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    Chapter 11 Key Group Concepts

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    Chapter 11 Key Group Concepts

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    6 views20 pages

    Chapter 11 Key Group Concepts

    Uploaded by

    cf2z9wdshy

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 20

    Key Group Chapter 11

    Concepts EZGV201
    Learning
    Outcomes
    • Defining group, and identify the five stages of group
    development
    • Show how the role requirements change in different situations
    • Demonstrate how norms exert influence on an individual’s
    behaviour
    • Discuss the dynamics of status in group behaviour
    • Show how group size affects group performance
    • Contrast the benefits and disadvantages of cohesive groups
    • Explain the implications of diversity for group effectiveness
    • Contrast the strength and weaknesses of group decision
    making
    • Compare the effectiveness of interacting, brainstorming, and
    the nominal group technique
    Defining and
    classifying
    groups
    • Groups are two or more individuals,
    interacting and interdependent, who
    have come together to achieve
    particular objectives
    • Groups can be formal or informal
    • Formal groups are defined by
    organisations structure with designated
    work assignments establishing tasks
    • The behaviour that team members
    should engage in are stipulated by
    and directed towards
    organisational goals
    Defining and
    classifying
    groups
    • Informal groups are neither formally
    structured nor organisationally
    determined
    • Informal groups in the work
    environment meet the need for
    social contact
    • Informal interaction amongst
    group members may deeply affect
    their behaviour and work
    performance
    The five-stage
    model
    The five-stage group
    developmental model:
    • Stage 1: forming
    • Stage 2: storming
    • Stage 3: norming
    • Stage 4: performing
    • Stage 5: Adjourning
    Work groups vs Work teams
    • Work group: Interacts primarily to share information and to
    make decisions to help one another perform within each
    member’s area of responsibility
    • Work team: Generates positive synergy through coordinated
    effort; individual efforts result in a level of performance that is
    greater than the sum of those individual inputs
    Comparing work groups
    and
    work teams
    Four types of teams
    Problem-
    solving teams
    • Members often from the same
    department
    • Share ideas or suggest improvements
    • Rarely given authority to unilaterally
    implement any of their suggested
    actions
    Self-managed
    work teams
    • 10-15 employees in highly related jobs
    • Team takes on supervisory
    responsibilities:
    • Work planning and scheduling
    • Assigning tasks
    • Operating decisions/actions
    • Working with customers
    • May select and evaluate members
    • Effectiveness is dependent on the
    situation
    Cross functional
    teams
    • Members from same level, but diverse
    areas, within and between
    organisations
    • Exchange information
    • Develop new ideas and solve problems
    • Coordinate complex projects
    • Development may be time consuming
    due to complexity and diversity
    Virtual teams
    • Computer technology ties dispersed team
    together
    • Managing virtual teams:
    • Ensure trust is established among
    members
    • Monitor progress closely
    • Publicise the efforts and products of the
    team throughout the organisation
    Multi-team
    systems
    • Collections of two or more
    interdependent teams that share a
    superordinate goal
    • A ‘team of teams’
    • Can be the best choice
    Creating
    effective
    teams
    Potential
    team
    member
    roles
    Team process and success
    Team process and success

    Common
    Specific Team Team
    plan and
    goals efficacy identity
    purpose

    Team Mental Conflict Social


    cohesion models levels loafing
    Turning
    individuals into
    teams
    • Selection: Need employees who have
    the interpersonal as well as technical
    skills
    • Training: Workshops on problem-
    solving, communications, negotiation,
    conflict-management, and coaching
    skills
    • Rewards: Encourage cooperative
    efforts rather than individual ones
    Are teams always the answer?

    Complexity of Work: Can the work be done better by more than one
    person?

    Common Purpose: Does the work create a common purpose or set of


    goals for the people in the group that is more than the aggregate of
    individual goals?

    Interdependence: Are the members of the group interdependent?


    Implications for managers
    • Effective teams have adequate resources, effective
    leadership, a climate of trust, and a performance
    evaluation system that reflects team contributions.
    • Effective teams tend to be small.
    • Effective teams have members who believe in the
    team’s capabilities, are committed to a common plan
    and purpose, and have an accurate shared mental
    model of what is to be accomplished.
    • Select individuals who have the interpersonal skills to be
    effective team players; provide training to develop
    teamwork skills; and reward individuals for cooperative
    efforts.
    • Do not assume that teams are always needed.

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