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Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 1 ManagingTeams Chapter11 ManagementStephenP RobbinsMaryCoulter tenthedition Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 2 LearningOutcomesFollowthisLearningOutlineasyoureadandstudythischapter 11 1GroupsandGroupDevelopmentDefinethedifferenttypesofgroups Describethefivestagesofgroupdevelopment 11 2WorkGroupPerformanceandSatisfactionListthemajorcomponentsthatdeterminegroupperformanceandsatisfaction Describehowexternalconditionsandgroupmemberresourcesaffectgroupperformanceandsatisfaction Discusshowgroupstructureinfluencesgroupperformanceandsatisfaction Describehowgroupprocessesandgrouptasksinfluencegroupperformanceandsatisfaction Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 3 LearningOutcomes 11 3TurningGroupsIntoEffectiveTeamsComparegroupsandteams Describethefourmostcommontypesofteams Listthecharacteristicsofeffectiveteams 11 4CurrentChallengesInManagingTeamsDiscussthechallengesofmanagingglobalteamsExplaintheroleofinformal social networksinmanagingteams Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 4 GroupsandGroupDevelopment GroupTwoormoreinteractingandinterdependentindividualswhocometogethertoachievespecificgoals FormalgroupsWorkgroupsdefinedbytheorganization sstructurethathavedesignatedworkassignmentsandtasks Appropriatebehaviorsaredefinedbyanddirectedtowardorganizationalgoals InformalgroupsGroupsthatareindependentlyformedtomeetthesocialneedsoftheirmembers Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 5 StagesinGroupDevelopment FormingMembersjoinandbegintheprocessofdefiningthegroup spurpose structure andleadership StormingIntragroupconflictoccursasindividualsresistcontrolbythegroupanddisagreeoverleadership NormingCloserelationshipsdevelopasthegroupbecomescohesiveandestablishesitsnormsforacceptablebehavior PerformingAfullyfunctionalgroupstructureallowsthegrouptofocusonperformingthetaskathand AdjourningThegrouppreparestodisbandandisnolongerconcernedwithhighlevelsofperformance Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 6 Exhibit11 2StagesofGroupDevelopment Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 7 Exhibit11 3GroupPerformanceSatisfactionModel Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 8 ExternalConditionsImposedontheGroup Organization sstrategyAuthorityrelationshipsFormalregulationsAvailableorganizationalresourcesEmployeeselectioncriteriaPerformancemanagement appraisal systemOrganizationalcultureGeneralphysicallayoutofworkspace Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 9 GroupMemberResources KnowledgeSkillsInterpersonalskillssuchasconflictmanagementandresolution collaborativeproblemsolving andcommunicationdeterminehoweffectivelymembersperforminagroupAbilitiesDeterminewhatmemberscandoPersonalitytraitsPositivetraitstendtobepositivelyrelatedtogroupproductivityandmorale Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 10 GroupStructure RoleThesetofexpectedbehaviorpatternsattributedtosomeonewhooccupiesagivenpositioninasocialunitthatassiststhegroupintaskaccomplishmentormaintaininggroupmembersatisfaction Roleconflict experiencingdifferingroleexpectationsRoleambiguity uncertaintyaboutroleexpectations Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 11 GroupStructure cont d NormsAcceptablestandardsorexpectationsthataresharedbythegroup smembers CommontypesofnormsEffortandperformanceOutputlevels absenteeism promptness socializingDressLoyalty Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 12 GroupStructure GroupSize SmallgroupsCompletetasksfasterthanlargergroups Makemoreeffectiveuseoffacts LargegroupsSolveproblemsbetterthansmallgroups Aregoodforgettingdiverseinput Aremoreeffectiveinfact finding SocialLoafingThetendencyforindividualstoexpendlesseffortwhenworkingcollectivelythanwhenworkingindividually Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 13 GroupStructure cont d GroupCohesivenessThedegreetowhichmembersareattractedtoagroupandsharethegroup sgoals Highlycohesivegroupsaremoreeffectiveandproductivethanlesscohesivegroupswhentheirgoalsalignedwithorganizationalgoals Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 14 GroupProcesses ConflictManagement ConflictTheperceivedincompatibledifferencesinagroupresultinginsomeformofinterferencewithoroppositiontoitsassignedtasks Traditionalview conflictmustbeavoided Humanrelationsview conflictisanaturalandinevitableoutcomeinanygroup Interactionistview conflictcanbeapositiveforceandisabsolutelynecessaryforeffectivegroupperformance Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 15 GroupProcesses ConflictManagement cont d CategoriesofConflictFunctionalconflictsareconstructive Dysfunctionalconflictsaredestructive TypesofConflictTaskconflict contentandgoalsoftheworkRelationshipconflict interpersonalrelationshipsProcessconflict howtheworkgetsdone Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 16 Exhibit11 7ConflictandGroupPerformance Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 17 GroupProcesses ConflictManagement cont d TechniquestoManageConflict AvoidanceAccommodationForcingCompromiseCollaboration Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 18 GroupTasksandGroupEffectiveness Highlycomplexandinterdependenttasksrequire Effectivecommunications discussionamonggroupmembers Controlledconflict Moreinteractionamonggroupmembers Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 19 AdvantagesofUsingTeams Teamsoutperformindividuals Teamsprovideawaytobetteruseemployeetalents Teamsaremoreflexibleandresponsive Teamscanbequicklyassembled deployed refocused anddisbanded Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 20 WhatIsaWorkTeam WorkTeamAgroupwhosemembersworkintenselyonaspecificcommongoalusingtheirpositivesynergy individualandmutualaccountability andcomplementaryskills TypesofTeamsProblem solvingteamsSelf managedworkteamsCross functionalteamsVirtualteams Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 21 Exhibit11 9GroupsversusTeams Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 22 TypesofTeams Problem SolvingTeamsEmployeesfromthesamedepartmentandfunctionalareawhoareinvolvedineffortstoimproveworkactivitiesortosolvespecificproblems Self ManagedWorkTeamsAformalgroupofemployeeswhooperatewithoutamanagerandresponsibleforacompleteworkprocessorsegment Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 23 TypesofTeams cont d Cross FunctionalTeamsAhybridgroupingofindividualswhoareexpertsinvariousspecialtiesandwhoworktogetheronvarioustasks VirtualTeamsTeamsthatusecomputertechnologytolinkphysicallydispersedmembersinordertoachieveacommongoal Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 24 Exhibit11 10CharacteristicsofEffectiveTeams Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 25 CharacteristicsofEffectiveTeams Haveaclearunderstandingoftheirgoals Havecompetentmemberswithrelevanttechnicalandinterpersonalskills Exhibithighmutualtrustinthecharacterandintegrityoftheirmembers Areunifiedintheircommitmenttoteamgoals Havegoodcommunicationsystems Possesseffectivenegotiatingskills Haveappropriateleadership Havebothinternallyandexternallysupportiveenvironments Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 11 26 CurrentChallengesinManagingTeams Gettingemployeesto CooperatewithothersShareinformationConfrontdifferencesSublimatepersonalinterestforthegreatergoodoftheteam Copyright 2010PearsonEducation In
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