1. Focusing on Group Communication
BCOM Chapter 03
Chapter 3 Lecture Slides
Focusing on Group Communication
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2. © 2009 Cengage Learning. All rights reserved.
BCOM Chapter 03
Learning Objective 1
Explain the factors influencing the increasing importance of group communication. 1
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3. Flat Organizational Structures
BCOM Chapter 03
Flat Organizational Structures
Flat Organizational Structures
Many businesses are:
Downsizing; eliminating layers of management
Reorganizing decision-making power throughout the organization
Eliminating functional/departmental boundaries
Organizing cross-disciplinary teams to handle broad core processes
Face-to-Face communication is prominent
Many businesses today are downsizing and eliminating layers of management. Companies are reorganizing to distribute the decision-making power throughout the organization. The trend is to eliminate functional or departmental boundaries. Instead , work is reorganized in cross-disciplinary teams that perform broad core process. In a flat organization structure, communicating across the organization chart among the cross discpilinary teams becomes more important than communicating up and down in a top-heavy hierarchy. 1
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4. The Cooperative Spirit
BCOM Chapter 03
The Cooperative Spirit
Competition vs. Cooperation
This mutual understanding requires
A high degree of trust
Effective interpersonal skills
Empathetic and intensive listening skills
Willingness to communicate long enough to agree on an action plan that is acceptable to everyone.
Competition has been a characteristic way of life in the US. Companies, not only externally with other businesses but also internally. Organizations and individuals compete for a greater share of scarce resources, for a limited number of positions at the top of organizations and for esteem in their professions.
But, when excessive competition replaces the cooperation necessary for success, communication may be diminished, if not eliminated.
Just as you want to look good in the eyes if your coworkers and supervisors, units within organizations want to look good to another. This attitude may cause behavior to take the competitive form, a WIN-LOSE Philisophy. When excessive competition has a negative influence on the performance of the organization, everyone loses.
Open communication and information and reward systems reduce competition and increase cooperation. Cooperation is more likely when the competitors ( individuals or groups within an organization) have an underestanding of and appreciation for other’s importance and functions. This cooperative spirit is characterized as a WIN-WIN philosophy. 1
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5. © 2009 Cengage Learning. All rights reserved.
BCOM Chapter 03
Learning Objective 2
Describe the characteristics of effective groups. 2
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6. Characteristics of Effective Groups
BCOM Chapter 03
Characteristics of Effective Groups
Common goals
Role perception
Longevity
Size
Status
Group norms
Leadership
Groups form for synergistic effects; that is through pooling efforts, group members can achieve more collectively than individually.At the same time, the social nature of groups contributes to the individual goals of members. Communication in small groups leads to group decisions that are generally superior to individual decisions. Group procecss can motivate members, improve thinking and assist attitude development and change. The emphasis that a particular group places on task and maintenance activities is based on several factors:
- Common goals: in effective groups, participants share a common goal, interest or benefit. This focus on goals allows members to overcome individual differences of opinion and to negotiate acceptable solutions.
Role perception: People who are invited to join groups have perceptions of how the group should operate and what it should achieve.
Longevity: groups formed for short term tasks will spend more time on the task than on maintenance. However, groups formed for long-term assignments may devote much more effort to maintenance goals.
Size: The smaller the group , the more its members have the opportunity to communicate with each other. When broad input is desired, large groups may be good. When extensive interaction is the goal, smaller groups may be more effective. Groups 5-7 are thought to be best for decision making and problem solving tasks.
Status: Some group members will appear to be better qualified than others. Consider a group in which the chief executive is a member. When the chief executive speaks, members agree. When members speak, they tend to direct their remarks to the one with high status
Group norms: norm is a standard or average behavior: e.g : if an instructor is generally late for class, students will begin to arrive late..
Leadership: the performance of groups depends on several factors, but none is more important than leadership. Leadership activities may be shared among several participants and leadership may also be rotated. The leader can establish norms, determine who can speak and when. Leader encourage everyone to contribute and provide the motivation for effective group activity. 2
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BCOM Chapter 03
Group Roles
Negative
Positive
Facilitator
Harmonizer
Record keeper
Reporter
Leader
Isolate
Dominator
Free rider
Detractor
Digressor
Airhead
Socializer
Groups are made up of members who play a variety of roles, both positive and negative.
Negative roles:
Isolate: one who is physically present but fails to participate.
Dominator: one who speaks too often and too long.
Free rider: one who does not do his or her fair share of the work
Detractor: one who constantly criticizes and complains
Digresser: one who deviates from the groups purpose.
Airhead: one who is never prepared
Socializer : one who pursues only the social aspect of the group
Positive roles:
-Facilitator: one who makes sure everyone gets talk and be heard.
Harmonizer: one who keeps tensions low
Record keeper: one who maintains records of events and activities and inform members
Reporter: one who assumes responsibilty for preparing materials for submission
Leader: one who assumes a directive role 2
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8. © 2009 Cengage Learning. All rights reserved.
BCOM Chapter 03
Learning Objective 3
Explain the difference between groups and teams
The major distinction between a group and a team is in members’ attitudes and level of commitment. A team is typified by a clear identity and a high level of commitment on the part of members. 3
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9. Stages of Team Development
BCOM Chapter 03
Stages of Team Development
Merely placing workers into a group does not make them a functional team. A group must go through a developmental process to begin to function as a team. The four stages of team development is ;
Forming: when members become acquainted with each other and the assigned task.
Storming: when members deal with conflicting personalities, goals and ideas.
Norming: which involves developing strategies and activities that promote goal achievement
Performing: when the team reaches its optimal performance level. 3
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Types of Teams
BCOM Chapter 03
Task force — Achieve a single goal in limited time
Quality assurance team (quality circle) — Focus on product or service quality
Cross-functional team — Join employees from various departments to solve problems
Product development — Focus on the development cycle of new products
Virtual team — a team with members in more than one location 3
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BCOM Chapter 03
Team Behaviors
Commitment — focused on mission, values, goals, and expectations
Cooperation — share a sense of purpose
Communication — know that information must flow smoothly
Contribution — expect all members to share abilities and skills with the team 3
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BCOM Chapter 03
Learning Objective 4
Outline the group decision-making process 4
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13. Group Decision-Making Stages
BCOM Chapter 03
Group Decision-Making Stages
Orientation: group identifies the problem and plans process for reaching decision.
Discussion: researches, identifies & weighs options, tests assumptions.
Decision: group combines individual preferences into a collective decision.
Implementation: Group carries out decision and assesses its impact. 4
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BCOM Chapter 03
Learning Objective 5
Discuss group conflict and conflict resolution 5
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15. Types of Group Conflict
BCOM Chapter 03
Types of Group Conflict
Substantive Conflict
Personal Conflict
Procedural Conflict
Social Dilemmas
Competition
There are three types of group conflict: personal conflict, substantive conflict, procedural conflict
Personal conflict: is rooted in individuals dislike of other group members. E.g.: group members who treat others unfairly or impolitely create more conflict than those who are polite. Groups whose members vary in terms of ability, experience, opinions, values, race ,personality, ethnicity, and so on can capitalize on their member’s wider range of resources and view points but these groups often suffer high levels of conflict.
Substantive Conflict: when people discuss their problems and plans, they sometimes disagree with one anothers’ analysis.Substantive conflict does not stem from personal disagreements between individuals but from disagreements about issues that are relevant to the group;s real goals and outcomes.
Procedural conflict: while substantive conflict occur when ideas, opinions and interpretations clash, procedural conflicts occur when strategies, policies, and methods clash. 5
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16. Styles of Conflict Resolution
BCOM Chapter 03
Styles of Conflict Resolution
Competition
Accommodation
Collaboration
Avoidance
Compromise 5
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17. Personalities and Conflict
BCOM Chapter 03
Personalities and Conflict
Competitors view group disagreements as win-lose situations and satisfaction in forcing their ideas on others.
Cooperators value accommodative interpersonal strategies
Individualists are concerned only with their own outcomes. They make decisions based on what they personally will achieve. They neither interfere with nor assist others’ attempts to reach their goals. 5
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BCOM Chapter 03
Groupthink
Causes
Solutions
Dislike of conflict and need for cohesiveness
Group members dominate interaction
Group members are intimidated by others
Group members care more about social acceptability than reaching best solution
Strong leadership encouraging members to participate
Objective viewpoints; no egos and emotions
Assign a “devil’s advocate” for the group
Create subgroups
Hold “second chance” meeting
Groupthink: when group members avoid conflict rather than pursue the best solution.
Group members who slow down the process of reaching consensus are often responded negatively. Such pressures to conform can lead to what is called groupthink. 5
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BCOM Chapter 03
Learning Objective 6
Discuss aspects of effective meeting management 6
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20. Face-to-Face Meetings
BCOM Chapter 03
Face-to-Face Meetings
Advantages
Disadvantages
Provide rich, nonverbal cues
Are preferred when dealing with sensitive issues
Are beneficial for rapport
Pose logistical issues of time, place, and schedules
May be dominated by aggressive and high status members 6
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BCOM Chapter 03
Electronic Meetings
Advantages
Disadvantages
Cannot replace face-to-face contact for some meetings
Can make consensus harder to reach
Are dependent on keyboarding skills
Assist with geographically scattered groups
Speed up meeting follow-up activities
Place all participants on a more even level 6
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22. Suggestions for Effective Meetings
BCOM Chapter 03
Suggestions for Effective Meetings
Limit meeting length and frequency
Make satisfactory arrangements
Distribute the agenda in advance
Encourage participation
Maintain order
Manage conflict and seek consensus
Prepare thorough minutes 6
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