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Group Dynamics and Work Teams Chapter 8 8-1 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Learning Objectives 1.Define what is meant by a group and identify different types of groups operating within organizations. 2.Describe the importance of norms, roles, status, and cohesiveness within organizations. 3.Explain how individual performance in groups is affected by the presence of others (social facilitation) and the number of others with whom one is working (social loafing). 8-2 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Learning Objectives 4.Define what teams are and describe the various types of teams that exist in organizations. 5.Describe the effectiveness of teams in organizations. 6.Explain the factors responsible for the failure of some teams to operate as effectively as possible and identify steps that can be taken to build successful teams. 8-3 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Group 8-4 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Group Types 8-5 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Reasons for Joining Groups 8-6 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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5-Stage Model of Group Formation 8-7 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Punctuated Equilibrium Model 8-8 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Group Structure Roles Role Role incumbent Role expectations Role ambiguity 8-9 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Role Differentiation 8-10 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Norms Prescriptive▪ Proscriptive 8-11 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Status Formal Status symbols Informal 8-12 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Cohesiveness Influences Severity of initiation Conditions of high external threat or competition Time spent together Group size History of success 8-13 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Cohesiveness Effects Increased group member satisfaction Increased participation in group activities Increased acceptance of group goals Potentially high productivity Decreased absenteeism and turnover May be counterproductive if group’s goals are contrary to organization’s goals 8-14 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Drive Theory of Social Facilitation 8-15 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Social Loafing 8-16 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Cultural Social Loafing 8-17 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Overcoming Social Loafing Make each performer identifiable Make work tasks more important and interesting Reward individuals for contributing to their group’s performance Use punishment threats 8-18 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Groups vs. Teams 8-19 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Types of Teams 8-20 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Degree of Autonomy 8-21 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Self-Managed Teams vs. Traditional Work Groups 8-22 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Self-Managed Work Teams Functions 8-23 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Creating and Developing Teams 8-24 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Successful Teams People enjoy working in teams after adjustment Help enhance commitment among employees Allow more to be done by fewer people Not always responsible for making individuals and organizations more productive 8-25 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Why Some Teams Fail Unwillingness to cooperate Lack of management support Managers’ reluctance to relinquish control Failure to cooperate between teams 8-26 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Successful Team Development Compensate team performance Communicate urgency of team’s mission Train members in team skills Being a team member Self-management 8-27 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Required Team Member Interpersonal Skills 8-28 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Required Self-Management Skills 8-29 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Successful Team Development Team training exercises Role definition Problem solving Goal setting Interpersonal process Promote cooperation within and between teams Select team members based on skills or potential skills Be patient 8-30 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Team Training Effectiveness 8-31 Copyrigh © 2011 Pearson Education, Inc. Publishing as Prentice Hall
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This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 8-32
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