Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Sixth,Seventh,Eighth,Ninth,11/3/20,#,Copyright 2017,2015,2013 Pearson Education,Inc.All Rights Reserved.,Fundamentals of Management,Tenth Edition,Chapter,9,Understanding Groups and Managing Work Teams,Fundamentals of ManagementTent,1,Learning Objectives,9,.1,Define,group and describe the stages of group development.,9,.2,Describe,the major concepts of group behavior.,9,.3,Discuss,how groups are turned into effective teams.,9,.4,Discuss,contemporary issues in managing teams.,Learning Objectives9.1 Define,2,Learning Objective,9,.1,Define group and describe the stages of group development.,Learning Objective 9.1Define g,3,What Is a Group?,Exhibit,9,-1,Examples of Formal Work Groups,Command groups,Groups that are determined by the organization chart and composed of individuals who report directly to a given manager.,Task groups,Groups composed of individuals brought together to complete a specific job task;their existence is often temporary because when the task is completed,the group disbands.,Cross-functional teams,Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others jobs.,Self-managed teams,Groups that are essentially independent and that,in addition to their own tasks,take on traditional managerial responsibilities,such as hiring,planning and scheduling,and evaluating performance.,What Is a Group?Exhibit 9-1 Ex,4,Learning Objective,9,.2,Describe the major concepts of group behavior.,Learning Objective 9.2Describe,5,Stages of Group Development,Exhibit,9,-,2,Stages of Group Development,Stages of Group DevelopmentExh,6,Group Effectiveness,Does a group become more effective as it progresses through the first four stages?,Usually,but not always,Group EffectivenessDoes a grou,7,Group Behavior,Group Behavior,8,Norms,Norms,9,Conformity,Exhibit,9,-4,Examples of Cards Used in Aschs Study,ConformityExhibit 9-4 Examples,10,Status Systems,Status:,a prestige grading,position,or rank within a group.,Status SystemsStatus:,11,Group Size and Group Behavior,Small Group Better At:,(5-7 members),Completing tasks faster,Figuring out what to do,Getting job done,Large Group Better At:,(12 or more members),Problem solving,Finding facts,Gaining diverse input,Group Size and Group BehaviorS,12,Group Cohesiveness,Exhibit,9,-3,Group Cohesiveness and Productivity,Group CohesivenessExhibit 9-3,13,Learning Objective,9,.3,Discuss how groups are turned into effective teams.,Learning Objective 9.3Discuss,14,Groups Versus Teams,Exhibit,9,-5,Groups versus Teams,Groups Versus TeamsExhibit 9-5,15,Types of Work Teams,Problem solving teams,Self-managed work teams,Cross-functional teams,Virtual teams,Types of Work TeamsProblem sol,16,Effective Teams,Exhibit,9,-6,Team Effectiveness Model,Source:,Stephen P.Robbins and Timothy A.Judge,Organizational Behavior,14th edition,2011,p.319.Reprinted and electronically reproduced by permission of Pearson Education,Inc.,New York,NY.,Effective TeamsExhibit 9-6 Tea,17,Team Composition,Team Composition,18,Team Member Roles,Exhibit,9,-7,Team Member Roles,Team Member RolesExhibit 9-7 T,19,Work Design,Key work design elements:,Autonomy,Using a variety of skills,Completing a whole and identifiable task,Impact of task/project on others,Work DesignKey work design ele,20,Team Processes,Variables related to effectiveness:,Common plan/purpose,Specific goals,Team efficacy,Task conflict,Minimal social loafing,Team ProcessesVariables relate,21,Shaping Team Behavior,Member selection is key,Teamwork training,Shaping Team BehaviorMember se,22,Rewards,External rewards,Promotions,Pay raises,Other forms of recognition,Inherent rewards,Camaraderie,Personal development,Helping teammates,RewardsExternal rewardsInheren,23,Learning Objective,9,.4,Discuss contemporary issues in managing teams.,Learning Objective 9.4Discuss,24,Contemporary Issues,Exhibit,9,-8,Global Teams,Drawbacks,Benefits,Disliking team members,Greater diversity of ideas,Mistrusting team members,Limited groupthink,Stereotyping,Increased attention on understanding others ideas,perspectives,etc.,Communication problems,Blank,Stress and tension,Blank,Source:Based on N.Adler,International Dimensions of Organizational Behavior,4th ed.(Cincinnati,OH:Southwestern Cengage Publishing,2002),14147.,Contemporary IssuesExhibit 9-8,25,Global Teams:Team Structure,Conformity,Status,Social loafing,Cohesiveness,Global Teams:Team StructureCo,26,Global Teams:Team Processes,Communication issues,Managing conflict,Virtual teams,Global Teams:Team ProcessesCo,27,When Teams are Not the Answer,Three tests:,Can the work be done better by more than one person?,Does the work create a common purpose that,s more than the sum of individual goals?,Is there interdependence between tasks?,When Teams are Not the AnswerT,28,