Modern Management 9 th edition

1. . Modern Management9th edition

2. . Ü Objectives • A definition of the term group as used in the context of management • A thorough understanding of the difference between formal and informal groups • Knowledge of the types of formal groups that exist in organizations • An understanding of how managers can determine which groups exist in an organization • An appreciation for what teams are and how to manage them • Insights into managing corporate culture to enhance organizational success

3. GROUPS . • (1) Interact with one another • (2) Psychologically aware of one another • (3) Perceive themselves to be a group • In addition, Cartwright’s and Lippitt’s reasons • why managers should study groups: • 1. Groups exist in all kinds of organizations • 2. Groups inevitably form in all facets of organizational existence • 3. Groups can cause either desirable or undesirable consequences within organization • 4. Understanding raises probability that groups will cause desirable consequences within organization

4. KINDS OF GROUPS IN ORGANIZATIONS . • Formal Groups • Kinds of Formal Groups • Command groups • Task groups

5. KINDS OF GROUPS IN ORGANIZATIONS . A formal group Figure 17.1

6. KINDS OF GROUPS IN ORGANIZATIONS . • Formal Groups (con’t) • Examples of Formal Groups • Committees • Major reasons for establishing committees: • 1. To allow organization members to exchange ideas • 2. Generate suggestions and recommendations to offer to other units • 3. To develop new ideas for solving existing organizational problems • 4. To assist in the development of organizational policies • Why Managers should Use Committees • Improve quality of decision making • Encourage expression of honest opinions • Increase participation in decision-making • Ensure representation of important groups

7. KINDS OF GROUPS IN ORGANIZATIONS . Percent of companies that have committees, by size of company Figure 17.2

8. KINDS OF GROUPS IN ORGANIZATIONS . • Formal Groups (con’t) • Examples of Formal Groups (con’t) • Committees (con’t) • What Makes Committees Successful • Procedural Steps • Clearly define committee’s goals in writing • Specify committee’s authority • Determine optimum size of committee • Select chairperson on basis of ability to run efficient meeting • Appoint permanent secretary to handle communications • Distribute agenda and all supporting material before meeting • Start meetings on time and announce ending time at outset

9. KINDS OF GROUPS IN ORGANIZATIONS . • Formal Groups (con’t) • Examples of Formal Groups (con’t) • Committees (con’t) • People-Oriented Guidelines • Rephrasing ideas already expressed • Bringing all members into active participation • Stimulating further thought by members • Groupthink • Work Teams • Special-Purpose and Self-Managed Teams

10. KINDS OF GROUPS IN ORGANIZATIONS . • Formal Groups (con’t) • Stages of Formal Group Development • The Acceptance Stage • The Communication and Decision-Making Stage • The Group Solidarity Stage • The Group Control Stage • Members function as a unit • Members participate effectively in group effort • Members oriented toward single goal • Members have equipment, tools, and skills necessary to attain group’s goals • Members ask and receive suggestions, opinions, and information from one another

11. KINDS OF GROUPS IN ORGANIZATIONS . • Informal Groups • Kinds of Informal Groups • Interest groups • Friendship groups • Benefits of Informal Group Membership • 1. Perpetuation of social and cultural values • 2. Status and social satisfaction • 3. Increased ease of communication • 4. Increased desirability of overall environment

12. KINDS OF GROUPS IN ORGANIZATIONS . Three informal groups that deviate significantly from formal groups within the organization Figure 17.3

13. MANAGING WORK GROUPS . • Determining Group Existence • Sociometric Analysis • Applying the Sociogram Model • Understanding the Evolution • of Informal Groups • Homans’ Model • Applying the Homans’ Model

14. MANAGING WORK GROUPS . Sample sociograms Figure 17.4

15. MANAGING WORK GROUPS . Homans’ ideas on how informal groups develop Figure 17.5

16. TEAMS . • Groups Versus Teams • Not all groups are teams • but • all teams are groups • Types of Teams in Organizations • Problem-Solving Teams • Self-Managed Teams • Cross-functional Teams

17. TEAMS . Possible team types based on various combinations of self-directed, problem-solving, and cross-functional teams Figure 17.6

18. TEAMS . Stages of Team Development Forming Storming Norming Performing Adjourning

19. TEAMS . Factors contributing to team effectiveness Figure 17.7

20. TEAMS . • Team Effectiveness • People-related steps: • 1. Trying to make the team’s work satisfying • 2. Developing mutual trust among team members and • between the team and management • 3. Building good communication—from management to • the team as well as within the team • 4. Minimizing unresolved conflicts and power struggles within • the team • 5. Dealing effectively with threats toward and within the team • 6. Building the perception that the jobs of team members are • secure

21. TEAMS . • Team Effectiveness (con’t) • Organization-related steps: • 1. Building a stable overall organization or company structure • that team members view as secure • 2. Becoming involved in team events and demonstrating • interest in team progress and functioning • 3. Properly rewarding and recognizing teams for their • accomplishments • 4. Setting stable goals and priorities for the team

22. TEAMS . • Team Effectiveness (con’t) • Task-related steps: • 1. Developing clear objectives, directions, and project plans • for the team • 2. Providing proper technical direction and leadership for • the team • 3. Establishing autonomy for the team and challenging work • within the team • 4. Appointing experienced and qualified team personnel • 5. Encouraging team involvement • 6. Building visibility within the organization for the team’s work

23. TEAMS . • Trust and Effective Teams • Communicate often to team members • Show respect for team members • Be fair to team members • Be predictable • Demonstrate competence

24. CORPORATE CULTURE . • Status Symbols • Traditions and History • Physical Environment • The Significance of Corporate Culture • What leaders pay attention to, measure, and control • Leaders’ reactions to critical incidents and organizational crises • Deliberate role modeling, teaching, and coaching • Criteria for allocation of rewards and status • Criteria for recruitment, selection, promotion, and retirement of employees

25. Chapter Seventeen ? Questions