Download presentation
Presentation is loading. Please wait.
1
Chapter 9 Organizational Behavior Nelson & Quick, 6th edition
Work Teams and Groups Chapter 9 Organizational Behavior Nelson & Quick, 6th edition
2
Groups & Teams Group - two or more people with common interests, objectives, and continuing interaction Work Team - a group of people with complementary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable 2
3
Characteristics of a Well-Functioning, Effective Group
Relaxed, comfortable, informal atmosphere Effective Groups Task well understood and accepted Members listen well and participate People express both feelings and ideas 3
4
Characteristics of a Well-Functioning, Effective Group
Conflict and disagreement center around ideas or methods Effective Groups Group aware of its operation and function Consensus decision making Clear assignments made and accepted 3
5
Group Behavior Norms of Behavior - the standards that a work group uses to evaluate the behavior of its members Group Cohesion - the “interpersonal glue” that makes members of a group stick together 4
6
Group Behavior Social Loafing - the failure of a group member to contribute personal time, effort, thoughts, or other resources to the group Loss of Individuality - a social process in which individual group members lose self-awareness and its accompanying sense of accountability, inhibition, and responsibility for individual behavior 4
7
Three Issues Addressed by Groups
Interpersonal issues (Matters of trust, personal comfort, and security) Task issues (Mission or purpose, methods, expected outcomes) Authority issues (Leadership, managing power and influence, communication flow)
8
Group Formation Formal Groups - official or assigned groups gathered to perform various tasks need ethnic, gender, cultural, and interpersonal diversity need professional and geographical diversity Informal Groups - unofficial or emergent groups that evolve in the work setting to gratify a variety of member needs not met by formal groups Photos courtesy of Clips Online ©2008 Microsoft Corporation 5
9
Stages of Group Formation
Emphasis on interpersonal concern and awareness Mutual acceptance Emphasis on task planning, authority and influence Decision making Emphasis on task accomplishment, leadership and performance Motivation and commitment Emphasis on rewards and punishment Control and sanctions 6
10
Tuckman’s 5-Stage Model of Group Development
Forming Conflict Increased clarity of purpose Power struggles Coaching Storming Agreement & consensus Clear roles & responsibilities Facilitation Norming Clear vision & purpose Focus on goal achievement Delegation Performing Task completion Good feeling about achievements Recognition Adjourning Little agreement Unclear purpose Guidance & direction
11
Punctuated Equilibrium Model
Groups do not progress linearly Alternate between periods of inertia and bursts of energy.
12
Mature Group Characteristics
Purpose and Mission May be assigned or may emerge from the group Group often reexamines, modifies, revises, and questions mission and purpose Mission converted into specific agenda, clear goals, and a set of critical success factors 7
13
Mature Group Characteristics
Behavioral Norms - well-understood standards of behavior within a group Formal & written Informal but well understood Ground rules for meetings Intragroup socializing Dress codes Productivity Norms - may be consistent or inconsistent, supportive or unsupportive of organization’s productivity standards Photos courtesy of Clips Online ©2008 Microsoft Corporation 8
14
Mature Group Characteristics
Mature Group Characteristics Group Cohesion - interpersonal attraction binding group members together Enables groups to exercise effective control over the members Photos courtesy of Clips Online ©2008 Microsoft Corporation 9
15
Mature Group Characteristics
Groups with high cohesiveness demonstrate lower tension & anxiety demonstrate less variation in productivity demonstrate better member satisfaction, commitment, & communication 9
16
Cohesiveness & Work-Related Tension
Group Cohesiveness Low High High “Does your work ever make you jumpy or nervous?” Low score = high tension Tension at work Low Number of groups “The measure at work is based on group mean response to the question “Does your work ever make your feel ‘jumpy’ or nervous?” A low numerical score represents relatively high tension. SOURCE: From S. E. Seashore, Group Cohesiveness in the Industrial Work Force, Research conducted by Stanley E. Seashore at the Institute for Social Research, University of Michigan. Reprinted by permission. 10
17
Mature Group Characteristics
Mature Group Characteristics Status Structure - the set of authority & task relations among a group’s members Hierarchical or egalitarian Often team leadership is shared 11
18
Mature Group Characteristics
Mature Group Characteristics Members contribute in diverse ways Data/Info Contributor Diversity Styles Mission Collaborator Facilitator Communicator Devil’s advocate Challenger 11
19
Team Functions Task Functions - those activities directly related to the effective completion of a team’s work Photos courtesy of Clips Online ©2008 Microsoft Corporation 15
20
Team Task Functions Team Tasks Diagnose problems Evaluate
Diagnose problems Evaluate effectiveness Test ideas Summarize Coordinate activities Elaborate concepts Give information Seek information Initiate Activities Team Tasks 15
21
Team Functions Maintenance Functions - those activities essential to the effective, satisfying interpersonal relationships within a team or group Photos courtesy of Clips Online ©2008 Microsoft Corporation 15
22
Team Maintenance Functions
Reduce tension Harmonize conflict Consensus testing Test group decisions Express Member feelings Set standards Communication gatekeeping Follow others’ leads Support others Maintenance Functions 15
23
Teamwork Teamwork - joint action of people in which individual interests are subordinated to team unity Photos courtesy of Clips Online ©2008 Microsoft Corporation
24
Why Work Teams? Good when performing complicated, complex, interrelated and/or more voluminous work than one person can handle Good when knowledge, talent, skills, and abilities are dispersed across organizational members Empowerment and collaboration; not power and competition Basis for total quality efforts 12
25
New vs. Old Team Environments
New Team Environment Old Work Environment Person generates initiatives Person follows orders Team charts its own steps Manager charts course Right to think for oneself. People rock boat; work together People conformed to manager’s direction. No one rocked the boat. People cooperate using thoughts and feelings; direct talk People cooperated by suppressing thoughts and feelings; wanted to get along SOURCE: Managing in the New Team Environment, by Hirschhorn, © Reprinted by permission of Prentice-Hall, Inc.,Upper Saddle River, N. J.
26
Work Team Structural Issues
Work Team Structural Issues Goals and objectives Operating guidelines Performance measures Role specification Managers who oversee the team Work team leaders Team members
27
Work Team Process Issues
Work Team Process Issues Managing cooperative behaviors Managing competitive behaviors Both of these can be positive How are these managed in global teams? In virtual teams?
28
Quality Circles & Teams
Quality Team - a team that is part of an organization’s structure & is empowered to act on its decisions regarding product & quality service Quality Circles (QC) - a small group of employees who work voluntarily on company time, typically one hour per week, to address work-related problems QC’s deal with substantive issues Do not require final decision authority QC’s need periodic reenergizing 13
29
Social Benefits of Teams
Psychological Intimacy - emotional & psychological closeness to other team or group members Integrated Involvement - closeness achieved through tasks & activities Photos courtesy of Clips Online ©2008 Microsoft Corporation 14
30
Diversity in Teams Diversity
Diversity Focuses on effects of dissimilarity within the team May have positive or negative effects Value dissimilarity Positively relates to task and relationship conflict Negatively related to team involvement
31
Diversity in Teams Dissimilarity Demographic dissimilarity influences
Dissimilarity Demographic dissimilarity influences Absenteeism Commitment Turnover intentions Beliefs Workgroup relationships Self-esteem Organizational citizenship behavior (OCB)
32
Creativity in Teams Creativity
Creativity Individual dissimilarity and functional diversity positively affects individual creative behavior Can team creativity be enhanced by greater team diversity? Can social loafing, conformity and downward norm setting be overcome?
33
Foundations for Empowerment
An attribute of a person or of an organization’s culture Encourages participation Empowerment Preparation & careful planning focuses empowered employees Solve specific and global problems 17
34
Characteristics of a Well-Functioning, Effective Group
Communication Skills Process Skills Self- Management or Team Skills Cooperative and Helping Behaviors Competence Skills 3
35
Self-Managed Teams Self-Managed Teams Self-Directed Teams Autonomous Work Groups - teams that make decisions that were once reserved for managers How does an organization capitalize on the advantages and avoid the risks of self managed teams? ? 21
36
Upper Echelons: Teams at the Top
Upper Echelons – A top-level executive team in an organization Their background characteristics predict organizational characteristics Organization reflects their values, ethics, competence, and unique characteristics Leadership style, composition, and dynamics influences the organization’s performance 22
37
5 Seasons of CEO Tenure Response to a mandate Experimentation
Response to a mandate Experimentation Selection of an enduring theme Convergence Dysfunction Photos courtesy of Clips Online ©2008 Microsoft Corporation
38
Executive Tenure & Organizational Performance
High Organizational performance relative to the industry average Low 1 7 14 CEO tenure (years) SOURCE: D. Hambrick. The Seasons of an Executive’s Tenure, keynote address, the Sixth Annual Texas Conference on Organizations, Lago Vista, Texas, April, 1991. 24
39
Diversity develops strength
Diversity at the Top Types of diversity needed Functional diversity Intellectual diversity Demographic diversity Temperamental diversity And more and more and more Diversity develops strength Similarity builds connections Photos courtesy of Clips Online ©2008 Microsoft Corporation
40
Multicultural Top Teams
Multicultural groups represent three or more ethnic backgrounds Diversity may increase uncertainty, complexity, & inherent confusion in group processes Culturally diverse groups may generate more & better ideas & limit groupthink Photos courtesy of Clips Online ©2008 Microsoft Corporation 23
41
Triangle for Managing in the New Team Environment
Triangle for Managing in the New Team Environment Manager Team Individuals SOURCE: Managing in the New Team Environment by L. Hirschhorn, © 1991 Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J. 25
42
Chapter 9: Reflect & Discuss
Apollo 13 Video Clip What to Watch for and Ask Yourself What triggers the conflict in this scene? Is this intergroup conflict or intragroup conflict? What effects can such conflict have on the group dynamics on board Apollo 13? Does mission commander Jim Lovell (Tom Hanks) successfully manage the group dynamics to return the group to a normal state? Apollo 13 This superb film dramatically shows the NASA mission to the moon that had an in space disaster. Innovative problem solving and decision making amid massive ambiguity saved the crew. Apollo 13 has many examples of problem solving and decision making. The scene from the film shows day 5 of the mission, about two-thirds of the way through Apollo 13. Earlier in the mission, Jack Swigert (Kevin Bacon) stirred the oxygen tanks at mission control’s request. An explosion in the spacecraft happened shortly after this procedure, causing unknown damage to the command module. Before this scene takes place, the damage has forced the crew to move into the LEM (Lunar Exploration Module), which becomes their lifeboat for return to earth. What to Watch for and Ask Yourself What triggers the conflict in this scene? Is this intergroup conflict or intragroup conflict? What effects can such conflict have on the group dynamics on board Apollo 13? Does mission commander Jim Lovell (Tom Hanks) successfully manage the group dynamics to return the group to a normal state?
Similar presentations
