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ninth edition
STEPHEN P. ROBBINS
© 2007 Prentice Hall, Inc.© 2007 Prentice Hall, Inc.
All rights reserved.All rights reser...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–2
L E A R N I N G O U T L I N EL E A R N I N G O U T L I N E
Follow thi...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–3
L E A R N I N G O U T L I N E (cont’d)L E A R N I N G O U T L I N E (...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–4
L E A R N I N G O U T L I N E (cont’d)L E A R N I N G O U T L I N E (...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–5
Understanding GroupsUnderstanding Groups
• GroupGroup
 Two or more i...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–6
Exhibit 15–1Exhibit 15–1 Examples of Formal GroupsExamples of Formal ...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–7
Exhibit 15–1Exhibit 15–1 Examples of Formal Groups (cont’d)Examples o...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–8
Stages in Group DevelopmentStages in Group Development
• FormingFormi...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–9
Exhibit 15–2Exhibit 15–2 Stages of Group DevelopmentStages of Group D...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–10
Exhibit 15–3Exhibit 15–3 Group Behavior ModelGroup Behavior Model
© 2007 Prentice Hall, Inc. All rights
reserved. 15–11
Work Group BehaviorWork Group Behavior
• Internal Variables Affectin...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–12
Conditions Affecting Group BehaviorConditions Affecting Group Behavi...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–13
Group StructureGroup Structure
• RoleRole
 The set of expected beha...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–14
Group Structure (cont’d)Group Structure (cont’d)
• NormsNorms
 Acce...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–15
Group Structure (cont’d)Group Structure (cont’d)
• ConformityConform...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–16
Exhibit 15–4Exhibit 15–4 Examples of Cards Used in the Asch StudyExa...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–17
Group Structure (cont’d)Group Structure (cont’d)
• Status SystemStat...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–18
Group Structure: Group SizeGroup Structure: Group Size
• Small group...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–19
Group Structure (cont’d)Group Structure (cont’d)
• Group Cohesivenes...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–20
Exhibit 15–5Exhibit 15–5 The Relationship Between Cohesiveness and P...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–21
Group Processes: Group Decision MakingGroup Processes: Group Decisio...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–22
Exhibit 15–6Exhibit 15–6 Group versus Individual Decision MakingGrou...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–23
Exhibit 15–7Exhibit 15–7 Techniques for Making More Creative Group D...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–24
Group Processes: Conflict ManagementGroup Processes: Conflict Manage...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–25
Group Processes: Conflict ManagementGroup Processes: Conflict Manage...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–26
Exhibit 15–8Exhibit 15–8 Conflict and Group PerformanceConflict and ...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–27
Group Processes: Conflict ManagementGroup Processes: Conflict Manage...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–28
Exhibit 15–9Exhibit 15–9 Conflict-Management TechniquesConflict-Mana...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–29
Group Tasks and Group EffectivenessGroup Tasks and Group Effectivene...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–30
What Is a Team?What Is a Team?
• Work TeamWork Team
 A group whose ...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–31
Exhibit 15–10Exhibit 15–10 Groups versus TeamsGroups versus Teams
© 2007 Prentice Hall, Inc. All rights
reserved. 15–32
Types of TeamsTypes of Teams
• Problem-solving TeamsProblem-solving ...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–33
Types of Teams (cont’d)Types of Teams (cont’d)
• Cross-functional Te...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–34
Advantages of Using TeamsAdvantages of Using Teams
• Teams outperfor...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–35
Exhibit 15–11Exhibit 15–11 Characteristics of Effective TeamsCharact...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–36
Characteristics of Effective TeamsCharacteristics of Effective Teams...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–37
Current Challenges in Managing TeamsCurrent Challenges in Managing T...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–38
Managing Global TeamsManaging Global Teams
• Group Member ResourcesG...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–39
Exhibit 15–12Exhibit 15–12 Drawbacks and Benefits of Global TeamsDra...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–40
Understanding Social NetworksUnderstanding Social Networks
• Social ...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–41
Terms to KnowTerms to Know
• groupgroup
• formingforming
• stormings...
© 2007 Prentice Hall, Inc. All rights
reserved. 15–42
Terms to KnowTerms to Know
• problem-solving teamproblem-solving tea...
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Robbins9 ppt15 teams

  1. 1. ninth edition STEPHEN P. ROBBINS © 2007 Prentice Hall, Inc.© 2007 Prentice Hall, Inc. All rights reserved.All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West Alabama MARY COULTER UnderstandingUnderstanding Groups and TeamsGroups and Teams ChapterChapter 1515
  2. 2. © 2007 Prentice Hall, Inc. All rights reserved. 15–2 L E A R N I N G O U T L I N EL E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter. Understanding GroupsUnderstanding Groups • 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. Explaining Work Group BehaviorExplaining Work Group Behavior • Explain the major components that determine groupExplain the major components that determine group performance and satisfaction.performance and satisfaction. • Discuss how roles, norms, conformity, status systems,Discuss how roles, norms, conformity, status systems, group size, and group cohesiveness influence groupgroup size, and group cohesiveness influence group behavior.behavior. • Explain how group norms can both help and hurt anExplain how group norms can both help and hurt an organization.organization. • Define groupthink and social loafing.Define groupthink and social loafing.
  3. 3. © 2007 Prentice Hall, Inc. All rights reserved. 15–3 L E A R N I N G O U T L I N E (cont’d)L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter. Explaining Work Group Behavior (cont’d)Explaining Work Group Behavior (cont’d) • Describe the relationships between group cohesivenessDescribe the relationships between group cohesiveness and productivity.and productivity. • Discuss how conflict management influences groupDiscuss how conflict management influences group behavior.behavior. • Tell the advantages and disadvantages of group decisionTell the advantages and disadvantages of group decision making.making. Creating Effective TeamsCreating Effective Teams • Compare groups and teams.Compare groups and teams. • Explain why teams have become so popular inExplain why teams have become so popular in organizations.organizations. • Describe the four most common types of teams.Describe the four most common types of teams.
  4. 4. © 2007 Prentice Hall, Inc. All rights reserved. 15–4 L E A R N I N G O U T L I N E (cont’d)L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter. Creating Effective Teams (cont’d)Creating Effective Teams (cont’d) • List the characteristics of effective teams.List the characteristics of effective teams. Current Challenges in Managing TeamsCurrent 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 managingExplain the role of informal (social) networks in managing teams.teams.
  5. 5. © 2007 Prentice Hall, Inc. All rights reserved. 15–5 Understanding GroupsUnderstanding Groups • GroupGroup  Two or more interacting and interdependentTwo or more interacting and interdependent individuals who come together to achieve specificindividuals who come together to achieve specific goals.goals.  Formal groupsFormal groups  Work groups defined by the organization’sWork groups defined by the organization’s structure that have designated work assignmentsstructure that have designated work assignments and tasks.and tasks. – Appropriate behaviors are defined by and directed towardAppropriate behaviors are defined by and directed toward organizational goals.organizational goals.  Informal groupsInformal groups  Groups that are independently formed to meet theGroups that are independently formed to meet the social needs of their members.social needs of their members.
  6. 6. © 2007 Prentice Hall, Inc. All rights reserved. 15–6 Exhibit 15–1Exhibit 15–1 Examples of Formal GroupsExamples of Formal Groups • Command GroupsCommand Groups  Groups that are determined by the organization chartGroups that are determined by the organization chart and composed of individuals who report directly to aand composed of individuals who report directly to a given manager.given manager. • Task GroupsTask Groups  Groups composed of individuals brought together toGroups composed of individuals brought together to complete a specific job task; their existence is oftencomplete a specific job task; their existence is often temporary because once the task is completed, thetemporary because once the task is completed, the group disbands.group disbands.
  7. 7. © 2007 Prentice Hall, Inc. All rights reserved. 15–7 Exhibit 15–1Exhibit 15–1 Examples of Formal Groups (cont’d)Examples of Formal Groups (cont’d) • Cross-Functional TeamsCross-Functional Teams  Groups that bring together the knowledge and skills ofGroups that bring together the knowledge and skills of individuals from various work areas or groups whoseindividuals from various work areas or groups whose members have been trained to do each others’ jobs.members have been trained to do each others’ jobs. • Self-Managed TeamsSelf-Managed Teams  Groups that are essentially independent and inGroups that are essentially independent and in addition to their own tasks, take on traditionaladdition to their own tasks, take on traditional responsibilities such as hiring, planning andresponsibilities such as hiring, planning and scheduling, and performance evaluations.scheduling, and performance evaluations.
  8. 8. © 2007 Prentice Hall, Inc. All rights reserved. 15–8 Stages in Group DevelopmentStages in Group Development • FormingForming  Members join and begin theMembers join and begin the process of defining theprocess of defining the group’s purpose, structure,group’s purpose, structure, and leadership.and leadership. • StormingStorming  Intragroup conflict occurs asIntragroup conflict occurs as individuals resist control byindividuals resist control by the group and disagree overthe group and disagree over leadership.leadership. • NormingNorming  Close relationships developClose relationships develop as the group becomesas the group becomes cohesive and establishes itscohesive and establishes its norms for acceptablenorms for acceptable behavior.behavior. • PerformingPerforming  A fully functional groupA fully functional group structure allows the group tostructure allows the group to focus on performing the taskfocus on performing the task at hand.at hand. • AdjourningAdjourning  The group prepares toThe group prepares to disband and is no longerdisband and is no longer concerned with high levelsconcerned with high levels of performance.of performance.
  9. 9. © 2007 Prentice Hall, Inc. All rights reserved. 15–9 Exhibit 15–2Exhibit 15–2 Stages of Group DevelopmentStages of Group Development
  10. 10. © 2007 Prentice Hall, Inc. All rights reserved. 15–10 Exhibit 15–3Exhibit 15–3 Group Behavior ModelGroup Behavior Model
  11. 11. © 2007 Prentice Hall, Inc. All rights reserved. 15–11 Work Group BehaviorWork Group Behavior • Internal Variables Affecting Group BehaviorInternal Variables Affecting Group Behavior  The individual abilities of the group’s membersThe individual abilities of the group’s members  The size of the groupThe size of the group  The level of conflictThe level of conflict  The internal pressures on members to conform to theThe internal pressures on members to conform to the group’s normsgroup’s norms
  12. 12. © 2007 Prentice Hall, Inc. All rights reserved. 15–12 Conditions Affecting Group BehaviorConditions Affecting Group Behavior • External (Organizational)External (Organizational) ConditionsConditions  Overall strategyOverall strategy  Authority structuresAuthority structures  Formal regulationsFormal regulations  Available organizationalAvailable organizational resourcesresources  Employee selection criteriaEmployee selection criteria  Performance managementPerformance management (appraisal) system(appraisal) system  Organizational cultureOrganizational culture  General physical layoutGeneral physical layout • Internal GroupInternal Group VariablesVariables  Individual competenciesIndividual competencies and traits of membersand traits of members  Group structureGroup structure  Size of the groupSize of the group  Cohesiveness and the levelCohesiveness and the level of intragroup conflictof intragroup conflict  Internal pressures onInternal pressures on members to conform o themembers to conform o the group’s normsgroup’s norms
  13. 13. © 2007 Prentice Hall, Inc. All rights reserved. 15–13 Group StructureGroup Structure • RoleRole  The set of expected behavior patterns attributed toThe set of expected behavior patterns attributed to someone who occupies a given position in a socialsomeone who occupies a given position in a social unit that assist the group in task accomplishment orunit that assist the group in task accomplishment or maintaining group member satisfaction.maintaining group member satisfaction.  Role conflict: experiencing differing role expectationsRole conflict: experiencing differing role expectations  Role ambiguity: uncertainty about role expectationsRole ambiguity: uncertainty about role expectations
  14. 14. © 2007 Prentice Hall, Inc. All rights reserved. 15–14 Group Structure (cont’d)Group Structure (cont’d) • NormsNorms  Acceptable standards or expectations that are sharedAcceptable standards or expectations that are shared by the group’s members.by the group’s members. • Common types of normsCommon types of norms  Effort and performanceEffort and performance  Output levels, absenteeism, promptness,Output levels, absenteeism, promptness, socializingsocializing  DressDress  LoyaltyLoyalty
  15. 15. © 2007 Prentice Hall, Inc. All rights reserved. 15–15 Group Structure (cont’d)Group Structure (cont’d) • ConformityConformity  Individuals conform in order to be accepted byIndividuals conform in order to be accepted by groups.groups.  Group pressures can have an effect on an individualGroup pressures can have an effect on an individual member’s judgment and attitudes.member’s judgment and attitudes.  The effect of conformity is not as strong as it onceThe effect of conformity is not as strong as it once was, although still a powerful force.was, although still a powerful force.  GroupthinkGroupthink  The extensive pressure of others in a stronglyThe extensive pressure of others in a strongly cohesive or threatened group that causescohesive or threatened group that causes individual members to change their opinions toindividual members to change their opinions to conform to that of the group.conform to that of the group.
  16. 16. © 2007 Prentice Hall, Inc. All rights reserved. 15–16 Exhibit 15–4Exhibit 15–4 Examples of Cards Used in the Asch StudyExamples of Cards Used in the Asch Study
  17. 17. © 2007 Prentice Hall, Inc. All rights reserved. 15–17 Group Structure (cont’d)Group Structure (cont’d) • Status SystemStatus System  The formal or informal prestige grading, position, orThe formal or informal prestige grading, position, or ranking system for members of a group that servesranking system for members of a group that serves as recognition for individual contributions to theas recognition for individual contributions to the group and as a behavioral motivator.group and as a behavioral motivator.  Formal status systems are effective when theFormal status systems are effective when the perceived ranking of an individual and the statusperceived ranking of an individual and the status symbols accorded that individual are congruent.symbols accorded that individual are congruent.
  18. 18. © 2007 Prentice Hall, Inc. All rights reserved. 15–18 Group Structure: Group SizeGroup Structure: Group Size • Small groupsSmall groups  Complete tasks fasterComplete tasks faster than larger groups.than larger groups.  Make more effective useMake more effective use of facts.of facts. • Large groupsLarge groups  Solve problems betterSolve problems better than small groups.than small groups.  Are good for gettingAre good for getting diverse input.diverse input.  Are more effective in fact-Are more effective in fact- finding.finding. • Social LoafingSocial Loafing  The tendency forThe tendency for individuals to expend lessindividuals to expend less effort when workingeffort when working collectively than whencollectively than when work individually.work individually.
  19. 19. © 2007 Prentice Hall, Inc. All rights reserved. 15–19 Group Structure (cont’d)Group Structure (cont’d) • Group CohesivenessGroup Cohesiveness  The degree to which members are attracted to aThe degree to which members are attracted to a group and share the group’s goals.group and share the group’s goals.  Highly cohesive groups are more effective andHighly cohesive groups are more effective and productive than less cohesive groups when theirproductive than less cohesive groups when their goals aligned with organizational goals.goals aligned with organizational goals.
  20. 20. © 2007 Prentice Hall, Inc. All rights reserved. 15–20 Exhibit 15–5Exhibit 15–5 The Relationship Between Cohesiveness and ProductivityThe Relationship Between Cohesiveness and Productivity
  21. 21. © 2007 Prentice Hall, Inc. All rights reserved. 15–21 Group Processes: Group Decision MakingGroup Processes: Group Decision Making • AdvantagesAdvantages  Generates more completeGenerates more complete information andinformation and knowledge.knowledge.  Generates more diverseGenerates more diverse alternatives.alternatives.  Increases acceptance of aIncreases acceptance of a solution.solution.  Increases legitimacy ofIncreases legitimacy of decision.decision. • DisadvantagesDisadvantages  Time consumingTime consuming  Minority dominationMinority domination  Pressures to conformPressures to conform  Ambiguous responsibilityAmbiguous responsibility
  22. 22. © 2007 Prentice Hall, Inc. All rights reserved. 15–22 Exhibit 15–6Exhibit 15–6 Group versus Individual Decision MakingGroup versus Individual Decision Making Criteria of Effectiveness Groups Individuals Accuracy  Speed  Creativity  Degree of acceptance  Efficiency 
  23. 23. © 2007 Prentice Hall, Inc. All rights reserved. 15–23 Exhibit 15–7Exhibit 15–7 Techniques for Making More Creative Group DecisionsTechniques for Making More Creative Group Decisions
  24. 24. © 2007 Prentice Hall, Inc. All rights reserved. 15–24 Group Processes: Conflict ManagementGroup Processes: Conflict Management • ConflictConflict  The perceived incompatible differences in a groupThe perceived incompatible differences in a group resulting in some form of interference with orresulting in some form of interference with or opposition to its assigned tasks.opposition to its assigned tasks.  Traditional view:Traditional view: conflict must be avoided.conflict must be avoided.  Human relations view:Human relations view: conflict is a natural andconflict is a natural and inevitable outcome in any group.inevitable outcome in any group.  Interactionist view:Interactionist view: conflict can be a positive forceconflict can be a positive force and is absolutely necessary for effective groupand is absolutely necessary for effective group performance.performance.
  25. 25. © 2007 Prentice Hall, Inc. All rights reserved. 15–25 Group Processes: Conflict ManagementGroup Processes: Conflict Management (cont’d)(cont’d) • Categories of ConflictCategories of Conflict  Functional conflicts are constructive.Functional conflicts are constructive.  Dysfunctional conflicts are destructive.Dysfunctional conflicts are destructive. • Types of ConflictTypes of Conflict  Task conflict: content and goals of the workTask conflict: content and goals of the work  Relationship conflict: interpersonal relationshipsRelationship conflict: interpersonal relationships  Process conflict: how the work gets doneProcess conflict: how the work gets done
  26. 26. © 2007 Prentice Hall, Inc. All rights reserved. 15–26 Exhibit 15–8Exhibit 15–8 Conflict and Group PerformanceConflict and Group Performance
  27. 27. © 2007 Prentice Hall, Inc. All rights reserved. 15–27 Group Processes: Conflict ManagementGroup Processes: Conflict Management (cont’d)(cont’d) • Techniques to Reduce Conflict:Techniques to Reduce Conflict:  AvoidanceAvoidance  AccommodationAccommodation  ForcingForcing  CompromiseCompromise  CollaborationCollaboration
  28. 28. © 2007 Prentice Hall, Inc. All rights reserved. 15–28 Exhibit 15–9Exhibit 15–9 Conflict-Management TechniquesConflict-Management Techniques Source: 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 permission
  29. 29. © 2007 Prentice Hall, Inc. All rights reserved. 15–29 Group Tasks and Group EffectivenessGroup Tasks and Group Effectiveness • Highly complex and interdependent tasksHighly complex and interdependent tasks require:require:  Effective communications: discussion among groupEffective communications: discussion among group members.members.  Controlled conflict: More interaction among groupControlled conflict: More interaction among group members.members.
  30. 30. © 2007 Prentice Hall, Inc. All rights reserved. 15–30 What Is a Team?What Is a Team? • Work TeamWork Team  A group whose members work intensely on a specificA group whose members work intensely on a specific common goal using their positive synergy, individualcommon goal using their positive synergy, individual and mutual accountability, and complementary skills.and mutual accountability, and complementary skills. • Types of TeamsTypes of Teams  Problem-solving teamsProblem-solving teams  Self-managed work teamsSelf-managed work teams  Cross-functional teamsCross-functional teams  Virtual teamsVirtual teams
  31. 31. © 2007 Prentice Hall, Inc. All rights reserved. 15–31 Exhibit 15–10Exhibit 15–10 Groups versus TeamsGroups versus Teams
  32. 32. © 2007 Prentice Hall, Inc. All rights reserved. 15–32 Types of TeamsTypes of Teams • Problem-solving TeamsProblem-solving Teams  Employees from the same department and functionalEmployees from the same department and functional area who are involved in efforts to improve workarea 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 Teams  A formal group of employees who operate without aA formal group of employees who operate without a manager and responsible for a complete workmanager and responsible for a complete work process or segment.process or segment.
  33. 33. © 2007 Prentice Hall, Inc. All rights reserved. 15–33 Types of Teams (cont’d)Types of Teams (cont’d) • Cross-functional TeamsCross-functional Teams  A hybrid grouping of individuals who are experts inA hybrid grouping of individuals who are experts in various specialties and who work together on variousvarious specialties and who work together on various tasks.tasks. • Virtual TeamsVirtual Teams  Teams that use computer technology to linkTeams that use computer technology to link physically dispersed members in order to achieve aphysically dispersed members in order to achieve a common goal.common goal.
  34. 34. © 2007 Prentice Hall, Inc. All rights reserved. 15–34 Advantages of Using TeamsAdvantages of Using Teams • Teams outperform individuals.Teams outperform individuals. • Teams provide a way to better use employeeTeams provide a way to better use employee talents.talents. • Teams are more flexible and responsive.Teams are more flexible and responsive. • Teams can be quicklyTeams can be quickly assembled, deployed,assembled, deployed, refocused, and disbanded.refocused, and disbanded.
  35. 35. © 2007 Prentice Hall, Inc. All rights reserved. 15–35 Exhibit 15–11Exhibit 15–11 Characteristics of Effective TeamsCharacteristics of Effective Teams
  36. 36. © 2007 Prentice Hall, Inc. All rights reserved. 15–36 Characteristics of Effective TeamsCharacteristics of Effective Teams • Have a clearHave a clear understanding of theirunderstanding of their goals.goals. • Have competentHave competent members with relevantmembers with relevant technical andtechnical and interpersonal skills.interpersonal skills. • Exhibit high mutual trustExhibit high mutual trust in the character andin the character and integrity of theirintegrity of their members.members. • Are unified in theirAre unified in their commitment to team goals.commitment to team goals. • Have good communicationHave good communication systems.systems. • Possess effectivePossess effective negotiating skillsnegotiating skills • Have appropriateHave appropriate leadershipleadership • Have both internally andHave both internally and externally supportiveexternally supportive environmentsenvironments
  37. 37. © 2007 Prentice Hall, Inc. All rights reserved. 15–37 Current Challenges in Managing TeamsCurrent Challenges in Managing Teams • Getting employees to:Getting employees to:  Cooperate with othersCooperate with others  Share informationShare information  Confront differencesConfront differences  Sublimate personalSublimate personal interest for the greaterinterest for the greater good of the teamgood of the team
  38. 38. © 2007 Prentice Hall, Inc. All rights reserved. 15–38 Managing Global TeamsManaging Global Teams • Group Member ResourcesGroup Member Resources  Unique cultural characteristics of team membersUnique cultural characteristics of team members  Avoiding stereotypingAvoiding stereotyping • Group StructureGroup Structure  ConformityConformity—less groupthink—less groupthink  StatusStatus—varies in importance among cultures—varies in importance among cultures  Social loafingSocial loafing—predominately a Western bias—predominately a Western bias  CohesivenessCohesiveness—more difficult to achieve—more difficult to achieve • Group processes—capitalize on diverse ideasGroup processes—capitalize on diverse ideas • Manager’s role—a communicator sensitive to the type ofManager’s role—a communicator sensitive to the type of globe team to use.globe team to use.
  39. 39. © 2007 Prentice Hall, Inc. All rights reserved. 15–39 Exhibit 15–12Exhibit 15–12 Drawbacks and Benefits of Global TeamsDrawbacks and Benefits of Global Teams
  40. 40. © 2007 Prentice Hall, Inc. All rights reserved. 15–40 Understanding Social NetworksUnderstanding Social Networks • Social NetworkSocial Network  The patterns of informal connections amongThe patterns of informal connections among individuals within groupsindividuals within groups • The Importance of Social NetworksThe Importance of Social Networks  Relationships can help or hinder team effectivenessRelationships can help or hinder team effectiveness  Relationships improve team goal attainment andRelationships improve team goal attainment and increase member commitment to the team.increase member commitment to the team.
  41. 41. © 2007 Prentice Hall, Inc. All rights reserved. 15–41 Terms to KnowTerms to Know • groupgroup • formingforming • stormingstorming • normingnorming • performingperforming • adjourningadjourning • rolerole • normsnorms • groupthinkgroupthink • statusstatus • social loafingsocial loafing • group cohesivenessgroup cohesiveness • conflictconflict • traditional view of conflicttraditional view of conflict • human relations view ofhuman relations view of conflictconflict • interactionist view ofinteractionist view of conflictconflict • functional conflictsfunctional conflicts • dysfunctional conflictsdysfunctional conflicts • task conflicttask conflict • relationship conflictrelationship conflict • process conflictprocess conflict • work teamswork teams
  42. 42. © 2007 Prentice Hall, Inc. All rights reserved. 15–42 Terms to KnowTerms to Know • problem-solving teamproblem-solving team • self-managed work teamself-managed work team • cross-functional teamcross-functional team • virtual teamvirtual team • social network structuresocial network structure

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