Chapter fourteen
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Chapter Fourteen. Groups and Teams. Learning Objectives. Describe the basic nature of groups: the dynamics of group formation and the various types of groups Discuss the implications that research on groups has for the practice of management

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Chapter Fourteen

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Chapter fourteen

Chapter Fourteen

Groups and Teams


Learning objectives

Learning Objectives

  • Describe the basic nature of groups: the dynamics of group formation and the various types of groups

  • Discuss the implications that research on groups has for the practice of management

  • Explain the important dynamics of informal groups and organizations

  • Analyze the impact of groupthink

  • Present the newly emerging team concept and practice


Chapter fourteen

A Balance Theory Of Group Formation

INDIVIDUAL X

INDIVIDUAL Y

Z

COMMON ATTITUDES AND VALUES

Religion

Politics

Lifestyle

Marriage

Work

Authority


Chapter fourteen

Stages Of Group Development

Adjourning

Performing

Norming

Storming

Forming


Chapter fourteen

Hi Co, + Ind

Lo Co, + Ind

Control

Productivity

Lo Co, - Ind

Hi Co, - Ind

Time, 16 minutes

Induction

The “Pitchfork” Results From The

Schachter Study


Chapter fourteen

Increase Cohesiveness

Decrease Cohesiveness

Factors That Affect Group Cohesiveness

Disagreement on goals

Large group size

Unpleasant experiences

Intragroup competition

Domination by one or more

members

Agreement on group goals

Frequency of interaction

Personal attractiveness

Intergroup competition

Favorable evaluation


Chapter fourteen

Informal Roles And The Informal Organization

Contributor

Collaborator

Communicator

Challenger

Informal

Organization


Chapter fourteen

Symptoms Of Groupthink

1. There is an illusion of invulnerability leading to excessive risk taking

2. There are rationalizations by the members of the group to discount

warnings

3. There is an unquestioned belief in the group’s inherent morality

4. Those who oppose the group are stereotyped as evil, weak, or stupid

5. There is direct pressure on any member who questions the stereotypes

6. There is self-censorship of any deviation from the apparent group

consensus

7. There is the illusion of unanimity

8. There are self-appointed mindguards who protect the group from

adverse information


Chapter fourteen

Work Group

Team

Differences Between Work Groups and Teams

Strong, focussed leadership

Individual accountability

Purpose is the same as the

organization’s

Individual work products

Runs efficient meetings

Measures effectiveness

indirectly

Discusses, decides, delegates

Shared leadership roles

Individual and mutual account-

ability

Specific purpose

Collective work products

Encourages open-ended, active

problem-solving meetings

Measures performance directly

Discusses, decides, does real

work


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