chapters 8 9 understanding groups team work n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Chapters 8 & 9 Understanding Groups & Team Work PowerPoint Presentation
Download Presentation
Chapters 8 & 9 Understanding Groups & Team Work

Loading in 2 Seconds...

play fullscreen
1 / 22

Chapters 8 & 9 Understanding Groups & Team Work - PowerPoint PPT Presentation


  • 76 Views
  • Uploaded on

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)

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Chapters 8 & 9 Understanding Groups & Team Work' - zyta


Download Now 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.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
guiding group decisions
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
guiding group decisions1
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
why have teams become so popular
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.
key concepts for understanding what makes teams effective
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
slide8

The Five Life Cycle

Stages of Group Development

1.Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

using the life cycle stages to manage groups
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
slide10

Internal Group Structure

Roles

Norms

  • Leader
  • Task Expert
  • Harmonizer
  • Challenger
  • Purpose
  • Development
  • Centrality
  • Deviance (& status)
slide11

Types of Deviance in Groups

Central Norms

Accept

Reject

Subversive

Rebellion

Conformity

Accept

Peripheral Norms

Creative

Individualism

Open

Revolution

Reject

slide12

Internal Group Structure(cont.)

Size

Composition

  • Large Groups
  • Small Groups
  • (Impact on social loafing?)
  • Homogeneous
  • Heterogeneous
building cohesive groups
Building Cohesive Groups
  • Small size
  • Homogeneous composition
  • Work & social interaction
  • Sufficient resources
  • Reward cooperation
building cohesive groups cont
Building Cohesive Groups(cont.)
  • Limited hierarchy
  • Outside competition
  • History of success
  • Isolation
slide15

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
mgmt team member ksas
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
mgmt team member ksas cont
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
the team effectiveness model
The Team Effectiveness Model

E X H I B I T 9–3

turning groups into teams or how you too can have a team based organization
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
turning employees into team players
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.
turning managers into team leaders
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.