Characteristics of Effective Teams Clear Goals Relevant Skills Mutual Trust Unified Commitment Good Communication Negotiating Skills Appropriate Leadership Internal and External Support Learning Objective #3 Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada

Building Group Cohesiveness The degree to which members are attracted to a group and share the group’s goals Highly cohesive groups are more effective and productive than less cohesive groups when their goals align with organizational goals Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada

Exhibit 14.5 The Relationship Between Cohesiveness and Productivity Strong Increase in Productivity Decrease in Productivity No Significant Effect on Productivity Moderate Increase Cohesiveness High Low Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada

Conflict Management Conflict The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks Traditional view: conflict must it avoided Human relations view: conflict is a natural and inevitable outcome in any group Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada

Exhibit 14.6 Conflict and Group Performance Situation Level of Group Performance Low High Level of Conflict A C B Group's Internal Characteristics Type of Conflict Low or none Optimal Dysfunctional Functional Apathetic Stagnant Unresponsive to Change Lack of New Ideas Viable Self-Critical Innovative Disruptive Chaotic Uncooperative Level of Group Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada

Conflict Management Categories of Conflict Types of Conflict Functional conflicts Dysfunctional conflicts Types of Conflict Task conflict: content and goals of the work Relationship conflict: interpersonal relationships Process conflict: how the work gets done Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada

Conflict Management Techniques to Reduce Conflict: Avoidance Accommodation Forcing Compromise Collaboration Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada

Exhibit 14.7 Conflict Resolution Techniques Forcing Collaborating Resolving conflicts by Resolving conflicts by satisfying one’s own seeking an advantageous needs at the expense solution for all parties. of another’s. Resolving conflicts by each party's giving up something of value. Compromising Resolving conflicts by Resolving conflicts by placing another’s needs withdrawing from or and concerns above suppressing them. your own. 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, 2nd ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission Avoiding Accommodating Uncooperative Cooperative Cooperativeness Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada