Chap17


ObjectivesObjectivesObjectivesObjectives1.A definition of the term group as used in the context of management

2.A thorough understanding of the difference between formal and informal groups

3.Knowledge of the types of formal groups that exist in organizations

4.An understanding of how managers can determine which groups exist in an organization

5.An appreciation for what teams are and how to manage them

6.Insights into managing corporate culture to enhance organizational success


GroupsGroupsGroupsGroupsGroup is any number of people who:

(1) interact with one another

(2) are psychologically aware of one another

(3) perceive themselves to be a group

Why managers should study groups:

1. Exist in all kinds of organizations

2. Form in all facets of organizational existence

3. Cause either desirable or undesirable consequences

4. Raise the probability of causing desirable consequences


Kinds of Groups in OrganizationsKinds of Groups in OrganizationsKinds of Groups in OrganizationsKinds of Groups in OrganizationsFormal Groups

Kinds of Formal Groups

Command groups

Task groups


Kinds of Groups in OrganizationsKinds of Groups in OrganizationsKinds of Groups in OrganizationsKinds of Groups in Organizations


Kinds of Groups in OrganizationsKinds of Groups in OrganizationsKinds of Groups in OrganizationsKinds of Groups in OrganizationsFormal Groups (continued)

Examples of Formal GroupsCommittees

Reasons for establishing committees:1. Allow organization members to exchange ideas

2. Generate suggestions and recommendations

3. Develop new ideas for solving existing organizational problems

4. Assist in the development of organizational policies

Why Managers Should Use Committees Improve quality of decision making Encourage expression of honest opinions Increase members’ participation in decision-making Ensure representation of important groups in decision-making process



Examples of Formal Groups (continued)Committees (continued)

What Makes Committees Successful Procedural Steps

Define goals clearly, preferably in writing Specify authority Determine optimum size Select chairperson Appoint permanent secretary Distrubute agenda and support material before meeting Start meetings on time-announce ending time at outset

People-Oriented Guidelines. Rephrasing ideas already expressed Bringing all members into active participation Stimulating further thought by members

Groupthink



Examples of Formal Groups (continued)Work Teams

Special-Purpose and Self-Managed Teams

Stages of Formal Group DevelopmentThe Acceptance StageThe Communication and Decision-Making StageThe Group Solidarity StageThe Group Control Stage

Members function as a unit Members participate effectively in group effort Members are oriented toward a single goal Members have equipment, tools, and skills necessary to attain goals Members exchange suggestions, opinions, and information


Kinds of Groups in OrganizationsKinds of Groups in OrganizationsKinds of Groups in OrganizationsKinds of Groups in OrganizationsInformal Groups

Kinds of Informal Groups

Interest groups

Friendship groups

Benefits of Informal Group Membership

1. Perpetuation of social and cultural values

2. Status and social satisfaction

3. Increased ease of communication

4. Increased desirability of the overall work environment


Managing Work GroupsManaging Work GroupsManaging Work GroupsManaging Work GroupsDetermining Group Existence

Sociometric Analysis

Applying the Sociogram Model

Understanding the Evolution of Informal Groups

Homans’ Model

Applying the Homans Model


Managing Work GroupsManaging Work GroupsManaging Work GroupsManaging Work Groups


TeamsTeamsTeamsTeamsGroups Versus Teams

Group consists of any number of people who:Interact with one anotherAre psychologically aware of one anotherThink of themselves as a group

Team is a group whose members:Influence one another toward the accomplishment of objective(s)

Types of Teams in OrganizationsProblem-Solving Teams

Self-Managed Teams

Cross-Functional Teams


TeamsTeamsTeamsTeams


TeamsTeamsTeamsTeamsStages of Team Development

Forming

Storming

Norming

Performing

Adjourning


TeamsTeamsTeamsTeamsTeam Effectiveness

People-related steps:

1. Trying to make the team’s work satisfying

2. Developing mutual trust among team members andbetween the team and management

3. Building good communication

4. Minimizing unresolved conflicts and power struggles within the team

5. Dealing effectively with threats toward and within the team

6. Building the perception that the jobs of team members are secure


TeamsTeamsTeamsTeams


TeamsTeamsTeamsTeamsTeam Effectiveness (continued)

Organization-related steps:

1. Building a stable overall structure team members view as secure

2. Becoming involved in team events anddemonstrating interest in team progress and functioning

3. Properly rewarding and recognizing teams for accomplishments

4. Setting stable goals and priorities for the team


TeamsTeamsTeamsTeamsTeam Effectiveness (continued)

Task-related steps:

1. Developing clear objectives, directions, and project plans for the team

2. Providing proper technical direction and leadership for the team

3. Establishing autonomy for team and challenging work within the team

4. Appointing experienced and qualified team personnel

5. Encouraging team involvement

6. Building visibility within the organization for the team’s work


TeamsTeamsTeamsTeamsTrust and Effective Teams

Communicate often to team members

Show respect for team members

Be fair to team members

Be predictable

Demonstrate competence


Corporate CultureCorporate CultureCorporate CultureCorporate CultureStatus Symbols

Traditions and History

Physical Environment

The Significance of Corporate CultureMechanisms for developing and reinforcing desired corporate culture:

What leaders pay attention to, measure, and control Leaders’ reactions to critical incidents and organizational crises Deliberate role modeling, teaching, and coaching Criteria for allocation of rewards and status Criteria for employee recruitment, selection, promotion, and retirement


QuestionsQuestions

Chap17

Documents

Transcript of Chap17