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1、Managing TeamsChapterChapter11Management Stephen P. Robbins Mary Coulter tenth edition1Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallLearning OutcomesFollow this Learning Outline as you read and study Follow this Learning Outline as you read and study this chapter.this chapter.11
2、.1 Groups and Group Development11.1 Groups and Group Development Define the different types of groups.Define the different types of groups. Describe the five stages of group development.Describe the five stages of group development.11.2 Work Group Performance and Satisfaction11.2 Work Group Performa
3、nce and Satisfaction List the major components that determine group performance List the major components that determine group performance and satisfaction.and satisfaction. Describe how external conditions and group member resources Describe how external conditions and group member resources affect
4、 group performance and satisfaction.affect group performance and satisfaction. Discuss how group structure influences group performance and Discuss how group structure influences group performance and satisfaction.satisfaction. Describe how group processes and group tasks influence group Describe ho
5、w group processes and group tasks influence group performance and satisfaction.performance and satisfaction.2Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallLearning Outcomes11.3 Turning Groups Into Effective Teams11.3 Turning Groups Into Effective Teams Compare groups and teams.Co
6、mpare groups and teams. Describe the four most common types of teams.Describe the four most common types of teams. List the characteristics of effective teams.List the characteristics of effective teams.11.4 Current Challenges In Managing Teams11.4 Current Challenges In Managing Teams Discuss the ch
7、allenges of managing global teamsDiscuss the challenges of managing global teams Explain the role of informal (social) networks in Explain the role of informal (social) networks in managing teamsmanaging teams3Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallGroups and Group Develop
8、ment GroupGroupTwo or more interacting and interdependent Two or more interacting and interdependent individuals who come together to achieve specific individuals who come together to achieve specific goals.goals.Formal groupsFormal groupsv vWork groups defined by the organizations structure that ha
9、ve Work groups defined by the organizations structure that have designated work assignments and tasks.designated work assignments and tasks. Appropriate behaviors are defined by and directed toward Appropriate behaviors are defined by and directed toward organizational goals.organizational goals.Inf
10、ormal groupsInformal groupsv vGroups that are independently formed to meet the social Groups that are independently formed to meet the social needs of their members.needs of their members.4Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 111Exhibit 111 Examples of Formal Gro
11、upsExamples of Formal GroupsCommand GroupsCommand GroupsGroups that are determined by the organization chart Groups that are determined by the organization chart and composed of individuals who report directly to a and composed of individuals who report directly to a given manager.given manager.Task
12、 GroupsTask GroupsGroups composed of individuals brought together to Groups composed of individuals brought together to complete a specific job task; their existence is often complete a specific job task; their existence is often temporary because once the task is completed, the temporary because on
13、ce the task is completed, the group disbands. group disbands. 5Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 111Exhibit 111 Examples of Formal Groups (contd)Examples of Formal Groups (contd)Cross-Functional TeamsCross-Functional TeamsGroups that bring together the knowled
14、ge and skills Groups that bring together the knowledge and skills of individuals from various work areas or groups of individuals from various work areas or groups whose members have been trained to do each others whose members have been trained to do each others jobs.jobs.Self-Managed TeamsSelf-Man
15、aged TeamsGroups that are essentially independent and in Groups that are essentially independent and in addition to their own tasks, take on traditional addition to their own tasks, take on traditional responsibilities such as hiring, planning and responsibilities such as hiring, planning and schedu
16、ling, and performance evaluations.scheduling, and performance evaluations.6Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallStages in Group Development FormingFormingMembers join and begin the Members join and begin the process of defining the process of defining the groups purpose,
17、 structure, groups purpose, structure, and leadership.and leadership. StormingStormingIntragroup conflict occurs as Intragroup conflict occurs as individuals resist control by individuals resist control by the group and disagree over the group and disagree over leadership.leadership. NormingNormingC
18、lose relationships develop Close relationships develop as the group becomes as the group becomes cohesive and establishes its cohesive and establishes its norms for acceptable norms for acceptable behavior.behavior. PerformingPerformingA fully functional group A fully functional group structure allo
19、ws the group to structure allows the group to focus on performing the task focus on performing the task at hand.at hand. AdjourningAdjourningThe group prepares to The group prepares to disband and is no longer disband and is no longer concerned with high levels concerned with high levels of performa
20、nce.of performance.7Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 112Exhibit 112 Stages of Group Development Stages of Group Development8Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 113Exhibit 113 Group Performance Satisfaction Model Group Per
21、formance Satisfaction Model9Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExternal Conditions Imposed on the GroupOrganizations strategyOrganizations strategyAuthority relationshipsAuthority relationshipsFormal regulationsFormal regulationsAvailable organizational resourcesAvaila
22、ble organizational resourcesEmployee selection criteriaEmployee selection criteriaPerformance management (appraisal) systemPerformance management (appraisal) systemOrganizational cultureOrganizational cultureGeneral physical layout of work spaceGeneral physical layout of work space10Copyright 2010 P
23、earson Education, Inc. Publishing as Prentice HallGroup Member Resources Knowledge Knowledge Skills Skills Interpersonal skills such as conflict management and resolution, Interpersonal skills such as conflict management and resolution, collaborative problem solving, and communication determine coll
24、aborative problem solving, and communication determine how effectively members perform in a grouphow effectively members perform in a group Abilities Abilities Determine what members can do Determine what members can do Personality traits Personality traits Positive traits tend to be positively rela
25、ted to group productivity Positive traits tend to be positively related to group productivity and moraleand morale11Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallGroup StructureRoleRoleThe set of expected behavior patterns attributed to The set of expected behavior patterns attri
26、buted to someone who occupies a given position in a social someone who occupies a given position in a social unit that assists the group in task accomplishment or unit that assists the group in task accomplishment or maintaining group member satisfaction.maintaining group member satisfaction.Role co
27、nflict: experiencing differing role expectationsRole conflict: experiencing differing role expectationsRole ambiguity: uncertainty about role expectationsRole ambiguity: uncertainty about role expectations12Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Structure (contd)Norm
28、sNormsAcceptable standards or expectations that are shared Acceptable standards or expectations that are shared by the groups members.by the groups members.Common types of normsCommon types of normsEffort and performanceEffort and performancev vOutput levels, absenteeism, promptness, socializingOutp
29、ut levels, absenteeism, promptness, socializingDressDressLoyaltyLoyalty13Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Structure (contd)ConformityConformityIndividuals conform in order to be accepted by Individuals conform in order to be accepted by groups.groups.Group pres
30、sures can have an effect on an individual Group pressures can have an effect on an individual members judgment and attitudes.members judgment and attitudes.The effect of conformity is not as strong as it once The effect of conformity is not as strong as it once was, although still a powerful force.w
31、as, although still a powerful force.GroupthinkGroupthinkv vThe extensive pressure of others in a strongly cohesive or The extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change threatened group that causes individual members to change their o
32、pinions to conform to that of the group.their opinions to conform to that of the group.14Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 114Exhibit 114 Examples of Cards Used in the Asch Examples of Cards Used in the Asch Study Study15Copyright 2010 Pearson Education, Inc.
33、Publishing as Prentice HallGroup Structure (contd)Status SystemStatus SystemThe formal or informal prestige grading, position, or The formal or informal prestige grading, position, or ranking system for members of a group that serves as ranking system for members of a group that serves as recognitio
34、n for individual contributions to the group recognition for individual contributions to the group and as a behavioral motivator.and as a behavioral motivator.v vFormal status systems are effective when the perceived Formal status systems are effective when the perceived ranking of an individual and
35、the status symbols accorded that ranking of an individual and the status symbols accorded that individual are congruent.individual are congruent.16Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Structure: Group Size Small groupsSmall groupsComplete tasks faster Complete task
36、s faster than larger groups.than larger groups.Make more effective use Make more effective use of facts.of facts. Large groupsLarge groupsSolve problems better Solve problems better than small groups.than small groups.Are good for getting Are good for getting diverse input.diverse input.Are more eff
37、ective in fact-Are more effective in fact-finding.finding. Social LoafingSocial LoafingThe tendency for The tendency for individuals to expend less individuals to expend less effort when working effort when working collectively than when collectively than when working individually.working individual
38、ly.17Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Structure (contd)Group CohesivenessGroup CohesivenessThe degree to which members are attracted to a The degree to which members are attracted to a group and share the groups goals.group and share the groups goals.v vHighly
39、cohesive groups are more effective and productive Highly cohesive groups are more effective and productive than less cohesive groups when their goals aligned with than less cohesive groups when their goals aligned with organizational goals.organizational goals.18Copyright 2010 Pearson Education, Inc
40、. Publishing as Prentice HallExhibit 115Exhibit 115 The Relationship Between Cohesiveness The Relationship Between Cohesiveness and Productivity and Productivity19Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Processes: Group Decision Making AdvantagesAdvantagesGenerates mo
41、re complete Generates more complete information and information and knowledge.knowledge.Generates more diverse Generates more diverse alternatives.alternatives.Increases acceptance of a Increases acceptance of a solution.solution.Increases legitimacy of Increases legitimacy of decision.decision. Dis
42、advantagesDisadvantagesTime consumingTime consumingMinority dominationMinority dominationPressures to conformPressures to conformAmbiguous responsibilityAmbiguous responsibility20Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 116Exhibit 116 Techniques for Making More Creat
43、ive Techniques for Making More Creative Group Decisions Group Decisions21Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Processes: Conflict ManagementConflictConflictThe perceived incompatible differences in a group The perceived incompatible differences in a group resulting
44、 in some form of interference with or resulting in some form of interference with or opposition to its assigned tasks.opposition to its assigned tasks.v vTraditional view:Traditional view: conflict must be avoided. conflict must be avoided.v vHuman relations view:Human relations view: conflict is a
45、natural and inevitable conflict is a natural and inevitable outcome in any group.outcome in any group.v vInteractionist view:Interactionist view: conflict can be a positive force and is conflict can be a positive force and is absolutely necessary for effective group performance.absolutely necessary
46、for effective group performance.22Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Processes: Conflict Management (contd)Categories of ConflictCategories of ConflictFunctional conflicts are constructive.Functional conflicts are constructive.Dysfunctional conflicts are destruct
47、ive.Dysfunctional conflicts are destructive.Types of ConflictTypes of ConflictTask conflict: content and goals of the workTask conflict: content and goals of the workRelationship conflict: interpersonal relationshipsRelationship conflict: interpersonal relationshipsProcess conflict: how the work get
48、s doneProcess conflict: how the work gets done23Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 117Exhibit 117 Conflict and Group Performance Conflict and Group Performance24Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Processes: Conflict Manageme
49、nt (contd)Techniques to Manage Conflict:Techniques to Manage Conflict:AvoidanceAvoidanceAccommodationAccommodationForcingForcingCompromiseCompromiseCollaborationCollaboration25Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 118 Exhibit 118 Conflict-Management TechniquesConf
50、lict-Management TechniquesSource: Adapted from K.W. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.) Handbook of Industrial and Organizational Psychology, vol. 3, 2d ed. (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permissio
51、n26Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Tasks and Group EffectivenessHighly complex and interdependent tasks Highly complex and interdependent tasks require:require:Effective communications: discussion among group Effective communications: discussion among group me
52、mbers.members.Controlled conflict: More interaction among group Controlled conflict: More interaction among group members.members.27Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallAdvantages of Using TeamsTeams outperform individuals.Teams outperform individuals.Teams provide a way
53、 to better use employee Teams provide a way to better use employee talents.talents.Teams are more flexible and responsive.Teams are more flexible and responsive.Teams can be quickly Teams can be quickly assembled, deployed, assembled, deployed, refocused, and disbanded.refocused, and disbanded.28Cop
54、yright 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Is a Work Team?Work TeamWork TeamA group whose members work intensely on a specific A group whose members work intensely on a specific common goal using their positive synergy, individual common goal using their positive synergy, in
55、dividual and mutual accountability, and complementary skills.and mutual accountability, and complementary skills.Types of TeamsTypes of TeamsProblem-solving teamsProblem-solving teamsSelf-managed work teamsSelf-managed work teamsCross-functional teamsCross-functional teamsVirtual teamsVirtual teams2
56、9Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 119 Groups versus TeamsExhibit 119 Groups versus Teams30Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 119 Groups Versus TeamsExhibit 119 Groups Versus Teams31Copyright 2010 Pearson Education, Inc.
57、Publishing as Prentice HallTypes of TeamsProblem-Solving TeamsProblem-Solving TeamsEmployees from the same department and functional Employees from the same department and functional area who are involved in efforts to improve work area who are involved in efforts to improve work activities or to so
58、lve specific problems.activities or to solve specific problems.Self-Managed Work TeamsSelf-Managed Work TeamsA formal group of employees who operate without a A formal group of employees who operate without a manager and responsible for a complete work manager and responsible for a complete work pro
59、cess or segment.process or segment.32Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallTypes of Teams (contd)Cross-Functional TeamsCross-Functional TeamsA hybrid grouping of individuals who are experts in A hybrid grouping of individuals who are experts in various specialties and who
60、 work together on various various specialties and who work together on various tasks.tasks.Virtual TeamsVirtual TeamsTeams that use computer technology to link physically Teams that use computer technology to link physically dispersed members in order to achieve a common dispersed members in order t
61、o achieve a common goal.goal.33Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 1110 Characteristics of Effective TeamsExhibit 1110 Characteristics of Effective Teams34Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallCharacteristics of Effective Teams Have a
62、 clear Have a clear understanding of their understanding of their goals.goals. Have competent Have competent members with relevant members with relevant technical and technical and interpersonal skills.interpersonal skills. Exhibit high mutual trust Exhibit high mutual trust in the character and in
63、the character and integrity of their integrity of their members.members. Are unified in their Are unified in their commitment to team mitment to team goals. Have good communication Have good communication systems.systems. Possess effective Possess effective negotiating skills.negotiating skills. Hav
64、e appropriate Have appropriate leadership.leadership. Have both internally and Have both internally and externally supportive externally supportive environments.environments.35Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallCurrent Challenges in Managing TeamsGetting employees to:G
65、etting employees to:Cooperate with othersCooperate with othersShare informationShare informationConfront differencesConfront differencesSublimate personal Sublimate personal interest for the greater interest for the greater good of the teamgood of the team36Copyright 2010 Pearson Education, Inc. Pub
66、lishing as Prentice HallManaging Global Teams Group Member ResourcesGroup Member ResourcesUnique cultural characteristics of team membersUnique cultural characteristics of team membersAvoiding stereotypingAvoiding stereotyping Group StructureGroup StructureConformityConformityless groupthinkless gro
67、upthinkStatusStatusvaries in importance among culturesvaries in importance among culturesSocial loafingSocial loafingpredominately a Western biaspredominately a Western biasCohesivenessCohesivenessmore difficult to achievemore difficult to achieve Group processescapitalize on diverse ideas.Group pro
68、cessescapitalize on diverse ideas. Managers rolea communicator sensitive to the type of Managers rolea communicator sensitive to the type of global team to use.global team to use.37Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 1111 Drawbacks and Benefits of Global Exhibit
69、 1111 Drawbacks and Benefits of Global Teams TeamsSource: Based on N. Adler, International Dimensions in Organizational Behavior, 4th ed. (Cincinnati, OH: South-westernPublishing, 2002), pp. 14114738Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallUnderstanding Social NetworksSocial
70、 NetworkSocial NetworkThe patterns of informal connections among The patterns of informal connections among individuals within groups.individuals within groups.The Importance of Social NetworksThe Importance of Social NetworksRelationships can help or hinder team effectiveness.Relationships can help
71、 or hinder team effectiveness.Relationships improve team goal attainment and Relationships improve team goal attainment and increase member commitment to the team.increase member commitment to the team.39Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallTerms to Know groupgroup formi
72、ng stageforming stage storming stagestorming stage normingnorming stage stage performing stageperforming stage adjourning stageadjourning stage rolerole normsnorms groupthinkgroupthink statusstatus social loafingsocial loafing group cohesivenessgroup cohesiveness conflictconflict traditional view of
73、 conflicttraditional view of conflict human relations view of conflicthuman relations view of conflict interactionist view of conflictinteractionist view of conflict functional conflictsfunctional conflicts dysfunctional conflictsdysfunctional conflicts task conflicttask conflict relationship confli
74、ctrelationship conflict process conflictprocess conflict work teamswork teams problem-solving teamproblem-solving team self-managed work teamself-managed work team cross-functional teamcross-functional team virtual teamvirtual team social network structuresocial network structure40Copyright 2010 Pea
75、rson Education, Inc. Publishing as Prentice HallAll rights reserved. No part of this publication may be reproduced, All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by stored in a retrieval system, or transmitted, in any
76、 form or by any means, electronic, mechanical, photocopying, recording, or any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. otherwise, without the prior written permission of the publisher. Printed in the United States of America.Printed in the United States of America.41Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
