Monday, June 13, 2011

Management and Information Processing (cont.)Chapter 13Group Dynamics, Teamwork, and Conflict Issues

Odgers, Administrative Office Management with Workbook, 13th edition, Cengage Learning, 2008.

Objectives◦Highlight chapter key areas◦Discuss the effect that groups and teams

have on an organization and how work is completed

◦ Identify conflict styles and negotiation strategies managers can use to manage and resolve conflicts in the workplace

◦Describe approaches and strategies managers can use to manage multiple projects, cope with job stress, and maximize use of time for themselves and employees

◦Explain the value of office manuals to organizations.

◦ReviewChapter assignments due

ThursdayQuiz Thursday, ch 11-14

FamousQuotes.com“Build for your team a feeling of oneness, of dependence on one another and of strength

to be derived by unity.”Vince Lombardi

1913 - 1970

Teams vs. GroupsPutting a variety of people with varying skills

together in a room . . .Teams come together for a specific reasonGood team players participate in the team

based upon their own belief system, yet with their focus on the team’s mission or agenda

Teams are most successful when the people involved are willing to share their efforts and accomplishments

Major benefits of being on a team are that team members . . .

Teams vs. GroupsWhen individuals associate on a fairly continuous

basis, groups will form, with or without the approval of management.

Types of Groups◦ Informal groups arise spontaneously throughout all

levels of the company They evolve out of employees’ needs for social interaction,

friendship, communication, and status.◦ Formal Groups are deliberately formed and created by

management to attain organizational goals and objectives. Two Types of Formal Groups

Problem-solving committees – meet on an as-needed basis and are relatively permanent

Task-force groups – usually focus on a specific issue, meet a few times, and then disband.

Characteristics of groups◦Have common characteristics

Norms Conformity Cohesiveness

◦Norms are generally agreed-on standards of behavior that every member of the group is expected to follow.

◦If being member of a group is important to an individual, he or she will change personality, beliefs, and behavior to conform to the group.

◦Conformity. Group pressure forces its members to conform, or comply, with the norms established by the group. Nonconformity threatens the group’s

standards, stability, and longevity, the pressure placed on each member to conform is oftentimes intense.

For the group to succeed, its members must show they are united in their efforts and that they uphold the standards of the group.

◦Cohesiveness - an emotional closeness that exists among the group members, and its success depends on how well the group sticks together and acts as a single unit instead of as a group of individuals.

Motivation to Join Groups◦Affiliation◦Power◦Identity◦Goal accomplishment

In order for groups to function well, members must be aware of the presence of groupthink and hidden agenda issues.

Groupthink Issues – tendency of highly cohesive groups to lose their critical evaluative abilities and, out of a desire for harmony, often overlook realistic, meaningful alternatives as attitudes are formed and decisions are made.◦ Symptoms – arrogance, over-commitment, and excessive loyalty

to the group.◦ The more cohesive the group, the more likely the individual

members tend to “agree not to disagree,” . . .◦ Groupthink can undermine the analytical process, legitimize

lack of knowledge, and reinforce biases . . .◦ Groupthink normally takes place before the meeting begins.◦ Other members of group are there to “rubber-stamp” leader’s

choice.An effective leader looks for ways to

encourage participation.

Hidden Agendas are composed of attitudes and feelings that an individual brings to the group.◦When often planned, hidden agendas

can also arise spontaneously as a result of a disagreement . . .

◦When there is a hidden agenda present, Goal orientation shifts from the group to the

individual . . . . . . this person will place obstacles in the path of the

group’s planned agenda.

◦ While hidden agendas are neither better nor worse than planned agendas, they are important to understand. If not recognized and understood, hidden agendas can

waste a great deal of a group’s energy and the organization’s resources.

3 ways a leader can help handle hidden agendas◦ Realize that a hidden agenda is a natural part of

the group . . .◦ Recognize that a hidden agenda might be present

when the group is having difficulty in reaching its goals

◦ Decide how to bring the hidden agenda to light.

Characteristics of an effective team:◦Members are loyal to one another and the

leader.◦Members and leaders have a high degree of

confidence and trust in each other.◦The group is eager to help members develop

their full potential◦The members communicate fully and frankly all

information relative to the group’s activities.◦Members feel secure in making decisions that

seem appropriate to them.◦Activities of the group occur in a supportive

atmosphere.

Team building is one of many interventions used to create change in an organization.

Its purpose is the creation of a work environment that enables and promotes achievement of organizational and individual goals.

Ways managers and employees can contribute to and help make a team effort more effective:1. Put the organization first.2. Avoid arguing for your own viewpoint.3. Remain committed.4. If an agreement comes too quickly, take

another look at the issue.5. Avoid using conflict-reducing tricks to

reach agreement.6. Welcome input from others.

Virtual Teams◦Usually formed when geographical

separations can’t be bridged– may be the answer.

◦They do meet and work together electronically. Ex. Virtual teams get employees out of the office

and closer to customers, and they cut time and travel costs.

◦Sometimes companies use virtual teamwork to integrate employees who were added through a merger or acquisition of another company and its employees.

Virtual Teams (cont.)◦Virtual teams are a special challenge

for managers. ◦Besides having to think through and

formalize almost every aspect of communicating, socializing, teambuilding, and productivity, managers must often change their management style.

Virtual Teams (cont.)◦Challenges:

Establishing trust and commitment, encouraging communication, and assessing team members

Tips to make the process easier: Establish times for group interaction Set up firm rules for communication among

members Use visual forms of communication where

possible Agree on standard technology so all team

members can work together easily (i.e. Word XP).

Conflict ResolutionsNote: Conflict, itself, is NOT a bad thing.

◦Disagreements can be a healthy and creative exercise in the growth and development of an individual, team, or project.

◦Conflict can ultimately strengthen work relationships.

Trouble erupts, however, when conflict goes unmanaged and unresolved.◦Therefore, a manager’s goal should

not be to eliminate all conflict, but to minimize and redirect disputes by seeking and applying constructive resolutions.

One successful approach to conflict management is to◦demonstrate that you have heard the

other person’s deeper needs and feelings◦by making reference to them in your

conversation. Ex. Clarify perspective

“When did this happen?” Ex. Acknowledge differing viewpoints

“I can see you really feel angry about that.” Invite elaboration

“Why is that important to you?”

Where conflict is NOT ACCEPTABLE in the workplace is when◦Rudeness can spiral down into

outright bullying. Verbally harassing someone on a regular

basis Withholding resources to agree to

another’s failure, and Spreading stories to undermine a

person’s reputation in the workplace.

Note IT!A study conducted by a management professor at

the University of North Carolina, revealed that conflict does affect the bottom line.

A survey of 775 people, who were on the receiving end of conflict revealed:◦ 53% lost work time worrying about the incident or

future interactions.◦ 46% thought about changing jobs to get away from the

instigator.◦ 37% reported a weakened sense of commitment of

their organization.◦ 28% lost work trying to avoid the instigator.◦ 12 percent did change jobs – to avoid the instigator.

Which category have you fallen in?

What is conflict?Conflict occurs when two parties

perceive their interests as incompatible

These interests are basically differences in needs, goals, or values.

To resolve a conflict, both persons need to discuss their concerns openly and honestly, but state the problem in a non-threatening way.

Two key behaviors that resolve differences are to:◦Talk candidly about your needs and

concerns with others and◦Focus on mutual interests.

What do you do when you feel your own temperature starting to rise, or your stomach starting to knot up, or when your voice starts to quiver:◦Regain control of your emotions

AND◦Remember to show respect for your

coworker or associate.

p◦Rephrase what you want to say to take the

harsh emotion out of your words. By stating flatly,

“You’re wrong,” ◦you are at tack ing your coworker on a

personal level, disregarding his or her feelings and putting yourself in adamant opposition.

◦A more effective way to say you don’t agree would be,

“I see what you’re saying, but I don’t agree. Here’s where I’m coming from –

can we find a middle ground?”

Conflict Resolution Process1. Identify the problem

Sometimes the problem merely needs to be reframed. Reframing refers to viewing the problem in a different light, a more positive one.

2. Look for solutions.Good solutions come most often from random, nonjudgmental

brainstorming.3. Choose the best solution.

The best solution does 3 things – it solves the problem, does not hurt anyone or interfere with his / her rights, and satisfies both parties.

4. Act.Follow through on one of the solutions.

5. Evaluate.If the solution you chose does not work, it does not mean failure.

Simply try another solution until you find one that works.

At each step of the conflict resolution process, communication is important.◦This means

Listening to what he or she wants Establishing eye contact Being sensitive to the other person’s

body language Not making demands or ultimatums, but

offering suggestions instead Wanting a workable solution, rather than

just having your way.

Hints to control Your impulses:Be aware of your feelings.Take a break if your feelings get

too hot to handle.Count to ten slowly.Consult with someone such as a

close friend, relative, or coworker who has a calming effect on you, and whom you can trust in confidence.

Keep this in mind . . .Organizations, by their very nature, create

unique problem-solving obstacles.Be aware of these workplace realities that do, in

fact, hamper honest conflict resolution attempts:◦ Employees are afraid to criticize their bosses. The

super-subordinate relationship creates this fear.◦ People are protective of their positions and power.

This is sometimes referred to as “protecting one’s turf,” such as one’s job security.

◦ A person with technical experience is intimidating to those with less knowledge.

◦ People see problems from their own viewpoints. What is need is to look at conflict or differences from the broader organizational perspective.

Managing and Negotiating Effective SolutionsIf conflict is suppressed, it may slowly poison

a company with employee anger and hostility.

It is the job of management ◦to establish the environment of an organization,

which includes outline expectations governing disagreements and how employees should treat each other

◦to listen openly◦to be respectful, and◦appreciate the differences in individual style and

perspective of others are all part of these expectations.

When managers spend a large amount of their time refereeing conflict, the result is a lot of time spent dealing with issues that retard progress, productivity, support, and cooperation.

Conflict Resolution Goal

some form of

Compromise

Marked by Shared

SUCCESS

Move from ToUltimate

Collaboration

Negotiating . . .6 step process

1. We describe what we want and how we feel.

2. We express why we feel as we do and the motives for our desires

3. We acknowledge the other person’s perspective.

4. We look for solutions.5. We choose one solution, and6. We put it into effect.

When negotiating, ◦If a coworker’s point of view is more

logical, recognize that fact and say,“I’m glad we explored all avenues, and at this

point, I have to agree with you.”Admitting someone else is right

may be difficult, you should put your ego aside and concede your coworker’s point gracefully, without sarcasm.

If not able to give-in gracefully, ◦Remove yourself from the conflict for

a brief period of time to let things cool down a bit.

◦Take time to think problem over objectively.

Conflict Management StylesThe are 5 generally accepted

styles for dealing with conflict.◦Competing◦Accommodating◦Avoiding◦Collaborating◦Compromising

◦Competing This style is useful when quick action is necessary

or when you need to make an unpopular decision. This is a power-oriented mode in which a person

uses whatever means that seems appropriate to win.

◦Accommodating Usually takes the form of selfless generosity or

blind obedience by yielding completely to another’s point of view.

This style is useful when you realize that you’re wrong or that the issue is more important to the other person.

◦Collaborating Involves agreeing not to compete for

resources or use confrontation to find creative solutions to mutually engaging problems.

If you collaborate, both sides are assertive and cooperative.

◦Compromising Involves finding expedient, mutually

acceptable solutions that partially satisfy both parties.

Whatever the format, it means begin tactful and acting responsibly.

◦Avoiding Might take the form of diplomatically

sidestepping an issue; postponing an issue until a better time, or simply withdrawing from a threatening situation . . .

An avoider generally chooses to dodge conflict at all costs.

Negotiating StrategiesWin-Lose

◦ When engaging in a win-lose negotiation, the person with the most information is in the most powerful position.

◦ A win-lose approach to negotiations is sometimes obvious and appropriate, while at other times it is less apparent and destructive.

Lose-Lose◦ Common when one party attempts to win at the

expense of the other.◦ Lose-lose outcomes also occur when, for example

unreasonable union demands have forced companies into bankruptcy or when employers destroy the effectiveness of their workers by taking advantage of them.

Win-Win◦Assumes that a reasonable solution can be

reached that will satisfy the needs of all parties.◦ Instead of looking at their opponent as an

adversary to be defeated, win-win negotiators see others as allies in the search for a satisfactory solution through collaborative means.

◦4 basic components: Focus on interests, not positions. Separate the people from the problem. Generate a variety of possibilities before deciding what

to do. Insist that the result be based on some objective

standard.

◦Use the win-win style when: You have common interests. Power is approximately equal, or you are

in a weak position. You want to maintain a continuing,

harmonious relationship.Integration (a win-win method)

◦Major advantage is the shared commitment for all parties to find a solution.