罗宾斯管理学讲义15

nullnullL E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Understanding Groups Define the different types of groups. Describe the five stage of group development. Explaining Work Group Behavior Explain the major components that determine group performance and satisfaction. Discuss how roles, norms, conformity, status systems, group size, and group cohesiveness influence group behavior. Tell how group norms can both help and hurt an organization. Define group think and social loafing.L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.Explaining Work Group Behavior (cont’d) Describe the relationships between group cohesiveness and productivity. Discuss how conflict management influences group behavior. Tell 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. List the characteristics of effective teams.Understanding GroupsUnderstanding GroupsGroup Two or more interacting and interdependent individuals who come together to achieve particular goals. Formal groups Work groups defined by the organization’s structure that have designated work assignments and tasks. Appropriate behaviors are defined by and directed toward organizational goals. Informal groups Groups that are independently formed to meet the social needs of their members.Stages in Group DevelopmentStages in Group DevelopmentForming 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. Work Group BehaviorWork Group BehaviorInternal Variables Affecting Group Behavior The individual abilities of the group’s members The size of the group The level of conflict The internal pressures on members to conform o the group’s normsConditions Affecting Group BehaviorConditions Affecting Group BehaviorExternal (Organizational) Conditions Overall strategy Authority structures Formal regulations Available organizational resources Employee selection criteria Performance management (appraisal) system Organizational culture General physical layoutInternal Group Variables 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 Group StructureGroup StructureRole 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 Group Structure (cont’d)Group Structure (cont’d)Norms Acceptable standards or expectations that are shared by the group’s members. Common types of norms Effort and performance Output levels, absenteeism, promptness, socializing Dress LoyaltyGroup Structure (cont’d)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, although still a powerful force. Groupthink 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.Group Structure (cont’d)Group Structure (cont’d)Status System The formal or informal prestige grading, position, or ranking system for members of a group that serves as recognition for individual contributions to the group and as a behavioral motivator. Formal status systems are effective when the perceived ranking of an individual and the status symbols accorded that individual are congruent.Group Structure: Group SizeGroup Structure: Group SizeSmall groups Complete tasks faster than larger groups. Make more effective use of facts. Large groups Solve problems better than small groups. Are good for getting diverse input Are more effective in fact-finding.Social Loafing The tendency for individuals to expend less effort when working collectively than when work individuallyGroup Structure (cont’d)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.Group Processes: Group Decision MakingGroup Processes: Group Decision MakingAdvantages Generates more complete information and knowledge. Generates more diverse alternatives Increases acceptance of a solution Increases legitimacy of decision Disadvantages Time consuming Minority domination Pressures to conform Ambiguous responsibilityGroup Processes: Conflict ManagementGroup Processes: Conflict ManagementConflict 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.Group Processes: Conflict Management (cont’d)Group Processes: Conflict Management (cont’d)Categories of Conflict Functional conflicts are constructive. Dysfunction conflicts are destructive. Types of Conflict Task conflict: content and goals of the work Relationship conflict: interpersonal relationships Process conflict: how the work gets doneGroup Processes: Conflict Management (cont’d)Group Processes: Conflict Management (cont’d)Techniques to Reduce Conflict: Avoidance Accommodation Forcing Compromise CollaborationGroup TasksGroup TasksHighly complex and interdependent tasks require: Effective communications: discussion among group members. Controlled conflict: More interaction among group members. Advantages of Using Teams Advantages of Using Teams Teams outperform individuals. Teams provide a way to better use employee talents. Teams are more flexible and responsive. Teams can be quickly assembled, deployed, refocused, and disbanded.What Is a Team?What Is a 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. Types of Teams Problem-solving teams Self-managed work teams Cross-functional teams Virtual teamsTypes of TeamsTypes of TeamsProblem-solving Teams Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems Self-managed Work Teams A formal group of employees who operate without a manager and responsible for a complete work process or segment.Types of TeamsTypes of TeamsCross-functional Teams A hybrid grouping of individuals who are experts in various specialties and who work together on various tasks. Virtual Teams Teams that use computer technology to link physically dispersed members in order to achieve a common goal.Characteristics of Effective TeamsCharacteristics of Effective TeamsHave 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