1 / 22

Chapters 8 & 9 Understanding Groups & Team Work

Chapters 8 & 9 Understanding Groups & Team Work. Advantages of Groups (Two heads are better than one.). Disadvantages of Groups (If you want something done right, do it yourself.). Guiding Group Decisions. Things to Do : Present clear, reasoned ideas Listen (try not to pre-judge)

zyta
Download Presentation

Chapters 8 & 9 Understanding Groups & Team Work

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapters 8 & 9Understanding Groups & Team Work

  2. Advantages of Groups(Two heads are better than one.)

  3. Disadvantages of Groups(If you want something done right, do it yourself.)

  4. Guiding Group Decisions Things to Do: • Present clear, reasoned ideas • Listen (try not to pre-judge) • Yield to more logical positions • Get others involved, watch for self-censorship • In stalemates, push for more alternatives

  5. Guiding Group Decisions Things to Avoid: • Don’t give in just to avoid conflict • Avoid “voting,” “coin tossing” • Avoid compromises (look for win-win instead) • Watch for effects of “irrelevant” criteria

  6. Why Have Teams Become So Popular? • Typically outperform individuals. • Use employee talents better. • More flexible and responsive to changes in the environment. • Facilitate employee involvement. • Effective way to democratize organizations and increase motivation.

  7. Key concepts for understanding what makes teams effective • Development/life cycle stages • Internal team structures: • Roles • Norms • Size • Composition (and team member status) • Cohesion and morale • Mgmt. and team member KSAs • Broader design considerations: • Context • Composition • Work design • Process

  8. The Five Life Cycle Stages of Group Development 1.Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

  9. Using the Life Cycle“Stages” to Manage Groups • Map to guide group formation • Maturation takes time • Conflict is part of the process • Stages NOT always sequential

  10. Internal Group Structure Roles Norms • Leader • Task Expert • Harmonizer • Challenger • Purpose • Development • Centrality • Deviance (& status)

  11. Types of Deviance in Groups Central Norms Accept Reject Subversive Rebellion Conformity Accept Peripheral Norms Creative Individualism Open Revolution Reject

  12. Internal Group Structure(cont.) Size Composition • Large Groups • Small Groups • (Impact on social loafing?) • Homogeneous • Heterogeneous

  13. Building Cohesive Groups • Small size • Homogeneous composition • Work & social interaction • Sufficient resources • Reward cooperation

  14. Building Cohesive Groups(cont.) • Limited hierarchy • Outside competition • History of success • Isolation

  15. Building Cohesive Groups(cont.) Advantages Disadvantages • Satisfaction and Motivation • Support for Learning • Strong Norms & Culture • Less Conflict • Focus on Group Norms • Loss of Creativity • Groupthink • Less Conflict

  16. Cohesiveness and Productivity

  17. Mgmt. & Team Member KSAs Supervisor/Manager KSAs • Coaching and facilitating KSAs • Delegation and empowerment KSAs • Process change and innovation KSAs • Culture management KSAs • Resource coordinator • Systems wide performance mgmt. KSAs • Inter-team planning and coordination KSAs

  18. Mgmt. & Team Member KSAs (cont.) Employee KSAs • Interpersonal KSAs • Conflict resolution KSAs • Collaborative problem-solving KSAs • Interpersonal communication KSAs • Self-management KSAs • Goal setting and performance mgmt. KSAs • Planning and task coordination KSAs

  19. The Team Effectiveness Model E X H I B I T 9–3

  20. Turning Groups into Teams(or How you, too, can have a team-based organization!) The Stevens & Yarish ILA Model Level 1: The Individual • Supervisors’/managers’ KSAs • Employees’ KSAs Level 2: The Group • Internal group processes and dynamics Level 3: The Organization • Culture and structures

  21. Turning Employees Into Team Players The Challenges: • Individual resistance to team membership. • Influences of individualistic cultures. • Introducing teams against a company context that has valued individual achievement. Shaping Team Players: • Selecting employees who can fulfill team roles. • Training employees to become team players. • Reworking rewards to encourage cooperative efforts while recognizing individual contributions.

  22. Turning Managers Into Team Leaders The Challenges: • Resistance to sharing power. • Influences of traditional autocratic and individualistic cultures. • Discomfort with change and innovation. • Shifting leadership style towards coaching/facilitating • Developing ability to act in role of resource coordinator. • Developing team member KSAs to be an effective peer with other managers on leadership teams.

More Related