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Ch10 Understanding Groups and Managing Work Teams (10-3 Discuss how groups…
Ch10 Understanding Groups and Managing Work Teams
10-1 Define group and describe the stages of group development
Group
Formal group
Task groups
Cross-functional teams
Command group
Self-manage team
Informal group
Prepares to disband
Focused on wrapping up activities
Project teams, task forces, or similar groups that have a limited task
Group development
Norming stage
Demonstrates a strong sense of group identity and camaraderie
The group structure solidifies
The group has assimilated a common set of expectations(or norms) regarding member behavior
Performing stage
The group structure is in place and accepted
Working on the group's task
Last stage of development for permanent work groups
Storming stage
Intragroup conflict
Clear hierarchy of leadership
Agreement on the group's direction
Adjourning stage
Forming stage
The first occurs as people join the group
Once they've joined, the second phase begins
10-2 Describe the major concepts of group behavior
Five major concepts of group behavior
Confomity
We all want to be accepted by groups which makes us susceptible to conformity pressures
Solomon Asch's classic studies on conformity
Status system
A disparity between what individuals perceive their status to be and what other perceive it to be
Anything can have status value if others in the group admire it
Human groupings have always had status hierarchies
Group members have no problem placing people into status categories
It's important for people to believe there's congruency in an organization's status system to prevent disruptions to general "this is what I expect"
Norms
Effort and perdormance
Probably most widespread norm
Can be extremely powerful in affecting an individual employee's perforance
Dress codes
Group size
Small group better at(5-7 members)
Completing tasks faster
Figuring out what to do
Getting job done
Drawbacks of large groups
Social loafing: Reducing effort because dispersion of responsibility encourages individuals to slack off
Large group better at(12 or more members)
Problem solving finding facts
Finding facts
Gaining diverse input
Roles
We adjust our roles to the group we belong to at the time
Employees attempt to determine what behavior are expected
Job descriptions
Getting suggestions from their bosses
Watching what their coworkers do
Group cohesiveness
Group cohesiveness and productivity
Cohesiveness-high/Alignment of group an organizational goals-low
Decrease in productivity
Cohesiveness-low/Alignment of group an organizational goals-high
Moderate increase in productivity
Cohesiveness-high/Alignment of group an organizational goals-high
Strong increase in productivity
Cohesiveness-low/Alignment of group an organizational goals-low
No significant effect on productivity
10-3 Discuss how groups are turned into effective teams
Work team
Groups versus teams
Synergy
Work teams
Positive
Work groups
Neutral(something negative)
Accountability
Work teams
Individual and mutual
Work groups
Individual
Goal
Work teams
Collective perormance
Work groups
Share information
Skills
Work teams
Complementary
Work groups
Random and varied
Types of work
Self-managed work team
Cross-functional team
Problem-solving teams
Virtual team
Team effectiveness model
Composition
Allocating roles
Diversity
Personality
Size of teams
Abilities of members
Member flexibility
Member preferences
Work design
Skills variety
Task identity
Autonomy
Task significance
Context
Leadership and structure
Climate of trust
Adequate resources
Performance evaluation and reward system
Process
Specific goals
Team efficacy
Common purpose
Conflict levels
Social loafing
10-4 Discuss contemporary issues in managing teams
Global teams
Drawbacks
Stereotyping
Communication problems
Mistrusting team members
Stress and tension
Disliking team members
Benefits
Limited groupthink
Increased attention on understanding other's ideas, perspectives, etc.
Greater diversity of ideas