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

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!

Applied Sciences

Architecture and Design

Biology

Business & Finance

Chemistry

Computer Science

Geography

Geology

Education

Engineering

English

Environmental science

Spanish

Government

History

Human Resource Management

Information Systems

Law

Literature

Mathematics

Nursing

Physics

Political Science

Psychology

Reading

Science

Social Science

Home

Blog

Archive

Contact

google+twitterfacebook

Copyright © 2019 HomeworkMarket.com