Download - Chapter 15 Motivating Employees Ppt15

ninth editionninth edition

STEPHEN P. ROBBINSSTEPHEN P. ROBBINS

© 2007 Prentice Hall, Inc. © 2007 Prentice Hall, Inc. All rights reserved.All rights reserved.

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

MARY COULTERMARY COULTER

Understanding Understanding Groups and TeamsGroups and Teams

ChapterChapter

1515

© 2007 Prentice Hall, Inc. All rights reserved. 15–2

L E A R N I N G O U T L I N E 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.Follow this Learning Outline as you read and study this chapter.

Understanding GroupsUnderstanding Groups• Define the different types of groups.Define the different types of groups.

• Describe the five stages of group development.Describe the five stages of group development.

Explaining Work Group BehaviorExplaining Work Group Behavior• Explain the major components that determine group Explain the major components that determine group

performance and satisfaction.performance and satisfaction.

• Discuss how roles, norms, conformity, status systems, Discuss how roles, norms, conformity, status systems, group size, and group cohesiveness influence group group size, and group cohesiveness influence group behavior.behavior.

• Explain how group norms can both help and hurt an Explain how group norms can both help and hurt an organization.organization.

• Define groupthink and social loafing.Define groupthink and social loafing.


L E A R N I N G O U T L I N E (cont’d) L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

Explaining Work Group Behavior (cont’d)Explaining Work Group Behavior (cont’d)• Describe the relationships between group cohesiveness Describe the relationships between group cohesiveness

and productivity.and productivity.

• Discuss how conflict management influences group Discuss how conflict management influences group behavior.behavior.

• Tell the advantages and disadvantages of group decision Tell the advantages and disadvantages of group decision making.making.

Creating Effective TeamsCreating Effective Teams• Compare groups and teams.Compare groups and teams.

• Explain why teams have become so popular in Explain why teams have become so popular in organizations.organizations.

• Describe the four most common types of teams.Describe the four most common types of teams.


L E A R N I N G O U T L I N E (cont’d) L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

Creating Effective Teams (cont’d)Creating Effective Teams (cont’d)• List the characteristics of effective teams.List the characteristics of effective teams.

Current Challenges in Managing TeamsCurrent Challenges in Managing Teams• Discuss the challenges of managing global teamsDiscuss the challenges of managing global teams

• Explain the role of informal (social) networks in managing Explain the role of informal (social) networks in managing teams.teams.


Understanding GroupsUnderstanding Groups

• GroupGroup Two or more interacting and interdependent Two or more interacting and interdependent

individuals who come together to achieve specific individuals who come together to achieve specific goals.goals.

Formal groupsFormal groupsWork groups defined by the organization’s Work groups defined by the organization’s

structure that have designated work assignments structure that have designated work assignments and tasks.and tasks.– Appropriate behaviors are defined by and directed toward Appropriate behaviors are defined by and directed toward

organizational goals.organizational goals.

Informal groupsInformal groupsGroups that are independently formed to meet the Groups that are independently formed to meet the

social needs of their members.social needs of their members.


Exhibit 15–1Exhibit 15–1 Examples of Formal GroupsExamples of Formal Groups

• Command GroupsCommand Groups

Groups that are determined by the organization chart Groups that are determined by the organization chart and composed of individuals who report directly to a and composed of individuals who report directly to a given manager.given manager.

• Task GroupsTask Groups

Groups composed of individuals brought together to Groups composed of individuals brought together to complete a specific job task; their existence is often complete a specific job task; their existence is often temporary because once the task is completed, the temporary because once the task is completed, the group disbands. group disbands.


Exhibit 15–1Exhibit 15–1 Examples of Formal Groups (cont’d)Examples of Formal Groups (cont’d)

• Cross-Functional TeamsCross-Functional Teams

Groups that bring together the knowledge and skills of Groups that bring together the knowledge and skills of individuals from various work areas or groups whose individuals from various work areas or groups whose members have been trained to do each others’ jobs.members have been trained to do each others’ jobs.

• Self-Managed TeamsSelf-Managed Teams

Groups that are essentially independent and in Groups that are essentially independent and in addition to their own tasks, take on traditional addition to their own tasks, take on traditional responsibilities such as hiring, planning and responsibilities such as hiring, planning and scheduling, and performance evaluations.scheduling, and performance evaluations.


Stages in Group DevelopmentStages in Group Development• FormingForming

Members join and begin the Members join and begin the process of defining the process of defining the group’s purpose, structure, group’s purpose, structure, and leadership.and leadership.

• StormingStorming Intragroup conflict occurs as Intragroup conflict occurs as

individuals resist control by individuals resist control by the group and disagree over the group and disagree over leadership.leadership.

• NormingNorming Close relationships develop Close relationships develop

as the group becomes as the group becomes cohesive and establishes its cohesive and establishes its norms for acceptable norms for acceptable behavior.behavior.

• PerformingPerforming A fully functional group A fully functional group

structure allows the group to structure allows the group to focus on performing the task focus on performing the task at hand.at hand.

• AdjourningAdjourning The group prepares to The group prepares to

disband and is no longer disband and is no longer concerned with high levels concerned with high levels of performance.of performance.


Exhibit 15–2Exhibit 15–2 Stages of Group DevelopmentStages of Group Development


Exhibit 15–3Exhibit 15–3 Group Behavior ModelGroup Behavior Model


Work Group BehaviorWork Group Behavior

• Internal Variables Affecting Group BehaviorInternal Variables Affecting Group Behavior The individual abilities of the group’s membersThe individual abilities of the group’s members

The size of the groupThe size of the group

The level of conflictThe level of conflict

The internal pressures on members to conform to the The internal pressures on members to conform to the group’s normsgroup’s norms


Conditions Affecting Group BehaviorConditions Affecting Group Behavior

• External (Organizational) External (Organizational) ConditionsConditions Overall strategyOverall strategy

Authority structuresAuthority structures

Formal regulationsFormal regulations

Available organizational Available organizational resourcesresources

Employee selection criteriaEmployee selection criteria

Performance management Performance management (appraisal) system(appraisal) system

Organizational cultureOrganizational culture

General physical layoutGeneral physical layout

• Internal Group Internal Group VariablesVariables Individual competencies Individual competencies

and traits of membersand traits of members

Group structure Group structure

Size of the groupSize of the group

Cohesiveness and the level Cohesiveness and the level of intragroup conflictof intragroup conflict

Internal pressures on Internal pressures on members to conform o the members to conform o the group’s normsgroup’s norms


Group StructureGroup Structure

• RoleRole The set of expected behavior patterns attributed to The set of expected behavior patterns attributed to

someone who occupies a given position in a social someone who occupies a given position in a social unit that assist the group in task accomplishment or unit that assist the group in task accomplishment or maintaining group member satisfaction.maintaining group member satisfaction.

Role conflict: experiencing differing role expectationsRole conflict: experiencing differing role expectations

Role ambiguity: uncertainty about role expectationsRole ambiguity: uncertainty about role expectations


Group Structure (cont’d)Group Structure (cont’d)

• NormsNorms Acceptable standards or expectations that are shared Acceptable standards or expectations that are shared

by the group’s members.by the group’s members.

• Common types of normsCommon types of norms Effort and performanceEffort and performance

Output levels, absenteeism, promptness, Output levels, absenteeism, promptness, socializingsocializing

DressDress

LoyaltyLoyalty



• ConformityConformity Individuals conform in order to be accepted by Individuals conform in order to be accepted by

groups.groups. Group pressures can have an effect on an individual Group pressures can have an effect on an individual

member’s judgment and attitudes.member’s judgment and attitudes. The effect of conformity is not as strong as it once The effect of conformity is not as strong as it once

was, although still a powerful force.was, although still a powerful force. GroupthinkGroupthink

The extensive pressure of others in a strongly The extensive pressure of others in a strongly cohesive or threatened group that causes cohesive or threatened group that causes individual members to change their opinions to individual members to change their opinions to conform to that of the group.conform to that of the group.


Exhibit 15–4Exhibit 15–4 Examples of Cards Used in the Asch StudyExamples of Cards Used in the Asch Study



• Status SystemStatus System The formal or informal prestige grading, position, or The formal or informal prestige grading, position, or

ranking system for members of a group that serves as ranking system for members of a group that serves as recognition for individual contributions to the group recognition for individual contributions to the group and as a behavioral motivator.and as a behavioral motivator.

Formal status systems are effective when the Formal status systems are effective when the perceived ranking of an individual and the status perceived ranking of an individual and the status symbols accorded that individual are congruent.symbols accorded that individual are congruent.


Group Structure: Group SizeGroup Structure: Group Size

• Small groupsSmall groups Complete tasks faster Complete tasks faster

than larger groups.than larger groups. Make more effective use Make more effective use

of facts.of facts.

• Large groupsLarge groups Solve problems better Solve problems better

than small groups.than small groups. Are good for getting Are good for getting

diverse input.diverse input. Are more effective in fact-Are more effective in fact-

finding.finding.

• Social LoafingSocial Loafing The tendency for The tendency for

individuals to expend less individuals to expend less effort when working effort when working collectively than when collectively than when work individually.work individually.



• Group CohesivenessGroup Cohesiveness The degree to which members are attracted to a The degree to which members are attracted to a

group and share the group’s goals.group and share the group’s goals.Highly cohesive groups are more effective and Highly cohesive groups are more effective and

productive than less cohesive groups when their productive than less cohesive groups when their goals aligned with organizational goals.goals aligned with organizational goals.


Exhibit 15–5Exhibit 15–5 The Relationship Between Cohesiveness and ProductivityThe Relationship Between Cohesiveness and Productivity


Group Processes: Group Decision MakingGroup Processes: Group Decision Making

• AdvantagesAdvantages

Generates more complete Generates more complete information and information and knowledge.knowledge.

Generates more diverse Generates more diverse alternatives.alternatives.

Increases acceptance of a Increases acceptance of a solution.solution.

Increases legitimacy of Increases legitimacy of decision.decision.

• DisadvantagesDisadvantages

Time consumingTime consuming

Minority dominationMinority domination

Pressures to conformPressures to conform

Ambiguous responsibilityAmbiguous responsibility


Exhibit 15–6Exhibit 15–6 Group versus Individual Decision MakingGroup versus Individual Decision Making

Criteria of Effectiveness Groups Individuals

Accuracy

Speed

Creativity

Degree of acceptance

Efficiency


Exhibit 15–7Exhibit 15–7 Techniques for Making More Creative Group DecisionsTechniques for Making More Creative Group Decisions


Group Processes: Conflict ManagementGroup Processes: Conflict Management

• ConflictConflict

The perceived incompatible differences in a group The perceived incompatible differences in a group resulting in some form of interference with or resulting in some form of interference with or opposition to its assigned tasks.opposition to its assigned tasks.

Traditional view:Traditional view: conflict must be avoided. conflict must be avoided.

Human relations view:Human relations view: conflict is a natural and conflict is a natural and inevitable outcome in any group.inevitable outcome in any group.

Interactionist view:Interactionist view: conflict can be a positive force conflict can be a positive force and is absolutely necessary for effective group and is absolutely necessary for effective group performance.performance.


Group Processes: Conflict Management Group Processes: Conflict Management (cont’d)(cont’d)

• Categories of ConflictCategories of Conflict Functional conflicts are constructive.Functional conflicts are constructive.

Dysfunctional conflicts are destructive.Dysfunctional conflicts are destructive.

• Types of ConflictTypes of Conflict Task conflict: content and goals of the workTask conflict: content and goals of the work

Relationship conflict: interpersonal relationshipsRelationship conflict: interpersonal relationships

Process conflict: how the work gets doneProcess conflict: how the work gets done


Exhibit 15–8Exhibit 15–8 Conflict and Group PerformanceConflict and Group Performance


Group Processes: Conflict Management Group Processes: Conflict Management (cont’d)(cont’d)

• Techniques to Reduce Conflict:Techniques to Reduce Conflict:

AvoidanceAvoidance

AccommodationAccommodation

ForcingForcing

CompromiseCompromise

CollaborationCollaboration


Exhibit 15–9Exhibit 15–9 Conflict-Management TechniquesConflict-Management Techniques

Source: Adapted from K.W. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.) Handbook of Industrial and Organizational Psychology, vol. 3, 2d ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission


Group Tasks and Group EffectivenessGroup Tasks and Group Effectiveness

• Highly complex and interdependent tasks Highly complex and interdependent tasks require:require: Effective communications: discussion among group Effective communications: discussion among group

members.members.

Controlled conflict: More interaction among group Controlled conflict: More interaction among group members.members.


What Is a Team?What Is a Team?

• Work TeamWork Team

A group whose members work intensely on a specific A group whose members work intensely on a specific common goal using their positive synergy, individual common goal using their positive synergy, individual and mutual accountability, and complementary skills.and mutual accountability, and complementary skills.

• Types of TeamsTypes of Teams

Problem-solving teamsProblem-solving teams

Self-managed work teamsSelf-managed work teams

Cross-functional teamsCross-functional teams

Virtual teamsVirtual teams


Exhibit 15–10Exhibit 15–10 Groups versus TeamsGroups versus Teams


Types of TeamsTypes of Teams

• Problem-solving TeamsProblem-solving Teams

Employees from the same department and functional Employees from the same department and functional area who are involved in efforts to improve work area who are involved in efforts to improve work activities or to solve specific problems.activities or to solve specific problems.

• Self-managed Work TeamsSelf-managed Work Teams

A formal group of employees who operate without a A formal group of employees who operate without a manager and responsible for a complete work manager and responsible for a complete work process or segment.process or segment.


Types of Teams (cont’d)Types of Teams (cont’d)

• Cross-functional TeamsCross-functional Teams

A hybrid grouping of individuals who are experts in A hybrid grouping of individuals who are experts in various specialties and who work together on various various specialties and who work together on various tasks.tasks.

• Virtual TeamsVirtual Teams

Teams that use computer technology to link Teams that use computer technology to link physically dispersed members in order to achieve a physically dispersed members in order to achieve a common goal.common goal.


Advantages of Using TeamsAdvantages of Using Teams

• Teams outperform individuals.Teams outperform individuals.

• Teams provide a way to better use employee Teams provide a way to better use employee talents.talents.

• Teams are more flexible and responsive.Teams are more flexible and responsive.

• Teams can be quickly Teams can be quickly assembled, deployed, assembled, deployed, refocused, and disbanded.refocused, and disbanded.


Exhibit 15–11Exhibit 15–11 Characteristics of Effective TeamsCharacteristics of Effective Teams


Characteristics of Effective TeamsCharacteristics of Effective Teams

• Have a clear Have a clear understanding of their understanding of their goals.goals.

• Have competent Have competent members with relevant members with relevant technical and technical and interpersonal skills.interpersonal skills.

• Exhibit high mutual trust Exhibit high mutual trust in the character and in the character and integrity of their integrity of their members.members.

• Are unified in their Are unified in their commitment to team goals.commitment to team goals.

• Have good communication Have good communication systems.systems.

• Possess effective Possess effective negotiating skillsnegotiating skills

• Have appropriate Have appropriate leadershipleadership

• Have both internally and Have both internally and externally supportive externally supportive environmentsenvironments


Current Challenges in Managing TeamsCurrent Challenges in Managing Teams

• Getting employees to:Getting employees to: Cooperate with othersCooperate with others Share informationShare information Confront differencesConfront differences Sublimate personal Sublimate personal

interest for the greater interest for the greater good of the teamgood of the team


Managing Global TeamsManaging Global Teams

• Group Member ResourcesGroup Member Resources Unique cultural characteristics of team membersUnique cultural characteristics of team members

Avoiding stereotypingAvoiding stereotyping

• Group StructureGroup Structure ConformityConformity—less groupthink—less groupthink

StatusStatus—varies in importance among cultures—varies in importance among cultures

Social loafingSocial loafing—predominately a Western bias—predominately a Western bias

CohesivenessCohesiveness—more difficult to achieve—more difficult to achieve

• Group processes—capitalize on diverse ideasGroup processes—capitalize on diverse ideas

• Manager’s role—a communicator sensitive to the type of Manager’s role—a communicator sensitive to the type of globe team to use.globe team to use.


Exhibit 15–12Exhibit 15–12 Drawbacks and Benefits of Global TeamsDrawbacks and Benefits of Global Teams


Understanding Social NetworksUnderstanding Social Networks

• Social NetworkSocial Network The patterns of informal connections among The patterns of informal connections among

individuals within groupsindividuals within groups

• The Importance of Social NetworksThe Importance of Social Networks Relationships can help or hinder team effectivenessRelationships can help or hinder team effectiveness Relationships improve team goal attainment and Relationships improve team goal attainment and

increase member commitment to the team.increase member commitment to the team.


Terms to KnowTerms to Know

• groupgroup• formingforming• stormingstorming• normingnorming• performingperforming• adjourningadjourning• rolerole• normsnorms• groupthinkgroupthink• statusstatus• social loafingsocial loafing• group cohesivenessgroup cohesiveness

• conflictconflict• traditional view of conflicttraditional view of conflict• human relations view of human relations view of

conflictconflict• interactionist view of interactionist view of

conflictconflict• functional conflictsfunctional conflicts• dysfunctional conflictsdysfunctional conflicts• task conflicttask conflict• relationship conflictrelationship conflict• process conflictprocess conflict• work teamswork teams


Terms to KnowTerms to Know

• problem-solving teamproblem-solving team• self-managed work teamself-managed work team• cross-functional teamcross-functional team• virtual teamvirtual team• social network structuresocial network structure

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