Monday, June 13, 2011 Management and Information Processing (cont.)

1. Monday, June 13, 2011Management and Information Processing (cont.) Chapter 13 Group Dynamics, Teamwork, and Conflict Issues Odgers, Administrative Office Management with Workbook, 13th edition, Cengage Learning, 2008.

2. 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.

3. Review • Chapter assignments due Thursday • Quiz Thursday, ch 11-14

4. 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

5. Teams vs. Groups • Putting a variety of people with varying skills together in a room . . . • Teams come together for a specific reason • Good 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 . . .

6. Teams vs. Groups • When 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.

7. 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.

8. 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.

9. 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.

10. 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.

11. 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.

12. 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.

13. 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.

14. 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.

15. 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.

16. Ways managers and employees can contribute to and help make a team effort more effective: • Put the organization first. • Avoid arguing for your own viewpoint. • Remain committed. • If an agreement comes too quickly, take another look at the issue. • Avoid using conflict-reducing tricks to reach agreement. • Welcome input from others.

17. 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.

18. 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.

19. 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).

20. Conflict Resolutions • Note: 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.

21. 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?”

22. 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.

23. 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?

24. 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.

25. Two key behaviors that resolve differences are to: • Talk candidly about your needs and concerns with others and • Focus on mutual interests.

26. 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.

27. p • Rephrase what you want to say to take the harsh emotion out of your words. By stating flatly, “You’re wrong,” • you are attacking 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?”

28. Conflict Resolution Process • 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. • Look for solutions. Good solutions come most often from random, nonjudgmental brainstorming. • 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. • Act. Follow through on one of the solutions. • Evaluate. If the solution you chose does not work, it does not mean failure. Simply try another solution until you find one that works.

29. 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.

30. 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.

31. 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.

32. Managing and Negotiating Effective Solutions • If 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.

33. 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.

34. Conflict Resolution Goal some form of Compromise Ultimate Collaboration Move from To Marked by Shared SUCCESS

35. Negotiating . . . • 6 step process • We describe what we want and how we feel. • We express why we feel as we do and the motives for our desires • We acknowledge the other person’s perspective. • We look for solutions. • We choose one solution, and • We put it into effect.

36. 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.

37. 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.

38. Conflict Management Styles • The are 5 generally accepted styles for dealing with conflict. • Competing • Accommodating • Avoiding • Collaborating • Compromising

39. 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.

40. 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.

41. 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.

42. Negotiating Strategies • Win-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.

43. 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.

44. 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.