1. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
Copyright Š 2005 Prentice Hall, Inc.Copyright Š 2005 Prentice Hall, Inc.
All rights reserved.All rights reserved.
8th
edition
Steven P. Robbins
Mary Coulter
2. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 15â2
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Understanding Groups
⢠Define the different types of groups.
⢠Describe the five stage of group development.
Explaining Work Group Behavior
⢠Explain the major components that determine group
performance and satisfaction.
⢠Discuss how roles, norms, conformity, status systems,
group size, and group cohesiveness influence group
behavior.
⢠Tell how group norms can both help and hurt an
organization.
⢠Define group think and social loafing.
3. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 15â3
L E A R N I N G O U T L I N E (contâd)
Follow this Learning Outline as you read and study this chapter.
Explaining Work Group Behavior (contâd)
⢠Describe the relationships between group cohesiveness
and productivity.
⢠Discuss how conflict management influences group
behavior.
⢠Tell the advantages and disadvantages of group decision
making.
Creating Effective Teams
⢠Compare groups and teams
⢠Explain why teams have become so popular.
⢠Describe the four most common types of teams.
⢠List the characteristics of effective teams.
4. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 15â4
Understanding Groups
⢠Group
ďTwo or more interacting and interdependent
individuals who come together to achieve particular
goals.
ďFormal groups
ďś Work groups defined by the organizationâs structure that
have designated work assignments and tasks.
â Appropriate behaviors are defined by and directed toward
organizational goals.
ďInformal groups
ďś Groups that are independently formed to meet the
social needs of their members.
5. Copyright Š 2005 Prentice Hall, Inc. All
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Stages in Group Development
⢠Forming
ď Members join and begin the
process of defining the
groupâs purpose, structure,
and leadership.
⢠Storming
ď Intragroup conflict occurs as
individuals resist control by
the group and disagree over
leadership.
⢠Norming
ď Close relationships develop
as the group becomes
cohesive and establishes its
norms for acceptable
behavior.
⢠Performing
ď A fully functional group
structure allows the group to
focus on performing the task
at hand.
⢠Adjourning
ď The group prepares to
disband and is no longer
concerned with high levels
of performance.
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Work Group Behavior
⢠Internal Variables Affecting Group Behavior
ďThe individual abilities of the groupâs members
ďThe size of the group
ďThe level of conflict
ďThe internal pressures on members to conform o the
groupâs norms
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Conditions Affecting Group Behavior
⢠External (Organizational)
Conditions
ď Overall strategy
ď Authority structures
ď Formal regulations
ď Available organizational
resources
ď Employee selection criteria
ď Performance management
(appraisal) system
ď Organizational culture
ď General physical layout
⢠Internal Group
Variables
ď Individual competencies
and traits of members
ď Group structure
ď Size of the group
ď Cohesiveness and the level
of intragroup conflict
ď Internal pressures on
members to conform o the
groupâs norms
8. Copyright Š 2005 Prentice Hall, Inc. All
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Group Structure
⢠Role
ďThe set of expected behavior patterns attributed to
someone who occupies a given position in a social
unit that assist the group in task accomplishment or
maintaining group member satisfaction.
ďRole conflict: experiencing differing role expectations
ďRole ambiguity: uncertainty about role expectations
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Group Structure (contâd)
⢠Norms
ďAcceptable standards or expectations that are shared
by the groupâs members.
ďCommon types of norms
ďś Effort and performance
â Output levels, absenteeism, promptness, socializing
ďś Dress
ďś Loyalty
10. Copyright Š 2005 Prentice Hall, Inc. All
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Group Structure (contâd)
⢠Conformity
ďIndividuals conform in order to be accepted by groups.
ďGroup pressures can have an effect on an individual
memberâs judgment and attitudes.
ďThe effect of conformity is not as strong as it once
was, although still a powerful force.
ďGroupthink
ďś The extensive pressure of others in a strongly cohesive
or threatened group that causes individual members to
change their opinions to conform to that of the group.
11. Copyright Š 2005 Prentice Hall, Inc. All
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Group Structure (contâd)
⢠Status System
ďThe formal or informal prestige grading, position, or
ranking system for members of a group that serves as
recognition for individual contributions to the group
and as a behavioral motivator.
ďś Formal status systems are effective when the perceived
ranking of an individual and the status symbols
accorded that individual are congruent.
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Group Structure: Group Size
⢠Small groups
ď Complete tasks faster
than larger groups.
ď Make more effective use
of facts.
⢠Large groups
ď Solve problems better
than small groups.
ď Are good for getting
diverse input
ď Are more effective in fact-
finding.
⢠Social Loafing
ď The tendency for
individuals to expend less
effort when working
collectively than when
work individually
13. Copyright Š 2005 Prentice Hall, Inc. All
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Group Structure (contâd)
⢠Group Cohesiveness
ďThe degree to which members are attracted to a
group and share the groupâs goals.
ďś Highly cohesive groups are more effective and
productive than less cohesive groups when their goals
aligned with organizational goals.
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Group Processes:
Group Decision Making
⢠Advantages
ď Generates more complete
information and
knowledge.
ď Generates more diverse
alternatives
ď Increases acceptance of a
solution
ď Increases legitimacy of
decision
⢠Disadvantages
ď Time consuming
ď Minority domination
ď Pressures to conform
ď Ambiguous responsibility
15. Copyright Š 2005 Prentice Hall, Inc. All
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Group Processes: Conflict Management
⢠Conflict
ďThe perceived incompatible differences in a group
resulting in some form of interference with or
opposition to its assigned tasks.
ďś Traditional view: conflict must it avoided.
ďś Human relations view: conflict is a natural and
inevitable outcome in any group.
ďś Interactionist view: conflict can be a positive force and
is absolutely necessary for effective group performance.
16. Copyright Š 2005 Prentice Hall, Inc. All
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Group Processes: Conflict Management
(contâd)
⢠Categories of Conflict
ďFunctional conflicts are constructive.
ďDysfunction conflicts are destructive.
⢠Types of Conflict
ďTask conflict: content and goals of the work
ďRelationship conflict: interpersonal relationships
ďProcess conflict: how the work gets done
17. Copyright Š 2005 Prentice Hall, Inc. All
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Group Processes: Conflict Management
(contâd)
⢠Techniques to Reduce Conflict:
ďAvoidance
ďAccommodation
ďForcing
ďCompromise
ďCollaboration
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Group Tasks
⢠Highly complex and interdependent tasks
require:
ďEffective communications: discussion among group
members.
ďControlled conflict: More interaction among group
members.
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Advantages of Using Teams
⢠Teams outperform individuals.
⢠Teams provide a way to better use employee
talents.
⢠Teams are more flexible and responsive.
⢠Teams can be quickly assembled, deployed,
refocused, and disbanded.
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What Is a Team?
⢠Work Team
ďA group whose members work intensely on a specific
common goal using their positive synergy, individual
and mutual accountability, and complementary skills.
⢠Types of Teams
ďProblem-solving teams
ďSelf-managed work teams
ďCross-functional teams
ďVirtual teams
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Types of Teams
⢠Problem-solving Teams
ďEmployees from the same department and functional
area who are involved in efforts to improve work
activities or to solve specific problems
⢠Self-managed Work Teams
ďA formal group of employees who operate without a
manager and responsible for a complete work
process or segment.
22. Copyright Š 2005 Prentice Hall, Inc. All
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Types of Teams
⢠Cross-functional Teams
ďA hybrid grouping of individuals who are experts in
various specialties and who work together on various
tasks.
⢠Virtual Teams
ďTeams that use computer technology to link
physically dispersed members in order to achieve a
common goal.
23. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 15â23
Characteristics of Effective Teams
⢠Have a clear
understanding of their
goals.
⢠Have competent
members with relevant
technical and
interpersonal skills.
⢠Exhibit high mutual trust
in the character and
integrity of their
members.
⢠Are unified in their
commitment to team goals.
⢠Have good communication
systems.
⢠Possess effective
negotiating skills
⢠Have appropriate
leadership
⢠Have both internally and
externally supportive
environments