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1、GROUPS, TEAMWORK, AND CONFLICT ISSUESChapter 8WHAT IS A GROUP?A group refers to two or more people who personally interact with each other in order to achieve a common goal.TYPES OF GROUPSInformal groups: arise spontaneously throughout all levels of the company and evolve out of employees needs for
2、social interaction, friendship, and status.Formal groups: deliberately formed by management for the purpose of attaining company goals.CHARACTERISTICS OF GROUPSNorms: A generally agreed-on standard of behavior that every group member is expected to follow.Conformity: Group pressure forces its member
3、s to conform, or comply, with the norms established by the group.CHARACTERISTICS OF GROUPSCohesiveness: An emotional closeness that exists among the group members, and its success depends on how well the group sticks together and acts as a single unit instead of as a group of individuals.WHY JOIN GR
4、OUPS?Affiliation (security, belonging,friendship)Power (reassurance and support)Identity (awareness of personalidentity)Goal accomplishment (the morebrainpower, the better)GROUPTHINK ISSUESGroupthink: The tendency of highly cohesive groups to lose their critical evaluative abilities and out of a des
5、ire for unanimity, often overlook realistic, meaningful alternatives as attitudes are formed and decisions are made.HIDDEN AGENDA ISSUESHidden agendas: Comprised of attitudes and feelings that an individual brings to the group. Hidden agendas represent what an individual or group wants, instead of w
6、hat they say they want.HOW TO HANDLE HIDDEN AGENDAS1. Realize a hidden agenda is a natural partof the group process because peoplehave their own goals and needs. 2. Recognize that a hidden agenda mightbe present when the group is havingdifficulty in reaching its goals. 3. Decide how to bring the hid
7、den agendato light.TEAMWORK adapting itself to changingrequirements and multiple goals.4. Its work is consistently superior inboth quality and quantity.TEAMWORK they dont just happen.Team-building efforts focus on how team members relate to each other and how work is completed.HOW CAN LEADERS MAKE A
8、 TEAM MORE EFFECTIVE?1. Avoid arguing for your own viewpoint;state it clearly and then listen toothers.2. If the discussion reaches an impasse,look for a new option that is the nextbest alternative for everyone.HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?3. Never change your mind just to avoidan argu
9、ment. Encourage differentopinions among team members.4. If an agreement comes too quickly,take another look at the issue.HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?5. Do not give way to others viewpointsunless you feel they have reasonablemerit. 6. Avoid using conflict-reducing tricks toreach agreem
10、ent, such as majorityvote, flipping a coin, or bargaining.HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?7. Make sure that every member of the group contributes.Making the transition to teams means a fundamental shift in power and authority. Managers must get used to being coaches who liberate.CONFLICT
11、RESOLUTIONSManagers are likely to spend about 30 percent of their time dealing with conflict.A managers goal should not be to eliminate all conflict but to minimize and redirect dysfunctional discord by seeking and applying constructive resolutions.UNDERSTANDING feels little commitment to any decisi
12、ons reached.STRATEGIES IN CONFLICT RESOLUTIONSmoothing (emphasizes maintaining relationships at the expense of achieving work goals)Manager tries to make everyone happy; believes conflict is destructive.Since manager wants others acceptance, hell give in to others desires and sacrifice his own desir
13、es. STRATEGIES IN CONFLICT RESOLUTIONForcing (cares about production goals without concern for the needs or acceptance of others)For this manager, losing is destructive because it is viewed as a weakness, reduced status, and the loss of self-esteem.Winning must be achieved at whatever cost; gives ma
14、nager a sense of achievement.STRATEGIES IN CONFLICT RESOLUTIONCompromiseExists when one of these conditions is present:Neither party has the power to force the issue on the other partyOne or both parties believes resolution may not be worth the cost in money, time, or energy needed to win.This strat
15、egy is related to negotiating.STRATEGIES IN CONFLICT RESOLUTIONMaximization (win-win strategy)This strategy follows a mutual problem- solving approach rather than a combative one.Managers assume a high-quality, mutually acceptable solution is possible.Both parties direct their energies toward defeat
16、ing the problem, not each other.NEGOTIATING STYLESThe Fast-Flashy Style These people are razzle-dazzle negotiators with high volume and quick actions.They attempt to generate power by attempting to overwhelm their opponents with charm and wit.NEGOTIATING STYLESThe Fast-Flashy Style cont.This person always smiles, has a joke for every occasion, and ga
