Does a group become more effective as it progresses through the first four stages?
Usually, but not always
Group Behavior
Norms
Conformity
Exhibit 9-4 Examples of Cards Used in Asch’s Study
Learning Objective 9.1
• Define group and describe the stages of group development.
What Is a Group?
Exhibit 9-1 Examples of Formal Work Groups
• Command groups—Groups that are determined by the organization chart and composed of individuals who report directly to a given manager.
Fundamentals of Management
Tenth Edition
Chapter 9 Understanding
Groups and Managing Work
Teaபைடு நூலகம்s
Learning Objectives
9.1 Define group and describe the stages of group development.
Group Cohesiveness
Exhibit 9-3 Group Cohesiveness and Productivity
Learning Objective 9.3
• Discuss how groups are turned into effective teams.
Groups Versus Teams
Global Teams: Team Structure
• Conformity • Status • Social loafing • Cohesiveness
Global Teams: Team Processes
• Communication issues • Managing conflict • Virtual teams
• Self-managed teams—Groups that are essentially independent and that, in addition to their own tasks, take on traditional managerial responsibilities, such as hiring, planning and scheduling, and evaluating performance.
• Member selection is key • Teamwork training
Rewards
External rewards
• Promotions • Pay raises • Other forms of
recognition
Inherent rewards
• Camaraderie • Personal development • Helping teammates
9.2 Describe the major concepts of group behavior. 9.3 Discuss how groups are turned into effective teams. 9.4 Discuss contemporary issues in managing teams.
• Communication problems • Stress and tension
Benefits • Greater diversity of ideas • Limited groupthink • Increased attention on
understanding others’ ideas, perspectives, etc. Blank Blank
Team Processes
Variables related to effectiveness:
• Common plan/purpose • Specific goals • Team efficacy • Task conflict • Minimal social loafing
Shaping Team Behavior
Status Systems
Status: • a prestige grading, position, or rank within a group.
Group Size and Group Behavior
Small Group Better At: (5-7 members) • Completing tasks faster • Figuring out what to do • Getting job done Large Group Better At: (12 or more members) • Problem solving • Finding facts • Gaining diverse input
Team Composition
Team Member Roles
Exhibit 9-7 Team Member Roles
Work Design
Key work design elements:
• Autonomy • Using a variety of skills • Completing a whole and identifiable task • Impact of task/project on others
than the sum of individual goals? 3. Is there interdependence between tasks?
Exhibit 9-5 Groups versus Teams
Types of Work Teams
• Problem solving teams • Self-managed work teams • Cross-functional teams • Virtual teams
Effective Teams
Exhibit 9-6 Team Effectiveness Model
Source: Stephen P. Robbins and Timothy A. Judge, Organizational Behavior, 14th edition, © 2011, p. 319. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY.
Learning Objective 9.4
• Discuss contemporary issues in managing teams.
Contemporary Issues
Exhibit 9-8 Global Teams
Drawbacks • Disliking team members • Mistrusting team members • Stereotyping
Learning Objective 9.2
• Describe the major concepts of group behavior.
Stages of Group Development
Exhibit 9-2 Stages of Group Development
Group Effectiveness
When Teams are Not the Answer
Three tests:
1. Can the work be done better by more than one person? 2. Does the work create a common purpose that’s more
• Cross-functional teams—Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each other’s jobs.
Source: Based on N. Adler, International Dimensions of Organizational Behavior, 4th ed. (Cincinnati, OH: Southwestern Cengage Publishing, 2002), 141–47.
• Task groups—Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because when the task is completed, the group disbands.