Chapter 15: Understanding Groups and Teams
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Transcript of Chapter 15: Understanding Groups and Teams
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Chapter 15:Understanding
Groups and Teams
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Learning Objectives
• Definition of a group• Why people join groups• Formal vs. informal groups• Five stages of group development• Key aspects of group structure (roles, norms, status systems,
group size, group cohesiveness) and how they influence group behavior
• Groupthink and social loafing• Relationship between group cohesiveness and productivity• Group Processes: Decision-Making and Conflict Management
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Questions For You:1. What group or team do/have you belong(ed)
to?2. Why did you join?3. How long has the group been together? 4. Do you have any “rituals” (regular practices,
activities)?5. How well/poorly would you say your group
work? What are some of the problems?
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Definition of a Group
Two or more people who:• Interact• Are interdependent• Come together to achieve a common
objective
Is our class a group?
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Formally Established
Work Assignments
Specific Tasks
Occur Naturally
Friendships
Common Interests
Formal Groups
Formal vs. Informal Groups
Informal Groups
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Why People Join Groups
• Security• Status• Affiliation• Goal Achievement
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Stages of Group Stages of Group DevelopmentDevelopment
Prestage 1 Stage 1Forming
Stage 2Storming
Stage IIINorming
Stage IVPerforming
Stage VAdjourning
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Roles Norms
Status Systems
Basic Group Concepts
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Size
Conformity
Basic Group Concepts
Cohesiveness
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Examples of Cards Used Examples of Cards Used in the Asch Studyin the Asch Study
X A B C
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CohesivenessCohesiveness
Alig
nmen
t of G
roup
and
Org
. Goa
lsA
lignm
ent o
f Gro
up a
nd O
rg. G
oals
HighHigh LowLow
Low
Hig
hCohesiveness-Productivity RelationshipCohesiveness-Productivity Relationship
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Strong IncreaseStrong IncreaseIn ProductivityIn Productivity
Moderate IncreaseModerate IncreaseIn ProductivityIn Productivity
No Significant No Significant EffectEffectOn ProductivityOn Productivity
Decrease inDecrease inProductivityProductivity
CohesivenessCohesiveness
Alig
nmen
t of G
roup
and
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lignm
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up a
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oals
HighHigh LowLow
Low
Hig
hCohesiveness-Productivity RelationshipCohesiveness-Productivity Relationship
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Views of Conflict
• Traditional view• Human Relations View• Interactionist View
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Conflict and Group Performance
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Sources of Team Conflict
• Task• Relationship• Process
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Cooperativeness
Conflict-Resolution Approaches
Uncooperative Cooperative
Ass
ertiv
eU
nass
ertiv
eAss
ertiv
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s
Compromising
Collaborating
AccomodatingAvoiding
Forcing
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Types of Teams
- Problem-solving- Self-managing- Cross-functional- Virtual
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Self-Managing Teams• Responsible for complete work process or segment• No boss• Plan• Schedule• Assign tasks to members• Hire• Fire• Evaluate• Troubleshoot• Can be highly effective, but…• Can take 2-3 years… • And lots of training to build
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Advantages ofGroup Decision Making
IncreasesLegitimacy
IncreasesAcceptance
MoreInformation
MoreAlternatives
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Disadvantages ofGroup Decision Making
AmbiguousResponsibility
Pressuresto Conform
TimeConsuming
MinorityDomination
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Group Decision-Making Techniques
• Brainstorming• Nominal Group
Technique• Electronic
Meetings
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A Manager’s Dilemma
• BMW – Bangle established new culture by reducing fortress design, reducing authority, encouraging open, informal culture where people say what they think. Challenge lies in maintaining team’s effectiveness when new engineers – used to the “fortress” design – join the team. What would you do?
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Lost at Sea Exercise