Chapters 8 & 9 Understanding Groups & Team Work
description
Transcript of Chapters 8 & 9 Understanding Groups & Team Work
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Chapters 8 & 9Understanding Groups & Team
Work
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Advantages of Groups(Two heads are better than one.)
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Disadvantages of Groups(If you want something done right, do it yourself.)
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Guiding Group DecisionsThings 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
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Guiding Group DecisionsThings 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
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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.
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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
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The Five Life Cycle Stages of Group Development
1. Forming 2. Storming
3. Norming 4. Performing
5. Adjourning
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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
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Roles Norms• Purpose• Development• Centrality• Deviance (& status)
• Leader • Task Expert• Harmonizer• Challenger
Internal Group Structure
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Conformity SubversiveRebellion
OpenRevolution
CreativeIndividualism
Central Norms
Perip
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l Nor
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Accept Reject
Rej
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ept
Types of Deviance in Groups
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Internal Group Structure (cont.)
Size Composition• Large Groups• Small Groups
(Impact on social loafing?)
• Homogeneous• Heterogeneous
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Building Cohesive Groups
• Small size
• Homogeneous composition
• Work & social interaction
• Sufficient resources
• Reward cooperation
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• Limited hierarchy
• Outside competition
• History of success
• Isolation
Building Cohesive Groups (cont.)
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• Satisfaction and Motivation
• Support for Learning
• Strong Norms & Culture
• Less Conflict
• Focus on Group
Norms• Loss of Creativity
• Groupthink
• Less Conflict
Advantages Disadvantages
Building Cohesive Groups (cont.)
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Cohesiveness and Productivity
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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
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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
Mgmt. & Team Member KSAs (cont.)
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The Team Effectiveness
Model
E X H I B I T 9–3
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Turning Groups into Teams(or How you, too, can have a team-based organization!)
The Stevens & Yarish ILA ModelLevel 1: The Individual
• Supervisors’/managers’ KSAs• Employees’ KSAs
Level 2: The Group• Internal group processes and dynamics
Level 3: The Organization• Culture and structures
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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.
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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.