecti$eness• 3i$e tea" process $ariables ha$e
been sho&n to be related to tea"e'ecti$eness. hese include
–a co""on purpose
– specic tea" goals
– tea" eFcacy
–
"anaged con6ict – "ini"al social loang
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)or; esign and ea"E'ecti$eness• hese I"portant ∨ design
characteristics enhance tea""e"ber "oti$ation and increase
tea" e'ecti$eness – utono"y
– Gsing a $ariety o# s;ills
–
Co"pleting a &hole and identiable tas;or product
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)hen re ea"s :ot thens&er+• ea"∨ ta;es "ore ti"e and o#ten
"ore resources than does indi$idual∨
• ea"s reBuire "anagers toco""unicate "ore, "anagecon6icts, and run "eetings
• he benets o# using tea"s need toeAceed the costs
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