10 Chapter Understanding Groups and Managing Work Teams

10 Chapter Understanding Groups and Managing Work Teams © Pearson Education Limited 2015 10 -1

Learning Outcomes • Define group and describe the stages of group development. • Describe the major concepts of group behavior. • Discuss how groups are turned into effective teams. • Discuss contemporary issues in managing teams. © Pearson Education Limited 2015 10 -2

10. 1 Define group and describe the stages of group development. © Pearson Education Limited 2015 10 -3

What is a Group? © Pearson Education Limited 2015 10 -4

10. 2 Describe the major concepts of group behavior. © Pearson Education Limited 2015 10 -5

Stages of Group Development © Pearson Education Limited 2015 10 -6

Group Effectiveness Does a group become more effective as it progresses through the first four stages? © Pearson Education Limited 2015 10 -7

Group Behavior © Pearson Education Limited 2015 10 -8

Norms © Pearson Education Limited 2015 10 -9

Conformity © Pearson Education Limited 2015 10 -10

Status Systems Status A prestige grading, position, or rank within a group. © Pearson Education Limited 2015 10 -11

Group Size and Group Behavior © Pearson Education Limited 2015 10 -12

Group Cohesiveness © Pearson Education Limited 2015 10 -13

10. 3 Discuss how groups are turned into effective teams. © Pearson Education Limited 2015 10 -14

Groups Versus Teams © Pearson Education Limited 2015 10 -15

Types of Work Teams 1. 2. 3. 4. Problem solving teams Self-managed work teams Cross-functional teams Virtual teams © Pearson Education Limited 2015 10 -16

Virtual Teams A type of work team that uses technology to link physically dispersed members in order to achieve a common goal. © Pearson Education Limited 2015 10 -17

Effective Teams © Pearson Education Limited 2015 10 -18

Team Composition © Pearson Education Limited 2015 10 -19

Team Member Roles © Pearson Education Limited 2015 10 -20

Work Design Key work design elements: 1. Autonomy 2. Using a variety of skills 3. Completing a whole and identifiable task 4. Impact of task/project on others © Pearson Education Limited 2015 10 -21

Team Processes Variables related to effectiveness: 1. Common plan/purpose 2. Specific goals 3. Team efficacy 4. Task conflict 5. Minimal social loafing © Pearson Education Limited 2015 10 -22

Shaping Team Behavior • Member selection is key • Teamwork training © Pearson Education Limited 2015 10 -23

Rewards External rewards: • Promotions • Pay raises • Other forms of recognition Inherent rewards: • Camaraderie • Personal development • Helping teammates © Pearson Education Limited 2015 10 -24

10. 4 Discuss contemporary issues in managing teams. © Pearson Education Limited 2015 10 -25

Contemporary Issues © Pearson Education Limited 2015 10 -26

Global Teams: Team Structure • • Conformity Status Social loafing Cohesiveness © Pearson Education Limited 2015 10 -27

Global Teams: Team Processes • Communication issues • Managing conflict • Virtual teams © Pearson Education Limited 2015 10 -28

When Teams are Not the Answer Three tests: 1. Can the work be done better by more than one person? 2. Does the work create a common purpose that’s more than the sum of individual goals? 3. Is there interdependence between tasks? © Pearson Education Limited 2015 10 -29

© Pearson Education Limited 2015 10 -30