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1、Chapter 9 Work Team they allow no questioning or arguing of alternatives.,Managers Should Avoid Groupthink in Making Decisions With Groups (Cont.),Symptom,Description,Self-censorship Unanimity “Mindguarding”,Members do not question the groups decision. Members perceive that everyone in the group has
2、 the same view. Members may keep adverse information from other members that might ruin their perceptions of consensus and the effective decision.,Table 6-2b,Major Changes in Leadership Occur as Teams Become Self-Directed,STAGE 1,STAGE 2,STAGE 3,STAGE 4,STAGE 5,Start-Up,Sate of Confusion,Leader-Cent
3、ered Teams,Tightly Formed Teams,Self-Directed Teams,Mangers Can Use Three Points of Leverage to Enhance Group Task Performance,Points of Leverage,Process Criteria of Effectiveness,Group Structure,Organizational Context,Coaching and Consultation,Ample effort Sufficient knowl- edge and skill,Motivatio
4、nal struc- ture of group task Group composition,Organizational reward system Organizational education system,Remedying coor- dination problems and building group commitment Remedying inap- propriate “weight- ing” of member inputs and foster- ing cross-training,Mangers Can Use Three Points of Leverag
5、e to Enhance Group Task Performance (Cont.),Points of Leverage,Process Criteria of Effectiveness,Group Structure,Organizational Context,Coaching and Consultation,Task-appropriate performance strategies,Group norms that regulate member behavior and foster scanning and plan- ning,Organizational inform
6、ation system,Remedying imple- mentation prob- lems and fostering creativity in strat- egy deployment,Table 6-3b,Diverse Teams Offer Both Advantages and Disadvantages in the Workplace,Advantages,Disadvantages,Increased number of perspectives Multiple interpretations likely Greater openness to new ide
7、as Increased flexibility Increased creativity Improved problem solving Improved understanding of foreign employees or customers,Increased ambiguity Increased complexity Increased confusion Increased mistrust Potential miscommunication Difficulty in reaching agreements Difficulty in reconciling diver
8、se perspectives Difficulty in reaching consensus Decreased group cohesion,Table 6-4,Differences that Influence Perceptions, Which, in Turn, Influence Intergoup Relations,ATTITUDINAL SETS Competitive Cooperative,STATUS DIFFERENCES,PERCEPTIONS,INTERGROUP RELATIONS,ORIENTATION Goals Time Social,Relatio
9、ns of Tasks takes problem in insolvability of problems; blames authority, conflicted about dependency feeling helpless and distrusting. Effects: seen as greedy and user of group energy; members become bored, confused, irritated and frustrated.,Self-Righteous Moralist,Def.: strong need to be right. D
10、emonstrates superiority via poise and unconcerned about being liked. Deep underlying shame. Effect: mobilizes so much resentment that may be forced out of the group.,Creative Group Roles,Idea Generator,Look for new ways to do things. Tend to focus only on ideas and concepts. Are result driven.,Desig
11、ners,See the big picture. Provide guidance and tools. Define performance standards. Identify resources needed to complete projects.,Promoters,Visualize end result. Optimistic. Promote ideas and give momentum.,Managers Can Use This Checklist to Diagnose the Roles Played by Each Team Member,TASK ORIEN
12、TED,MAINTENANCE,INDIVIDUAL,Agenda Setter Analyzer Coordinator Evaluator Information Giver Information Seeker Intuitor Other,Encourager Follower Gatekeeper Group Observer Harmonizer Standard Setter Other,Avoider Blocker Clown Dominator Recognition Seeker Other,Group Norms,Acceptable standards of beha
13、vior, that are shared by the groups members. Formal Norms explicitly stated Informal Norms habit becomes norm,Common Classes of Norms,Performance related processes Appearance factors Informal social arrangements Allocation of resources,Behaviors can become Norms,Critical events in groups history Pri
14、macy Carry-over from past situations Explicit statements made by a groups member,Reasons a behavior might become a “norm”,To facilitate the groups survival. If it increases the predictability of group members behaviors. To reduce embarrassing interpersonal problems for group members. To allow member
15、s to express central values of the group. To clarify what is distinctive about the groups identity.,Status,Socially defined position or rank given to groups or group members by others “In the status hierarchy of life, nothing doesnt matter.” Examples: titles, relationships, pay & benefits, work sche
16、dules, office amenities,Group Size,Groups with an odd number tend to perform better Groups of 5-7 seem to be a “happy medium” Smaller groups faster Larger groups better decisions “social loafing”,Eliminating Social Loafing,Make each performer identifiable. Public Posting Interesting Work Rewards for Contributions Punishment Threats,Satisfaction is Higher,Small groups Uniform status and norms among group members Use highe
