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群体行为与工作团队nullFoundations of Group Behavior & Understanding Work Team Foundations of Group Behavior & Understanding Work Team NISHA HARIYANIDefinition of a GroupDefinition of a GroupA collection of individuals, the members accept a common task, become interdependent in ...

群体行为与工作团队
nullFoundations of Group Behavior & Understanding Work Team Foundations of Group Behavior & Understanding Work Team NISHA HARIYANIDefinition of a GroupDefinition of a GroupA collection of individuals, the members accept a common task, become interdependent in their performance, and interact with one another to promote its accomplishment Harold H. Kelley and J.W. ThibautThe Nature of groupsThe Nature of groupsThree views : Normative views describes how a group is to be organized and how its activities are to be carried out. Group dynamics consists of a set of techniques. Regarding internal nature of groups null Theory of Propinquity- People associate with one another due to geographical proximity. Balance Theory- People who have similar attitudes toward certain objects and goals tend to form a group. Exchange Theory- The reward-cost outcomes of interactions serve as the basis for group formation Dynamics of Group FormationnullVarious Types of Groupsnull These groups are formed by the organization to carry out specific tasks. It includes two types: Command group Task groups Formal GroupsnullCommand Group: Represented in the organization chart. Permanent in nature. Members report to common supervisors. Functional reporting relationship exists. Task groups: Formed to carry out specific tasks. Temporary in nature.Formal Groups contd…null Informal groups are formed by the employees themselves. Hence they are not formally structured. They are of two types: Friendship groups Interest groups Informal GroupsnullSmall groups: Only a few members. Face-to-face interaction and better communication is possible. Large groups: Members is very high. Personal interaction is not possible.Other types IncludenullPrimary group: It is made up of members who have similar and loyalties and has a feeling of friendship towards each other. Secondary groups: They share same values and beliefs, but because of the size of the group, they do not interact often with each other Coalitions: They are created by members for a specific purposed and do not have a formal structure.nullMembership groups: They are the groups to which individual actually belongs. Reference groups: It is actually the groups to which an individual would like to belong. Stages of Group DevelopmentStages of Group DevelopmentnullStages of Group DevelopmentnullPunctuated Equilibrium ModelPunctuated-Equilibrium Model Temporary groups go through transitions between inertia and activity.Sequence of actions: Setting group direction First phase of inertia Half-way point transition Major changes Second phase of inertia Accelerated activitynull It helps shape the behavior of its members, predict the behavior and guide the performance of the group as a whole. Group Structurenull Leader’s behavior has a significant impact on the group behavior and performance Style of a leader is imitated by the members of the group. Formal leadershipnull Set of behavior pattern which an individual occupying a certain position in society is expected to display. Dimensions of role are: Role Identity Role perception Role Expectations Role ConflictRolesnull Acceptable standards of behaviour within a group that are shared by the group’s members. Norms pertaining to performance related process Appearance norms Norms pertaining to informal social arrangements Norms that regulate the allocation of resourcesNormsnullA socially defined position or rank given to groups or group members by others. Example : a cabin of one’s own an air conditioner etcStatusnull Groups of 5-7 members exercise the best elements of both small and large groups. Social Loafing - The tendency for individuals to expend less effort when working collectively than when working individually.Size of a Groupnull Most group activities require a variety of skills and knowledge. Research studies show that heterogeneous groups are likely to perform more effectively. Composition of a Groupnull The effectiveness of a group is influenced by the complexity and the interdependence of the task to be performed by its members. Large groups facilitate pooling of information e.g. addition of a diverse perspective to a problem-solving committee. Group Tasksnull The processes that go on within a work group e.g. communication patterns, group decision processes, leader behaviour, power dynamics, conflict interactions etc. Synergy. Social facilitation effect.Group ProcessesnullNorms and roles in informal groups Norms: Roles: sharper, plant, monitor evaluator, team worker, implementer, co coordinator, complete fisher, resource investigator, specialist Dynamics of Informal GroupsnullSignificance of Informal Groups: Informal group are quite powerful and influential because the members of the group have a lot in common and depend on each other to carry our organizational activities.null Prevent organizational changes Role conflict Increased scope for rumor Pressure to conform to group normsDifficulties and problems Associated with informal GroupsnullDynamics of formal work GroupsAlthough group dynamics is generally associated with informal norms and roles, formally designated work groups also have noticeable dynamics. Example: CommitteenullPositive Attributes of Committees It facilitates the integration of the ideas and opinions of the members. It brings together people with varied experience, knowledge and abilities. It helps in the development and growth of human resources It helps in the development and growth of human resources Negative Attributes of CommitteesNegative Attributes of Committees very time-consuming and costly. responsible for a bad decision or mistake Understanding Work TeamsUnderstanding Work TeamsDefinition of Work TeamsDefinition of Work TeamsA small number of people with complemen-tary skills who are committed to a common purpose, common performance goals, and an approach for which they hold themselves mutually accountable”. -G. Moorhead and R.W. GriffinBenefits of Work TeamsBenefits of Work TeamsEnhanced performance Employee benefits Reduced costs Organizational enhancements Team Versus Group: What’s the DifferenceTeam Versus Group: What’s the DifferenceWork Group A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility.Work Team A group whose individual efforts result in a performance that is greater than the sum of the individual inputs.nullTypes of TeamsTypes of TeamsProblem-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.Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors.Types of Teams (cont’d)Types of Teams (cont’d)Task forces CommitteesCross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.Types of TeamsTypes of TeamsVirtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.Team EffectivenessTeam EffectivenessProviding a supportive environment: Relevant skills and role clarity: Focus on superordiante goals. Team rewards: . Shaping Individuals Into Team PlayersShaping Individuals Into Team Players Selection: Good interpersonal skills Training: Can be trained by specialists Rewards: Financial or non financial rewardsApplying Group Concepts to Teams: Towards Creating Effective TeamsApplying Group Concepts to Teams: Towards Creating Effective Teams Size of work teams Abilities of members Allocation of work roles Strong commitment to a common purpose Specifying clear and realistic performance goalsnull Good leadership and effective structure Preventing social loafing and determining accountability Proper evaluation and reward systems Generating mutual trust among team membersnullTeams and Total Quality Management TQM means process improvement and employee involvement is the key to process improvement.nullTeams and Workforce DiversityDiversified teams provide unique and innovative solutions, but at the same time, they are cohesive.nullTeams and Workforce DiversityAdvantages Multiple perspectives Greater openness to new ideas Multiple interpretations Increased creativity Increased problem actions solving skillsDisadvantages Ambiguity Complexity Confusion interpretations Miscommunication Difficulty in reaching a single agreement Difficulty in agreeing on specific
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