Management 8e' Robbins and Coulter - PowerPoint PPT Presentation

1 / 32
About This Presentation
Title:

Management 8e' Robbins and Coulter

Description:

Groups are small enough in size to permit ... Sociometry: ... Define sociometry. What is a sociogram? Discuss Homans's ideas on how informal groups develop. ... – PowerPoint PPT presentation

Number of Views:261
Avg rating:3.0/5.0
Slides: 33
Provided by: edited
Category:

less

Transcript and Presenter's Notes

Title: Management 8e' Robbins and Coulter


1
(No Transcript)
2
Groups
  • Any number of people who
  • Interact with one another
  • Are psychologically aware (conscious) of one
    another
  • Perceive themselves to be a group.
  • Groups are small enough in size to permit each
    member to communicate with all other members on a
    face-to-face basis.
  • The study of groups is important because the most
    common ingredient (component, element) of an
    organization is people, and the most common
    technique for accomplishing work is dividing
    these people into groups.

3
Kinds of Groups in Organizations
  • Formal groups
  • Groups defined by the organizations structure
    that have designated work assignments and tasks.
  • Appropriate behaviors are defined by, and
    directed toward organizational goals.
  • Members in marketing departments, human
    resources, and production departments are
    examples of formal groups.

4
Kinds of Formal Groups
  • Command Groups
  • Groups that are determined by the organization
    chart and composed of individuals who report
    directly to a given manager.
  • They usually handle routine organizational
    activities.
  • Task Groups
  • Groups composed of individuals brought together
    to accomplish non-routine tasks.
  • They can consist of people on the same
    organizational level or from different levels and
    areas in the organizational hierarchy.

5
Kinds of Task Groups Committees
  • Committee
  • A group of individuals performing some type of
    specific activity.
  • Four major reasons for establishing committees
  • To allow organization members to exchange ideas.
  • To generate (make) suggestions and
    recommendations.
  • To develop new ideas for solving problems.
  • To assist in the development of organizational
    policies.

6
Kinds of Task Groups Committees
  • Managers should use committees because
  • Committees can improve the quality of decision
    making.
  • Committees encourage the expression
    (communication) of honest opinions.
  • Committees increase members participation in
    decision-making.
  • Committees ensure the representation of important
    groups in the decision-making process.

7
Kinds of Task Groups Committees
  • Procedural steps to increase the probability that
    a committee will be successful
  • The committees goals should be clearly defined
  • This will focus the committees activities.
  • The committees authority should be specified
  • Is it to investigate, advise, recommend or
    implement decisions?
  • The optimum size of the committee should be
    determined
  • The ideal number for most tasks seems to be from
    5 to 10.
  • A competent chairperson (leader) should be
    selected.
  • A secretary should be appointed to handle
    communication.
  • The agenda for the meeting should be distributed
    before the meeting takes place.
  • Meetings should start on time and ending time
    should be known.

8
Kinds of Task Groups Committees
  • People oriented guidelines to increase the
    probability that a committee will be successful
  • Rephrasing (rewording) ideas already expressed
  • This ensures that people understand what has been
    said.
  • Bringing all members into active participation
  • The manager should spark (activate) participation
    whenever appropriate (suitable).
  • Stimulating further thought by members
  • The manager should encourage members to think
    ideas through (completely) carefully and
    thoroughly (well).

9
Kinds of Task Groups Committees
  • Groupthink
  • It is the mode of thinking when the desire for
    agreement overrides (is stronger, dominates) the
    need to consider alternative solutions
  • Managers should help the committee avoid
    groupthink when individual members tend to
    agree too easily on every issue, to conform to
    group opinions, and avert (avoid) conflicts.

10
Kinds of Task Groups Work Teams
  • Work team
  • 5 to 10 employees who work together to produce an
    entire product.
  • Members learn all the tasks required to produce
    the product and move from job to job.
  • Work teams are usually self-managed (autonomous)
    and assume managerial duties such as scheduling
    work and vacations, and ordering materials.
  • Employing work teams is a way to benefit from the
    talent and creativity of skilled employees to
    make important decisions.

11
Kinds of Task Groups Work Teams
  • The four stages of formal group development
  • The Acceptance Stage
  • It occurs after the group members begin to trust
    and accept one another.
  • The Communication and Decision-Making Stage
  • Once they have passed through the acceptance
    stage, group members are better able to
    communicate frankly with one another.
  • The Group Solidarity Stage
  • At this stage, members become more involved in
    group activities and cooperate rather than
    compete with one another.
  • The Group Control Stage
  • In this stage, group members maximize success by
    matching individual abilities with group
    activities by assisting one another.

12
Kinds of Task Groups Work Teams
  • Member traits that characterize a mature group
  • Members function as a unit
  • The group works as a team.
  • Members participate in group effort
  • Members work hard when there is something to do.
  • Members are oriented toward a single goal
  • Group members work for the common purpose.
  • Members have the equipment, tools and skills
    necessary to attain the groups goal
  • Members seek to acquire the resources they need
    to attain group objectives.
  • Members ask and receive suggestions, opinions,
    and information from one another
  • Group members talk to one another openly and
    frequently.

13
Informal Groups
  • A collection of individuals whose common work
    experience result in the development of
    interpersonal relations beyond (outside) those
    established by management.
  • Kinds of Informal Groups
  • Interest groups
  • Informal groups that form (are created) because
    of a common concern (interest, involvement)
    members have about a specific issue.
  • Friendship groups
  • Informal groups that form because of the personal
    affiliation (connection, association) members
    have with one another, such as recreational
    (nonprofessional) interests, race, gender, and
    religion.

14
Informal Groups
  • Benefits of Informal Group Membership
  • Perpetuation (continuation) of social and
    cultural values.
  • Values that group members consider important.
  • Status and social satisfaction.
  • Feelings that people might not enjoy without
    group membership.
  • Increased ease of communication among group
    members.
  • Increased desirability (goodness) of the work
    environment.

15
Managing Work Groups
  • Sociometry
  • An analytical tool managers can use to determine
    what informal groups exist within the
    organization and who their members are.
  • This information on informal groups will give
    managers a complete picture of the organizations
    group structure.
  • Sociograms
  • Diagrams that visually (visibly) link individuals
    according to the number of times they were chosen
    by their workmates and whether the choice was
    reciprocated.
  • They summarize the informal relationships among
    group members.

16
Managing Work Groups
  • Homans Model
  • According to Homans, the informal group develops
    (is created) to provide satisfaction and growth
    for its members. The sentiments (friendships),
    interactions, and activities (interests) within
    an informal group are caused by the sentiments,
    interactions and activities that prevail (exist)
    in the formal group (team, department, functional
    area).

17
Teams
  • Team
  • A group whose members influence one another
    toward the accomplishment of an organizational
    objective.
  • Types of Teams
  • Problem-solving teams
  • Self-managed work teams
  • Cross-functional teams

18
Types of Teams
  • Problem-solving Team
  • Employees from the same department and functional
    area who are involved in efforts to improve work
    activities or to solve specific problems.
  • Self-managed Team
  • A group of skilled employees who operate without
    a manager, perform specified activities and have
    some traditional (managerial) responsibilities
    such as hiring, planning and scheduling, and
    performance evaluations.

19
Types of Teams
  • Cross-functional Team
  • A work team composed of people from different
    functional areas of the organization marketing,
    finance, human resources, and operations, for
    example who are all focused on a specified
    objective.
  • E.g. teams established to choose and implement
    new technologies, teams formed to improve
    marketing effectiveness, teams established to
    control product costs.

20
Stages of Team Development
  • Forming
  • Members join and begin the process of defining
    the groups purpose, structure, and leadership.
  • Storming
  • Intragroup conflict occurs as individuals resist
    control by the group and disagree over
    leadership.
  • Norming
  • Close relationships develop as the group becomes
    cohesive and establishes its norms for acceptable
    behavior.
  • Performing
  • A fully functional group structure allows the
    group to focus on performing the task at hand.
  • Adjourning
  • The group prepares to disband and is no longer
    concerned with high levels of performance.

21
Stages of Group Development
22
Team Effectiveness
  • Effective teams are those that come up with
    innovative ideas, accomplish their goals, and
    adapt to change when necessary. Their members
    are highly committed to both the team and
    organizational goals.

23
Team Effectiveness
  • People-related steps to build an effective team
  • Trying to make the teams work satisfying.
  • Developing mutual trust among team members and
    between the team and management.
  • Building good communication from management to
    the team as well as within the team.
  • Minimizing unresolved conflicts and power
    struggles within the team.
  • Dealing effectively with threats toward and
    within the team.
  • Building the perception (feeling) that jobs of
    team members are secure (protected, liable to
    continue).

24
Team Effectiveness
  • Organization-related steps to build an effective
    team
  • Building a stable (sound) overall organization or
    company structure that team members view as
    secure (not failing).
  • Becoming involved in team events and
    demonstrating interest in team progress and
    functioning.
  • Properly rewarding and recognizing teams for
    their accomplishments.
  • Setting stable (fixed) goals and priorities for
    the team.

25
Team Effectiveness
  • Task-related steps to build an effective team
  • Developing clear objectives, directions and
    project plans for the team.
  • Providing proper technical direction and
    leadership for the team.
  • Establishing autonomy for the team and
    challenging work within the team.
  • Appointing experienced and qualified team
    personnel.
  • Encouraging team development.
  • Building visibility within the organization for
    the teams work.

26
Team Effectiveness
  • Effectiveness and Trust
  • Trust is belief in the reliance (support,
    assistance), ability, and integrity of another.
    Unless team members trust one another, the team
    leader, and management, managers may find that
    building an effective work team is impossible.

27
Team Effectiveness
  • Strategies managers can use to build trust within
    groups
  • Communicate often to team members
  • Keeping members informed, explaining decisions
    sharing info.
  • Show respect for team members
  • Show members that they are valued by delegating
    tasks to them, listening to feedback from the
    group and acting on it.
  • Be fair to team members
  • They must receive the rewards they have earned.
  • Be predictable
  • Managers must be consistent in their actions.
    Team members should be able to forecast
    management decisions.
  • Demonstrate competence
  • Managers must show they able to diagnose problems
    and have the skill to implement solutions to
    those problems.

28
Characteristics of Effective Teams
29
C H A P T E R R E V I E W 1/3
  • Groups (slide 2)
  • Define group.
  • Why should managers study groups?
  • Kinds of Groups in Organizations (slides 38)
  • What is a formal group?
  • Define command group.
  • What is a task group?
  • Define committee.
  • Why should managers use committees?
  • What procedural steps can increase the
    probability that committees will be successful?
  • What people oriented guidelines can increase the
    probability that committees will be successful?

30
C H A P T E R R E V I E W 2/3
  • Kinds of Groups in Organizations (slides 914)
  • Define groupthink.
  • Define work team.
  • Discuss the stages of formal group development.
  • What member traits characterize a mature group?
  • Define informal group.
  • What is an interest group?
  • What is a friendship group?
  • What are important benefits of group membership?
  • Managing Work Groups (slides 15, 16)
  • Define sociometry.
  • What is a sociogram?
  • Discuss Homanss ideas on how informal groups
    develop.

31
C H A P T E R R E V I E W 3/3
  • Teams (slides 1720, 22)
  • Define team.
  • What is a problem-solving team?
  • Discuss self-managed teams.
  • What is a cross-functional team?
  • What is forming?
  • Discuss storming.
  • What is norming?
  • What is performing?
  • Discuss adjourning.
  • Discuss the performance of an effective team.

32
C H A P T E R R E V I E W 4/3
  • Teams (slides 2327)
  • What people-related steps can help build an
    effective team?
  • What organization-related steps can help build an
    effective team?
  • What task-related steps can help build an
    effective team?
  • What is the relationship between team
    effectiveness and trust?
  • What strategies can be used to build trust in
    groups?
Write a Comment
User Comments (0)
About PowerShow.com