group versus team group –two or more members with a clear leader who perform independent jobs with...
Post on 22-Dec-2015
219 Views
Preview:
TRANSCRIPT
Group versus TeamGroup versus Team
• Group–Two or more members with a clear leader who
perform independent jobs with individual accountability, evaluation, and rewards.
• Team–A small number of members with shared
leadership who perform interdependent jobs with both individual and group accountability, evaluation, and rewards.
Benefits of GroupsBenefits of Groups
Exhibit 10–1
Level of Effort: groups often unleash enormous energy and creativity.
Satisfaction of Members: groups reduce boredom and often increase people’s feelings of dignity and self-worth.
Expanded Knowledge and Skills: groups gain the intellectual resources of several members.
Level of Effort: groups often unleash enormous energy and creativity.
Satisfaction of Members: groups reduce boredom and often increase people’s feelings of dignity and self-worth.
Expanded Knowledge and Skills: groups gain the intellectual resources of several members.
Group Performance ModelGroup Performance Model
Group EffectivenessGroup EffectivenessBased on Two OutcomesBased on Two Outcomes
Productive Output
Personal Satisfaction1 2
Group TypesGroup Types
• Formal–Recognized (and established) by the organization.
• Informal–Self-formed, not officially recognized by the
organization.
• Functional Groups–Members from a limited organizational area.
• Cross-Functional Groups–Members from different organizational areas
and/or levels.
Group Types (cont’d)Group Types (cont’d)
• Command–Consists of managers and their employees.
• Task Groups–Consists of employees selected to work on a
specific objective.
• Task Force–Temporary group formed for a specific purpose.
• Standing Committee–A permanent group that works on continuing
organizational issues.
Formal Work GroupsFormal Work GroupsFormal Work GroupsFormal Work Groups
VerticalVertical::Composed of manager and Composed of manager and
subordinates in a formal chain of subordinates in a formal chain of command.command.
Sometimes called a functional team.Sometimes called a functional team.May include three or four levels.May include three or four levels.
VerticalVertical::Composed of manager and Composed of manager and
subordinates in a formal chain of subordinates in a formal chain of command.command.
Sometimes called a functional team.Sometimes called a functional team.May include three or four levels.May include three or four levels.
Formal Work GroupsFormal Work GroupsFormal Work GroupsFormal Work Groups
HorizontalHorizontal::Drawn from several departmentsDrawn from several departmentsGiven a specific taskGiven a specific taskMay be disbanded after the task May be disbanded after the task
assignment is completeassignment is completeTwo most common types of teams areTwo most common types of teams are::Tasks forcesTasks forcesCommitteesCommittees
HorizontalHorizontal::Drawn from several departmentsDrawn from several departmentsGiven a specific taskGiven a specific taskMay be disbanded after the task May be disbanded after the task
assignment is completeassignment is completeTwo most common types of teams areTwo most common types of teams are::Tasks forcesTasks forcesCommitteesCommittees
Task Force &Task Force &Committee AdvantagesCommittee Advantages
Task Force &Task Force &Committee AdvantagesCommittee Advantages
• Allow for exchange of information.Allow for exchange of information.• Generate suggestions for coordinating units Generate suggestions for coordinating units
that are represented.that are represented.• Development of new ideas and solutions for Development of new ideas and solutions for
existing problems.existing problems.• Assist in the development of new practices Assist in the development of new practices
and policies.and policies.
• Allow for exchange of information.Allow for exchange of information.• Generate suggestions for coordinating units Generate suggestions for coordinating units
that are represented.that are represented.• Development of new ideas and solutions for Development of new ideas and solutions for
existing problems.existing problems.• Assist in the development of new practices Assist in the development of new practices
and policies.and policies.
Work Group CharacteristicsWork Group CharacteristicsWork Group CharacteristicsWork Group Characteristics
SizeSize----Ideal size is thought to be 7.Ideal size is thought to be 7.Variations of from 5 to 12 typically are associated with Variations of from 5 to 12 typically are associated with
good team performance.good team performance.Small teams (2-4 members) show more agreement, Small teams (2-4 members) show more agreement,
ask more questions.ask more questions.Large teams (12 or more) tend to have more Large teams (12 or more) tend to have more
disagreements. disagreements. Member RolesMember Roles----Task specialist role spend time and energy helping the Task specialist role spend time and energy helping the
team reach its goal.team reach its goal.Socio-emotional role support team members’ Socio-emotional role support team members’
emotional needs.emotional needs.
SizeSize----Ideal size is thought to be 7.Ideal size is thought to be 7.Variations of from 5 to 12 typically are associated with Variations of from 5 to 12 typically are associated with
good team performance.good team performance.Small teams (2-4 members) show more agreement, Small teams (2-4 members) show more agreement,
ask more questions.ask more questions.Large teams (12 or more) tend to have more Large teams (12 or more) tend to have more
disagreements. disagreements. Member RolesMember Roles----Task specialist role spend time and energy helping the Task specialist role spend time and energy helping the
team reach its goal.team reach its goal.Socio-emotional role support team members’ Socio-emotional role support team members’
emotional needs.emotional needs.
Two things to be aware of:Two things to be aware of:
Five Stages of Team DevelopmentFive Stages of Team DevelopmentFive Stages of Team DevelopmentFive Stages of Team Development
Forming:Orientation, break the ice Leader: Facilitate social interchanges
Storming:Conflict, disagreement Leader: Encourage participation
Norming:Establishment of order and cohesion Leader: Help clarify team roles, norms, values
Performing:Cooperation, problem solvingLeader: Facilitate task accomplishment
Adjourning:Task completionLeader: Bring closure, signify completion
2
3
5
4
1
Group ProcessGroup Process
• Group Process–Refers to the patterns of interaction that emerge
as members perform their jobs.
• Group Process Dimensions–Include roles, norms, cohesiveness, status,
decision making, and conflict resolution.
Group Process (cont’d)Group Process (cont’d)
• Group Roles–Task roles
• Do and say things that directly aid the accomplishment of the group’s objectives.
–Maintenance roles• Do and say things to develop and sustain the group
process.
–Self-interest roles• Do and say things to hurt the group and help the
individual.
Group Process (cont’d)Group Process (cont’d)
• Group Norms–The group’s shared expectations of its members’
behavior.–Norms develop spontaneously through the
interactions of group members.–Compliance with norms is enforced by the group.–Leaders should work toward maintaining and
developing positive norms.
Group Process (cont’d)Group Process (cont’d)
• Group Cohesiveness–The extent to which members stick together.–Factors positively influencing cohesiveness:
• Agreement with and commitment to objectives
• Small size
• Homogeneity among group members
• Equal member participation
• Focus on external competition
• A successful group
Group Process (cont’d)Group Process (cont’d)
• Status within the Group–Status is the perceived ranking of one member
relative to other members in the group.• Based on performance, job title, wage or salary,
seniority, knowledge or expertise, interpersonal skills.
–High status members have a strong influence on the group and its performance.
Meeting Leadership SkillsMeeting Leadership Skills
• Planning Meetings–Objectives–Participants and
Assignments–Agenda–Date, Place and Time–Leadership–Technology
• Conducting Meetings–Three Parts of
Meetings• Identify Objectives
• Cover agenda items
• Summarize and review assignments
Meeting Leadership Skills (cont’d)Meeting Leadership Skills (cont’d)
• Handling Problem Members–Silent–Talker–Wanderer–Bored–Arguer
Rules of Goose, orRules of Goose, orHow to LeadHow to Lead
Rules of Goose, orRules of Goose, orHow to LeadHow to Lead
There are four rules of being a good goose: 1) Flocks of geese fly in a "V" formation because it is the most aerodynamically efficient
formation for the flock as a whole. The beat of the leader's wings creates a pressure wave to either side, which the two following geese ride like surfers, and with a beat of their own wings, they add a little more energy to the wave and pass it on to the goose behind.
2) When a goose moves out of formation, it immediately senses the loss of efficiency for the
group and adjusts.
3) There is no real leader. When the lead goose gets tired, it drops back and another goose which is rested steps up to the more demanding position.
4) Geese constantly encourage the leader and each other while in flight. When geese honk, they are not saying hurry up, or get out of my way! Instead they are saying, "We are right behind you, and we appreciate the fine job you are doing."
Determinants ofDeterminants ofGroup CohesivenessGroup Cohesiveness
Determinants ofDeterminants ofGroup CohesivenessGroup Cohesiveness
Group interaction: the more time spent Group interaction: the more time spent together, the more cohesive the group.together, the more cohesive the group.
Shared goals: if members agree on goals, the Shared goals: if members agree on goals, the group will be more cohesive.group will be more cohesive.
Personal attraction to the group: similar Personal attraction to the group: similar attitudes and values, and enjoy being attitudes and values, and enjoy being together.together.
Group interaction: the more time spent Group interaction: the more time spent together, the more cohesive the group.together, the more cohesive the group.
Shared goals: if members agree on goals, the Shared goals: if members agree on goals, the group will be more cohesive.group will be more cohesive.
Personal attraction to the group: similar Personal attraction to the group: similar attitudes and values, and enjoy being attitudes and values, and enjoy being together.together.
Causes of Group ConflictCauses of Group ConflictCauses of Group ConflictCauses of Group Conflict
•Scarce Resources: include money, information, and supplies.
•Jurisdictional Ambiguities: conflicts emerge when job boundaries and responsibilities are unclear.
•Communication Breakdown: poor communications result in misperceptions and misunderstandings of other people and teams.
•Personality Clashes: personality clashes are caused by basic differences in personality, values, and attitudes.
•Power and Status Differences: occur when one party has disputable influence over another.
•Goal Differences: conflict often occurs simply because people are pursuing conflicting goals.
A Model of Styles to Handle ConflictA Model of Styles to Handle ConflictA Model of Styles to Handle ConflictA Model of Styles to Handle Conflict
Competing Collaborating
Avoiding Accommodating
Compromising
Assertive
Unassertive
Uncooperative Cooperative
Assertiveness(Attempting to
Satisfy one’s ownconcerns)
Cooperativeness(Attempting to satisfy the other
party’s concerns)
Facilitating CommunicationsFacilitating CommunicationsFacilitating CommunicationsFacilitating Communications
Focus on factsFocus on factsDevelop multiple Develop multiple alternativesalternatives
Maintain a balance of Maintain a balance of powerpower
Never force a consensusNever force a consensus
Focus on factsFocus on factsDevelop multiple Develop multiple alternativesalternatives
Maintain a balance of Maintain a balance of powerpower
Never force a consensusNever force a consensus
Potential Cost of GroupsPotential Cost of GroupsPotential Cost of GroupsPotential Cost of Groups
Free RidingFree Riding: team members who attains : team members who attains benefits from group membership but do not benefits from group membership but do not do a proportionate share.do a proportionate share.
Coordination CostCoordination Cost: time and energy : time and energy required to coordinate the activities.required to coordinate the activities.
Free RidingFree Riding: team members who attains : team members who attains benefits from group membership but do not benefits from group membership but do not do a proportionate share.do a proportionate share.
Coordination CostCoordination Cost: time and energy : time and energy required to coordinate the activities.required to coordinate the activities.
Avoiding GroupthinkAvoiding GroupthinkAvoiding GroupthinkAvoiding Groupthink
Ask all members to participate, especially Ask all members to participate, especially if they have different views than those if they have different views than those being adopted.being adopted.
Welcome all ideas. Welcome all ideas. “There are no dumb “There are no dumb ideas!”ideas!”
Ask one member to play “devils advocate”.Ask one member to play “devils advocate”.
Ask all members to participate, especially Ask all members to participate, especially if they have different views than those if they have different views than those being adopted.being adopted.
Welcome all ideas. Welcome all ideas. “There are no dumb “There are no dumb ideas!”ideas!”
Ask one member to play “devils advocate”.Ask one member to play “devils advocate”.
top related