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In adjourning, conflicts are resolved, close relationships develop, and unity and harmony emerge.

22/12/2020 Client: saad24vbs Deadline: 7 Days

BUAD 6400 Results-Based Management


Dr. Laurence Fink


Spring 2018


Session 6 and Session 7 Teams and Groups


1


Group Presentation


Reading #12


Barriers and Gateways to Management Cooperation and Teamwork


Your Team Experiences


What has been your best team experience?


What contributed to it being the best?


What has been your worst team experience?


What contributed to it being the worst?


3


Break into Groups


Put together ten ideas for why some groups were great and others were not.


Design a training program to help managers acquire the talent to run the best teams.


What skills do managers need to make their teams work and what is the best way to acquire these skills.


4


Major Question


How do I work with others to make things happen?


Advantages of Group Decision Making


Greater pool of knowledge


Different perspectives


Intellectual stimulation


Better understanding of decision rationale


Deeper commitment to the decision


Disadvantages of Group Decision Making


A few people dominate or intimidate


Groupthink


Satisficing


Goal displacement


Groupthink


Groupthink


occurs when group members strive to agree for the sake of unanimity and thus avoid accurately assessing the decision situation


What Managers Need to Know About Groups & Decision Making


They are less efficient.


Their size affects decision quality.


They may be too confident.


Knowledge counts.


When a Group Can Help in Decision Making


Participative Management


Participative Management


process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization


Group Problem-Solving Techniques


Consensus


occurs when members are able to express their opinions and reach agreement to support the final decision


Brainstorming


technique used to help groups generate multiple ideas and alternatives for solving problems


Computer-Aided Decision Making


Chauffeur-driven systems


ask participants to answer predetermined questions on electronic keypads or dials


Group-driven systems


involves a meeting within a room of participants who express their ideas anonymously on a computer network


for anonymous networking


Managing Group and Team Decision-Making Processes


Managers can promote the effectiveness of group and team decision making by:


Being aware of the pros and cons of having a group or team make a decision.


Setting deadlines for when decisions must be made.


Avoiding dominance problems by managing group membership.


Having each group member individually critically evaluate all alternatives.


Not making your position known too early.


Appointing a group member to be a “devil’s advocate.”


Holding a follow-up meeting to recheck the decision.


14


Managing Group and Team Decision-Making Processes


Managers who are aware of the pros and cons of group decision making can be more careful about how they manage the group’s time and resources.


Effective managers can avoid dominance by a single member.


To avoid groupthink, the group should analyze all alternatives critically and allow divergent viewpoints to be presented. It is also a good idea to ask one member to play the role of devil’s advocate.


15


Major Question


How is one collection of workers different from any other?


Why Teamwork is Important


Table 13.1


Groups & Teams


Group


two or more freely acting individuals who share collective norms, collective goals, and have a common identity


Groups & Teams


Team


small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable


Formal versus Informal Groups


Formal group


established to do something productive for the organization


headed by a leader


Informal group


formed by people seeking friendship


has no officially appointed leader, although a leader may emerge


Various Types of Teams


Table 13.2


Work Teams for Four Purposes


Advice teams


created to broaden the information base for managerial decisions


Committees, review panels


Production teams


responsible for performing day-to-day operations


Assembly teams, maintenance crews


Work Teams for Four Purposes


Project teams


work to do creative problem solving, often by applying the specialized knowledge of members of a cross-functional team


Task forces, research groups


Work Teams for Four Purposes


Action teams


work to accomplish tasks that require people with specialized training and a high degree of coordination


Hospital surgery teams, airline cockpit crews, police SWAT teams


Self-Managed Teams


Self-Managed teams


groups of workers who are given administrative oversight for their task domains


Ways to Empower Self-Managed Teams


Table 13.3


Major Question


How does a group evolve into a team?


Five Stages of Group and Team Development


Figure 13.1


Stage I: Forming


Forming


process of getting oriented and getting acquainted


Leaders should allow time for people to become acquainted and socialize


Stage 2: Storming


Storming


characterized by the emergence of individual personalities and roles and conflicts within the group


Leaders should encourage members to suggest ideas, voice disagreements, and work through their conflicts about tasks and goals


Stage 3: Norming


Norming


conflicts are resolved, close relationships develop, and unity and harmony emerge


Group cohesiveness


Leaders should emphasize unity and help identify team goals and values


Stage 4: Performing


Performing


members concentrate on solving problems and completing the assigned tasks


Leaders should allow members the empowerment they need to work on tasks


Stage 5: Adjourning


Adjourning


members prepare for disbandment


Leaders can help ease the transition by rituals celebrating “the end” and “new beginnings”


Major Question


How can I as a manager build an effective team?


Building Effective Teams


Cooperation


Trust


Cohesiveness.


Performance goals and feedback


Motivation through mutual accountability


Size


Roles


Norms


Awareness of groupthink


Building Effective teams


Cooperating


efforts are systematically integrated to achieve a collective objective.


Trust


reciprocal faith in others’ intentions and behaviors


Cohesiveness


tendency of a group or team to stick together


How to Enhance Cohesiveness in Teams


Table 13.5


How to Enhance Cohesiveness in Teams


GETTING PEOPLE TO WORK TOGETHER ASSESSMENT:


A BAKER’S DOZEN


(Handout)


The Interaction Between Cohesiveness and Performance Norms


39


Size: Small Teams or Large Teams?


Small teams: 2-9 members


better interaction


better morale


Disadvantages


Fewer resources


Possibly less innovation


Unfair work distribution


Size: Small Teams or Large Teams?


Large Teams: 10-16 members


More resources


Division of labor


Disadvantages


Less interaction


Lower morale


Social loafing


Multimedia Lecture Support Package to Accompany Basic Marketing


Lecture Script 6-41


Roles & Norms


Roles


a socially determined expectation of how an individual should behave in a specific position


Task roles, maintenance roles


Norms


general guidelines that most group or team members follow


42


Why Norms are Enforced


To help the group survive


To clarify role expectations


To help individuals avoid embarrassing situations


To emphasize the group’s important values and identity


Cohesiveness & Groupthink


Groupthink


a cohesive group’s blind unwillingness to consider alternatives


Symptoms of Groupthink


Invulnerability, inherent morality, and stereotyping of opposition


Rationalization and self-censorship


Illusion of unanimity, peer pressure, and mindguards


Groupthink versus “the wisdom of the crowds”


Results of Groupthink


Reduction in alternative ideas


Limiting of other information


Preventing Groupthink


Allow criticism


Allow other perspectives


The Nature of Conflict


Conflict


process in which one party perceives that its interests are being opposed or negatively affected by another party


Major Question


Since conflict is a part of life, what should a manager know about it in order to deal successfully with it?


The Nature of Conflict


Dysfunctional conflict


conflict that hinders the organization’s performance or threatens its interest


Functional conflict


conflict that benefits the main purposes of the organization and serves its interests


Relationship Between Level of Conflict and Level of Performance


Figure 13.2


Three Kinds of Conflict


Personality conflict


interpersonal opposition based on personal dislike, disagreement, or differing styles


Personality clashes, competition for scarce resources, time pressure, communication failures


52


Three Kinds of Conflict


2. Intergroup conflicts


Inconsistent goals or reward systems, ambiguous jurisdictions, status differences


3. Multicultural conflicts


Devices to Stimulate Constructive Conflict


Spur competition among employees


Change the organization’s culture & procedures


Bring in outsiders for new perspectives


Use programmed conflict


Programmed Conflict


Devil’s advocacy


process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing


Dialectic method


process of having two people or groups play opposing roles in a debate in order to better understand a proposal


Controlling Conflict Comments


Sometimes managers want to control conflict to keep it from becoming excessive.


There are several methods that are useful in controlling conflict:


1. Increase the resource base.


2. Enhance coordination.


3. Focus group members on superordinate goals.


4. Match the personalities and work habits of employees.


Can you think of other methods for controlling conflict?


Resolving and Eliminating Conflict Comments


Managers often need to resolve and eliminate conflict.


Common methods for resolving and eliminating conflict include the following:


1. Take steps to avoid it to begin with.


2. Convince the conflicting parties to compromise.


3. Bring the conflicting parties together to confront and negotiate the issues.


Global Connection: Conflict among coworkers is much less acceptable in Japan than it is in the United States.


Successful Leadership is About Problem-Solving!


Conflicts come from unresolved problems!


Problem-solving can build and unite a team!


Always get at the root of the problem!


Remember being a successful leader is all about solving problems!


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