管理学英文课件：ch11 Managing Teams.ppt

Managing TeamsChapterChapter11Management Stephen P. Robbins Mary Coulter tenth edition1Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallLearning OutcomesFollow this Learning Outline as you read and study Follow this Learning Outline as you read and study this chapter.this chapter.11.1 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 Performance 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 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 how group processes and group tasks influence group performance and satisfaction.performance and satisfaction.2Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallLearning Outcomes11.3 Turning Groups Into Effective Teams11.3 Turning Groups Into Effective Teams• •Compare groups and teams.Compare 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 challenges 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 HallGroups and Group Development •GroupGroupØØTwo 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.ØØFormal groupsFormal groupsv vWork groups defined by the organization’s structure that have Work groups defined by the organization’s 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.ØØInformal 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 HallExhibit 11–1Exhibit 11–1 Examples of Formal GroupsExamples of Formal Groups•Command GroupsCommand GroupsØØGroups 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 GroupsTask GroupsØØGroups 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 once the task is completed, the group disbands. group disbands. 5Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 11–1Exhibit 11–1 Examples of Formal Groups (cont’d)Examples of Formal Groups (cont’d)•Cross-Functional TeamsCross-Functional TeamsØØGroups that bring together the knowledge 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-Managed TeamsØØGroups 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 scheduling, and performance evaluations.scheduling, and performance evaluations.6Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallStages in Group Development• •FormingFormingØØMembers join and begin the Members join and begin the process of defining the process of defining the group’s purpose, structure, group’s purpose, structure, and leadership.and leadership.• •StormingStormingØØIntragroup 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.• •NormingNormingØØClose 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.• •PerformingPerformingØØA fully functional group A fully functional group structure allows the group to structure allows the group to focus on performing the task focus on performing the task at hand.at hand.• •AdjourningAdjourningØØThe 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 performance.of performance.7Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 11–2Exhibit 11–2 Stages of Group Development Stages of Group Development8Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 11–3Exhibit 11–3 Group Performance Satisfaction Model Group Performance Satisfaction Model9Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExternal Conditions Imposed on the GroupØØOrganization’s strategyOrganization’s strategyØØAuthority relationshipsAuthority relationshipsØØFormal regulationsFormal regulationsØØAvailable organizational resourcesAvailable organizational resourcesØØEmployee selection criteriaEmployee selection criteriaØØPerformance management (appraisal) systemPerformance management (appraisal) systemØØOrganizational cultureOrganizational cultureØØGeneral physical layout of work spaceGeneral physical layout of work space10Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Member Resources• •Knowledge Knowledge • •Skills Skills ØØInterpersonal skills such as conflict management and resolution, Interpersonal skills such as conflict management and resolution, collaborative problem solving, and communication determine collaborative problem solving, and communication determine how effectively members perform in a grouphow effectively members perform in a group• •Abilities Abilities ØØDetermine what members can do Determine what members can do • •Personality traits Personality traits ØØPositive traits tend to be positively related to group productivity Positive traits tend to be positively related to group productivity and moraleand morale11Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Structure•RoleRoleØØThe set of expected behavior patterns attributed to The set of expected behavior patterns attributed 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.ØØRole conflict: experiencing differing role expectationsRole conflict: experiencing differing role expectationsØØRole ambiguity: uncertainty about role expectationsRole ambiguity: uncertainty about role expectations12Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Structure (cont’d)•NormsNormsØØAcceptable standards or expectations that are shared Acceptable standards or expectations that are shared by the group’s members.by the group’s members.•Common types of normsCommon types of normsØØEffort and performanceEffort and performancev vOutput levels, absenteeism, promptness, socializingOutput levels, absenteeism, promptness, socializingØØDressDressØØLoyaltyLoyalty13Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Structure (cont’d)•ConformityConformityØØIndividuals conform in order to be accepted by Individuals conform in order to be accepted by groups.groups.ØØGroup pressures can have an effect on an individual Group pressures can have an effect on an individual member’s judgment and attitudes.member’s judgment and attitudes.ØØThe 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.was, although still a powerful force.ØØGroupthinkGroupthinkv 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 opinions to conform to that of the group.their opinions to conform to that of the group.14Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 11–4Exhibit 11–4 Examples of Cards Used in the Asch Examples of Cards Used in the Asch Study Study15Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Structure (cont’d)•Status SystemStatus SystemØØThe 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 recognition 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 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 HallGroup Structure: Group Size• •Small groupsSmall groupsØØComplete tasks faster Complete tasks faster than larger groups.than larger groups.ØØMake more effective use Make more effective use of facts.of facts.• •Large groupsLarge groupsØØSolve problems better Solve problems better than small groups.than small groups.ØØAre good for getting Are good for getting diverse input.diverse input.ØØAre more effective in fact-Are more effective in fact-finding.finding.• •Social LoafingSocial LoafingØØThe 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 individually.17Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Structure (cont’d)•Group CohesivenessGroup CohesivenessØØThe degree to which members are attracted to a The degree to which members are attracted to a group and share the group’s goals.group and share the group’s goals.v vHighly 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. Publishing as Prentice HallExhibit 11–5Exhibit 11–5 The Relationship Between Cohesiveness The Relationship Between Cohesiveness and Productivity and Productivity19Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Processes: Group Decision Making• •AdvantagesAdvantagesØØGenerates more complete Generates more complete information and information and knowledge.knowledge.ØØGenerates more diverse Generates more diverse alternatives.alternatives.ØØIncreases acceptance of a Increases acceptance of a solution.solution.ØØIncreases legitimacy of Increases legitimacy of decision.decision.• •DisadvantagesDisadvantagesØØTime consumingTime consumingØØMinority dominationMinority dominationØØPressures to conformPressures to conformØØAmbiguous responsibilityAmbiguous responsibility20Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 11–6Exhibit 11–6 Techniques for Making More Creative Techniques for Making More Creative Group Decisions Group Decisions21Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Processes: Conflict Management•ConflictConflictØØThe perceived incompatible differences in a group The perceived incompatible differences in a group resulting 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 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 for effective group performance.22Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Processes: Conflict Management (cont’d)•Categories of ConflictCategories of ConflictØØFunctional conflicts are constructive.Functional conflicts are constructive.ØØDysfunctional conflicts are destructive.Dysfunctional conflicts are destructive.•Types of ConflictTypes of ConflictØØTask conflict: content and goals of the workTask conflict: content and goals of the workØØRelationship conflict: interpersonal relationshipsRelationship conflict: interpersonal relationshipsØØProcess conflict: how the work gets doneProcess conflict: how the work gets done23Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 11–7Exhibit 11–7 Conflict and Group Performance Conflict and Group Performance24Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Processes: Conflict Management (cont’d)•Techniques to Manage Conflict:Techniques to Manage Conflict:ØØAvoidanceAvoidanceØØAccommodationAccommodationØØForcingForcingØØCompromiseCompromiseØØCollaborationCollaboration25Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 11–8 Exhibit 11–8 Conflict-Management TechniquesConflict-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 permission26Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallGroup Tasks and Group Effectiveness•Highly complex and interdependent tasks Highly complex and interdependent tasks require:require:ØØEffective communications: discussion among group Effective communications: discussion among group members.members.ØØControlled conflict: More interaction among group Controlled conflict: More interaction among group members.members.27Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallAdvantages of Using Teams•Teams outperform individuals.Teams outperform individuals.•Teams provide a way 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.28Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Is a Work Team?•Work TeamWork TeamØØA 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, individual and mutual accountability, and complementary skills.and mutual accountability, and complementary skills.•Types of TeamsTypes of TeamsØØProblem-solving teamsProblem-solving teamsØØSelf-managed work teamsSelf-managed work teamsØØCross-functional teamsCross-functional teamsØØVirtual teamsVirtual teams29Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 11–9 Groups versus TeamsExhibit 11–9 Groups versus Teams30Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 11–9 Groups Versus TeamsExhibit 11–9 Groups Versus Teams31Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallTypes of Teams•Problem-Solving TeamsProblem-Solving TeamsØØEmployees 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 solve specific problems.activities or to solve specific problems.•Self-Managed Work TeamsSelf-Managed Work TeamsØØA 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 process or segment.process or segment.32Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallTypes of Teams (cont’d)•Cross-Functional TeamsCross-Functional TeamsØØA hybrid grouping of individuals who are experts in A hybrid grouping of individuals who are experts in various specialties and who work together on various various specialties and who work together on various tasks.tasks.•Virtual TeamsVirtual TeamsØØTeams 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 to achieve a common goal.goal.33Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 11–10 Characteristics of Effective TeamsExhibit 11–10 Characteristics of Effective Teams34Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallCharacteristics of Effective Teams• •Have a 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 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.• •Have 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 HallCurrent Challenges in Managing Teams•Getting employees to:Getting employees to:ØØCooperate with othersCooperate with othersØØShare informationShare informationØØConfront differencesConfront differencesØØSublimate personal Sublimate personal interest for the greater interest for the greater good of the teamgood of the team36Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallManaging Global Teams• •Group Member ResourcesGroup Member ResourcesØØUnique cultural characteristics of team membersUnique cultural characteristics of team membersØØAvoiding stereotypingAvoiding stereotyping• •Group StructureGroup StructureØØConformityConformity—less groupthink—less groupthinkØØStatusStatus—varies in importance among cultures—varies in importance among culturesØØSocial loafingSocial loafing—predominately a Western bias—predominately a Western biasØØCohesivenessCohesiveness—more difficult to achieve—more difficult to achieve• •Group processes—capitalize on diverse ideas.Group processes—capitalize on diverse ideas.• •Manager’s role—a communicator sensitive to the type of Manager’s role—a communicator sensitive to the type of global team to use.global team to use.37Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 11–11 Drawbacks and Benefits of Global Exhibit 11–11 Drawbacks and Benefits of Global Teams TeamsSource: Based on N. Adler, International Dimensions in Organizational Behavior, 4th ed. (Cincinnati, OH: South-westernPublishing, 2002), pp. 141–14738Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallUnderstanding Social Networks•Social NetworkSocial NetworkØØThe 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 NetworksØØRelationships can help or hinder team effectiveness.Relationships can help or hinder team effectiveness.ØØRelationships 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 HallTerms to Know• •groupgroup• •forming 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 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 conflictrelationship 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 Pearson Education, Inc. Publishing as Prentice HallAll 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 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。