busi 321goldenchapter 10 work groups formal informal hawthorne effect
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BUSI 321BUSI 321 GOLDENGOLDEN CHAPTER 10CHAPTER 10
WORK GROUPSWORK GROUPS
Formal
Informal
Hawthorne Effect
BUSI 321BUSI 321 GOLDENGOLDEN CHAPTER 10CHAPTER 10
WORK GROUPSWORK GROUPSNorms: Informal
rules.Cohesiveness: “Stick
togetherness” of the group.
Conformity: Accept and abide by the norms.
BUSI 321BUSI 321 GOLDENGOLDEN CHAPTER 10CHAPTER 10
GROUPTHINKGROUPTHINK
Dysfunctional syndrome that cohesive groups experience that causes the group to loose its critical evaluative capabilities.
Bay of PigsChallenger Shuttle
BUSI 321BUSI 321 GOLDENGOLDEN CHAPTER 10CHAPTER 10
BUILDING EFFECTIVE BUILDING EFFECTIVE TEAMSTEAMS
LinchPin Concept: Managers overlap groups so they link formal groups to the total organization (Figure 10.2, page 209).
BUSI 321BUSI 321 GOLDENGOLDEN CHAPTER 10CHAPTER 10
BUILDING EFFECTIVE BUILDING EFFECTIVE TEAMSTEAMS
Team Building: Process in which the group develops an awareness of conditions that keep it from functioning effectively and then requires the group to eliminates those conditions
BUSI 321BUSI 321 GOLDENGOLDEN CHAPTER 10CHAPTER 10
BUILDING EFFECTIVE BUILDING EFFECTIVE TEAMSTEAMS
Idiosyncrasy Credit. Quality Circle: A group of employees (5 to
15) who meet to discuss quality problems and generate ideas to improve quality.
SDWT!Virtual work teams