Chapter 9 work teams and groups
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Chapter 9 Work Teams and Groups. Learning Outcomes. Groups and Teams. GROUP – two or more people with common interests, objectives, and continuing interaction

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Chapter 9 Work Teams and Groups

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Chapter 9 work teams and groups

Chapter 9 Work Teams and Groups

Learning Outcomes

© 2011 Cengage Learning. All rights reserved.


Groups and teams

Groups and Teams

GROUP – two or more people with common interests, objectives, and continuing interaction

WORK TEAM – a group of people with complementary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable

© 2011 Cengage Learning. All rights reserved.


Why teams

Why teams?

  • Good for work that is complicated, complex, interrelated and/or more voluminous than one person can handle

  • Overcomes individual limitations.

© 2011 Cengage Learning. All rights reserved.


New vs old team environments

New vs. Old Team Environments

© 2011 Cengage Learning. All rights reserved.


Benefits of teams

Benefits of Teams

  • For Organizations:

    • Encourages collaboration

  • For Individuals

    • Psychological intimacy

    • Integrated involvement

© 2011 Cengage Learning. All rights reserved.


Group behavior

Group Behavior

Norms of Behavior – the standards that a work group uses to evaluate the behavior of its members

Group Cohesion – the “interpersonal glue” that makes members of a group stick together

© 2011 Cengage Learning. All rights reserved.


Group behavior1

Group Behavior

Social Loafing – the failure of a group member to contribute personal time, effort, thoughts, or other resources to the group

Loss of Individuality – a social process in which group members lose self-awareness and its accompanying sense of accountability, inhibition, and responsibility for individual behavior

© 2011 Cengage Learning. All rights reserved.


Group formation

Group Formation

Formal Groups –official or assigned groups gathered to perform various tasks

Informal Groups –groups that evolve in the work setting to meet need not met by formal groups.

In both, ethnic, gender, cultural and

interpersonal diversity is critical

© 2011 Cengage Learning. All rights reserved.


The five stage model

The Five Stage Model

© 2011 Cengage Learning. All rights reserved.


Chapter 9 work teams and groups 1347322

MATURE GROUP CHARACTERISTICS

Purpose and Mission

  • May be assigned or may emerge from the group

  • Group often questions, reexamines, and modifies mission and purpose

  • Mission converted into specific agenda, clear goals, and a set of critical success factors

    Behavioral Norms

  • Well-understood standards of behavior within a group

  • Also evolve around performance and productivity.

© 2011 Cengage Learning. All rights reserved.


Group cohesion

Group Cohesion

interpersonal attraction binding group members together; enables groups to exercise effective control over the members

© 2011 Cengage Learning. All rights reserved.


Groups with high cohesiveness

Groups with High Cohesiveness

  • demonstrate lower tension and anxiety

  • demonstrate less variation in productivity

  • demonstrate better member satisfaction, commitment, and communication

© 2011 Cengage Learning. All rights reserved.


Chapter 9 work teams and groups 1347322

Cohesion

  • Factors influencing cohesion

    • Time

    • Size

    • Prestige

    • External pressure

    • Internal competition

  • Problems with: groupthink

© 2011 Cengage Learning. All rights reserved.


Cohesiveness and work related tension

Cohesiveness and Work-Related Tension

© 2011 Cengage Learning. All rights reserved.


Status structure

Status Structure

the set of authority and task relations among a group’s members; can be egalitarian or hierarchical

© 2011 Cengage Learning. All rights reserved.


Team task functions

Team Task Functions

those activities directly related to the effective completion of the team’s work

© 2011 Cengage Learning. All rights reserved.


Team task functions1

Team Task Functions

© 2011 Cengage Learning. All rights reserved.


Maintenance functions

Maintenance Functions

those activities essential to the effective, satisfying interpersonal relationships within a team or group

© 2011 Cengage Learning. All rights reserved.


Team maintenance functions

Team Maintenance Functions

© 2011 Cengage Learning. All rights reserved.


Dissimilarity in teams

Dissimilarity in Teams

  • Demographic dissimilarity influences absenteeism, commitment, turnover intentions, beliefs, workgroup relationships, self-esteem, and organizational citizenship behavior.

  • Can have positive or negative effects on teams

  • Value dissimilarity negatively related to team involvement

© 2011 Cengage Learning. All rights reserved.


Empowerment skills

Empowerment Skills

Competence

Skills

Process

Skills

Self-

Management

or

Team Skills

Cooperative

and Helping

Behaviors

Communication

Skills

© 2011 Cengage Learning. All rights reserved.


Self managed teams

Self-Managed Teams

also called self-directed teams or

autonomous work groups; teams that make

decisions once reserved for managers

© 2011 Cengage Learning. All rights reserved.


Upper echelons teams at the top

Upper Echelons: Teams at the Top

Their background characteristics predict organizational characteristics

Self-managed teams at the top-level of an organization

Set standards for values, competence, ethics, and unique characteristics in the organization

Key to the strategic success of the organization

© 2011 Cengage Learning. All rights reserved.


5 seasons of ceo tenure

5 Seasons of CEO Tenure

  • Response to a mandate

  • Experimentation

  • Selection of an enduring theme

  • Convergence

  • Dysfunction

© 2011 Cengage Learning. All rights reserved.


Executive tenure and organizational performance

Executive Tenure and Organizational Performance

© 2011 Cengage Learning. All rights reserved.


Chapter 9 work teams and groups 1347322

CMR article

  • P.34 things effective team leaders do

  • P.35 the nature and effects of functional silos

  • P. 37 table 1, process of team leader transformation

  • pp. 40-41 leader as facilitator and coach, not hero

  • pp. 43-45 focus on learning

  • P. 47 intrapersonal and interpersonal skills

  • P. 48 table 2, influence of senior management decisions

© 2011 Cengage Learning. All rights reserved.


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