MANAGEMENT PREACTICES ASSIGNMENT

marjo241

Chap015.ppt

Home >Business & Finance homework help >Management homework help >MANAGEMENT PREACTICES ASSIGNMENT

McGraw-Hill/Irwin

Chapter Fifteen

Effective Groups and Teams

15-*

Learning Objectives

Explain why groups and teams are key contributors to organizational effectiveness.

Identify the different types of groups and teams that help managers and organizations achieve their goals.

Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams.

Explain why it is important for groups and teams to have a balance of conformity and deviance and a moderate level of cohesiveness.

Describe how managers can motivate group members to achieve organizational goals and reduce social loafing in groups and teams.

15-*

Groups, Teams and
Organizational Effectiveness

Group
Two or more people who interact with each other to accomplish certain goals or meet certain needs.

15-*

Groups, Teams and
Organizational Effectiveness

Team
A group whose members work intensely with each other to achieve a specific, common goal or objective.
All teams are groups but not all groups are teams.
Teams often are difficult to form.
It takes time for members to learn how to work together.

Two characteristics distinguish teams from groups

Intensity with which team members work together

Presence of a specific, overriding team goal or objective

15-*

Groups and Teams as
Performance Enhancers

Advantage of synergy
People working in a group are able to produce more outputs than would have been produced if each person had worked separately

Factors that contribute to synergy

Ability of group members to bounce ideas off one another

To correct one another’s mistakes

To bring a diverse knowledge base to bear on a problem

To accomplish work that is too vast for any one individual to achieve

To take advantage of the potential for synergy, managers need to make sure groups are composed of members who have complementary
skills and knowledge
relevant to the
group’s work

15-*

Groups’ and Teams’ Contributions to Organizational Effectiveness

Figure 15.1

15-*

Groups and Teams and
Responsiveness to Customers

Responsiveness to Customers
Difficult to achieve given the many constraints.
Safety issues, regulations, costs.
Cross-functional teams can provide the wide variety of skills needed to meet customer demands.
Teams consist of members of different departments.

15-*

Teams and Innovation

Innovation
The creative development of new products, new technologies, new services, or new organizational structures
Individuals rarely possess the wide variety of skills needed for successful innovation.
Team members can uncover each other’s flaws and balance each other’s strengths and weaknesses

Innovation

The creative development of new products, new technologies, new services, or new organizational structures

Individuals rarely possess the wide variety of skills needed for successful innovation.

Team members can uncover each other’s flaws and balance each other’s strengths and weaknesses

Managers should empower the team and make it accountable for the innovation process.

15-*

Groups and Teams as Motivators

Members of groups, and particularly teams, are often better motivated and satisfied than individuals.
Team members are more motivated and satisfied than if they were working alone.

Members of groups, and particularly teams, are often better motivated and satisfied than individuals.

Team members are more motivated and satisfied than if they were working alone.

Team members can see the effect of their contribution to achieving team and organizational goals.

Teams provide needed social interaction and help employees cope with work-related stressors.

15-*

The Types of Groups and Teams in Organizations

Figure 15.2

15-*

Question?

Which type of group is one that managers

establish to achieve organization goals?

Formal group

Informal group

Virtual team

Interest group

The correct answer is “A” – formal group. See next slide

15-*

The Types of Groups and Teams

Formal Group
A group that managers establish to achieve organization goals.
Informal Group
A group that managers or nonmanagerial employees form to help achieve their own goals or to meet their own needs.

Cross-functional teams

composed of members from different departments

Cross-cultural teams

composed of members from different cultures or countries

15-*

The Types of Groups and Teams

Type of Team
Top-management team	A group composed of the CEO, the president, and the heads of the most important departments
Research and development team	A team whose members have the expertise and experience needed to develop new products
Command groups	A group composed of subordinates who report to the same supervisor, also called a department or unit
Task forces	A committee of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem; also called an “ad hoc” committee

15-*

The Types of Groups and Teams

Type of Team
Self-managed work team	A group of employees who supervise their own activities and monitor the quality of the goods and services they provide.
Virtual team	A team whose members rarely or never meet face to face and interact by using various forms of information technology such as email, computer networks, telephone, fax and video conferences.
Friendship group	An informal group composed of employees who enjoy each other’s company and socialize with each other.
Interest group	An informal group composed of employees seeking to achieve a common goal related to their membership in an organization.

15-*

Keys to Effective Self Managed Teams

Give the team enough responsibility and autonomy to be self-managing.
The team’s task should be complex enough to include many different steps.
Select members carefully for their diversity, skills, and enthusiasm.
Managers should guide and coach, not supervise.
Analyze training needs and be sure it is provided.

15-*

Group Size

Advantage of small groups
Interact more with each other and easier to coordinate their efforts
More motivated, satisfied, and committed
Easier to share information
Better able to see the importance of their personal contributions

15-*

Group Size

Advantages of large groups
More resources at their disposal to achieve group goals
Enables managers to obtain division of labor advantages
Disadvantages of large groups
Problem of communication and coordination
Lower level of motivation
Members might not think their efforts are really needed

15-*

Group Tasks

Task interdependence
degree to which the work performed by one member of the group influences the work performed by other members

15-*

Group Dynamics: Interdependence

Pooled
Members make separate, independent contributions to group such that group performance is the sum of each member’s contributions

15-*

Group Dynamics: Interdependence

Sequential
Members perform tasks in a sequential order making it difficult to determine individual performance
Reciprocal
Work performed by one group member is fully dependent on work done by other members.

15-*

Types of Task Interdependence

Figure 15.3

15-*

Group Roles

Group Roles
The set of behaviors and tasks that a group member is expected to perform because of his or her position in the group.

15-*

Group Roles

In cross-functional teams, members are expected to perform roles in their specialty.
Managers should clearly describe expected roles to group members when they are assigned to the group.
Role-making occurs as workers take on more responsibility in their roles as group members.
Self-managed teams may assign the roles to members themselves.

15-*

Group Leadership

Effective leadership is a key ingredient in high performing groups, teams, and organizations.
Formal groups created by an organization have a leader appointed by the organization.
Groups that evolve independently in an organization have an informal leader recognized by the group.

15-*

The Stages of Group Development

Figure 15.4

15-*

Stages of Group Development

Forming
Group members get to know each other and reach common understanding
Storming
Group members experience conflict because some members do not wish to submit to demands of other group members
Norming
Close ties and consensus begin to develop between group members.

15-*

Stages of Group Development

Performing
The group begins to do its real work.
Adjourning
Only for task forces that are temporary
Group is dispersed

15-*

Discussion Question?

What stage of group development is most

important?

Forming

Storming

Norming

Performing

There is no one best answer. Students should discuss what happens at each stage.

15-*

Group Norms

Group Norms
Shared guidelines or rules for behavior that most group members follow
Managers should encourage members to develop norms that contribute to group performance and the attainment of group goals

15-*

Group Dynamics

Conformity and Deviance
Members conform to norms to obtain rewards, imitate respected members, and because they feel the behavior is right.
When a member deviates, other members will try to make them conform, expel the member, or change the group norms to accommodate them.

Conformity and deviance must be balanced for high performance from the group.

Deviance allows for new ideas in the group.

15-*

Figure 15.5

Balancing Conformity and
Deviance in Groups

15-*

Question?

What is the degree to which members are

attracted to their group?

Group consistency

Group organization

Group cohesiveness

Group constancy

The correct answer is “C” – group cohesiveness. See next slide.

15-*

Group Cohesiveness

Group cohesiveness
The degree to which members are attracted to their group
Three major consequences
Level of participation
Level of conformity to group norms
Emphasis on group goal accomplishment

15-*

Sources and Consequences of
Group Cohesiveness

Figure 15.6

15-*

Factors Leading to Group Cohesiveness

Factor
Group Size	Smaller groups allow for high cohesiveness; Low cohesiveness groups with many members can benefit from splitting into two groups.
Managed Diversity	Diverse groups often come up with better solutions.
Group Identity	Encouraging a group to adopt a unique identity and engage in competition with others can increase cohesiveness.
Success	Cohesiveness increases with success; finding ways for a group to have some small successes increases cohesiveness.

15-*

Managing Groups and Teams
for High Performance

Motivating group members to achieve organizational goals:
Members should benefit when the group performs well—rewards can be monetary or in other forms such as special recognition.
Individual compensation is a combination of both individual and group performance.

Motivating group members to achieve organizational goals:

Members should benefit when the group performs well—rewards can be monetary or in other forms such as special recognition.

Individual compensation is a combination of both individual and group performance.

Make additional resources (beyond compensation) such as choice assignments available to high-performance groups.

15-*

Managing Groups and Teams
for High Performance

Social loafing
The tendency of individuals to put forth less effort in a group than individually.
Results in possibly lower group performance and failure to
attain group
goals

15-*

Three Ways to Reduce Social Loafing

Figure 15.7

Reducing social loafing:

Make individual efforts identifiable and accountable.

Emphasize the valuable contributions of individual members.

Keep group size at an appropriate level.

15-*

Movie Example: 13 going on 30

How does the group on the dance floor move through the stages of group development?

13 going on 30

Jenna Rink (Jennifer Garner) is turning 13 and wants to be one of the “cool” kids. At her 13th birthday party, her wish is to be thirty, flirty, and thriving. Some magic dust grants her wish and she wakes up in her apartment working as a magazine editor and 30 years old. She soon discovers that she is not a nice person at 30. Her employees seem to be afraid of her and her best friend, Matt (Mark Ruffalo), from Jr. High, is no longer her friend. She sets out to win him back and to become a nice person again.

In this scene, Jenna is at a Poise magazine party.

How does the group on the dance floor move through the stages of group development?

What type of group is the dance floor group?

15-*

Video Case: The Power to Change Anything

Is it easy to influence behavior?
How can managers influence the behavior of individuals and teams?
Why do individuals resist change? How can they be influenced to embrace change?

The Power to Change Anything

Teaching Objective: To appreciate the difficulty managers encounter in influencing the behavior of individuals and teams. To learn how managers influence change and overcome resistance to change.

Summary: The most important capacity we possess, says author Joseph Grenny, is our ability to influence behavior; unfortunately most of us aren’t very good at it. Those with the ability to influence others understand that complex behavioral problems are not easily solved. Since changing behavior is one of the largest challenges organizations face, it is critical that managers understand how to influence change and overcome resistance to it.

Questions:

Is it easy to influence behavior?

It is very difficult to influence behavior, especially when some behaviors have become ingrained over many years. Because individuals become so committed to behaviors over time, it is necessary to understand the sources of these behaviors to impact them effectively.

How can managers influence the behavior of individuals and teams?

Managers should first recognize that complex behavior problems are not easily resolved. By locating opinion leaders throughout the organization and convincing them what needs to be changed, managers can harness peer pressure, a powerful source of influence. Manager should realize that to change behavior you have to change hearts and minds.

Why do individuals resist change? How can they be influenced to embrace change?

Individuals resist change because when they feel they can’t do what is being asked of them or when they don’t see how the change benefits them. Successful influencers address these issues by motivating people to change and ensuring they have the ability and skills needed.

Type of Team

Top-management

team

A group composed of the CEO, the president,

and the heads of the most important

departments

Research and

development team

A team whose members have the expertise

and experience needed to develop new

products

Command groups A group composed of subordinates who

report to the same supervisor, a lso called a

department or unit

Task forces A committee of managers or nonmanagerial

employees from various departments or

divisions who meet to solve a specific,

mutual problem; al so called an “ad hoc”

committee

Type of Team

Self-managed work

team

A group of employees who supervise their

own activities and monitor the quality of the

goods and services they provide.

Virtual team A team whose members rarely or never meet

face to face and interact by using various

forms of information technology such as

email, computer networks, telephone, fax and

video conferences.

Friendship group An informal group composed of employees

who enjoy each other’s company and

socialize with each other.

Interest group An informal group composed of employees

seeking to achieve a common goal related to

their membership in an organization.

Factor

Group Size Smaller groups allow for high cohesiveness;

Low cohesiveness groups with many

members can benefit from splitting into two

groups.

Managed Diversity Diverse groups often come up with better

solutions.

Group Identity Encouraging a group to adopt a unique

identity and engage in competition with

others can increase cohesiveness.

Success Cohesiveness increases with success;

finding ways for a group to have some small

successes increases cohesiveness.