組織行為學(xué)-課件

1、Class 8.Work Team8.1 Teams vs. Groups how do we explain the current popularity of teams? outperforming individuals when the tasks require multiple skill, judgement, experience(better utilize employee talents); facilitating employee participation in D-M, motivational property. Class 8.Work Team8.1 Te

2、ams v1.DefinitionsWork Group-interacting primarily to share information & to make decisions to help each member perform with his area of responsibility. -help each member do better; Dont share responsibility for each others resultsTeam-Group whose individual efforts result in a performance that is g

3、reater than the sum of those individual inputs. -working interdependently & being jointly accountable for performance goals. 1.DefinitionsWork Group-int2.Clarity of the difference Work groups Work teams Share information- Goal- Collective performance Neutral(negative)-Synergy-Positive Individual -Ac

4、countability- Individual & mutual Random & varied-Skills- ComplementaryTeam work, Team player-embody teamwork valve, -Intense sense of belonging, Interdependence, Joint responsibility2.Clarity of the difference Class 8. Work Team8.2 Types of TeamsClass 8. Work Team8.2 Types1.Classification base on o

5、bjectiveProblem-Solving Teams:Group of 5-12 employees from the same department who meet for a few hours each week to discuss ways of improving quality,efficiency,& the work setting(P-solving). Quality Circles(Total Q P)-Q control,C reduction, P planning,P design Self-management teams: Group of 10-15

6、 people taking on responsibilities of their former supervisors(empower). Office of the President-collectively assumes the role of the COO In managing internal operations Cross-Functional team: employees from about the same hierarchical level,but from different wok area coming together to accomplish

7、a task(coordination) Transnational Team-joint-venture team1.Classification base on objec2. Druckers 3 types failure & all-but-universal belief Task force-temporary cross-functional team. Committees-groups made up of members from across departmental linesBaseball Team-Surgical operation team, assembl

8、y line. The players play on the team with fixed positions they never leave.-working “in series”,taking turnFootball Team-the symphony orchestra.The players play as a team with fixed positions,working “in parallel”.Tennis Double Team-Jazz combo, Presidents Office. (5-7)The players have a primary posi

9、tion,adjusting to their teammates strengths,weakness and the changing demands of the “game”.-totally break with the past2. Druckers 3 types 8.3 Building high-performance teamSize of teams-keep them under a dozen. Given a larger working unit,breaking into subteamsAbilities of members-3 different type

10、s of skills: technical expertise,P-s & D-m skills,interpersonalAllocating roles & promoting diversity-9 roles(1)Having a commitment to a common purpose Establishing specific goalsLeadership & structureSocial loafing & accountabilityAppropriate performance evaluation & reward systemDeveloping high mu

11、tual trust (2)8.3 Building high-performance1.Team rolesCreator-Innovators:initiate creative ideas.Explorer-Promoters:champion initiated ideas Assessor-Developers:analyze decision optionsThruster-Organizers:provide structureConcluder-Producers: provide direction & follow Controller-Inspectors:check f

12、or detailsUpholder-Maintainers:fight external battlesReporter-Advisers:seek full informationLinker:coordinate & integrate1.Team rolesCreator-Innovators2. Developing high mutual trustCharacteristic of high-performance teams where members believe in the integrity,character,& ability of each other.Dime

13、nsions: Integrity-honesty & truthfulness; Competence-Technical & interpersonal knowledge, skills; Consistency-Reliability,predictability,& good judgement in handling situations; Loyalty-Willingness to protect & save face for a person; Openness-share ideas freelyHow to build trust: Demonstrate youre

14、working for others interest as well as your own; Be a team player; Practice openness; Be fair; Speak your feelings; Show consistency in the basic values that guide your D-M; Maintain confidence; Demonstrate competence 2. Developing high mutual trus8.4 Create team player Design job around teamChallen

15、ge: 1.Inherent resistance-individual achievers; 2. Individualistic national culture;3.An individual-valued organizational history Shaping team players: Selection-job candidate with team skills, otherwise training,transference to other unit, reject Training-workshop to help improve skills like P-S, c

16、ommunication,negotiation,conflict M,coaching Reward-encourage cooperative efforts rather than competitive ones; intrinsic rewards from team 8.4 Create team player 8.5 Contemporary Issues TQM: the use of team-the essence of process improvement,employee involvement, natural vehicleWork force diversity

17、 on team Advantages:Multiple perspective;Greater openness to new ideas; Multiple interpretations; Increased creativity, flexibility, P-S skills. Disadvantages:Ambiguity;Complexity;Confusion;Miscommunication;Difficulty in reaching a agreement,agreeing on specific actionsReinvigorating Mature Teams:1.

18、 stagnant, apathy, complacency,groupthinking; 2.success due to easy task 3.mental preparation, refresher training, advanced training, constant learning 8.5 Contemporary Issues TQM: Class 9.Communication8.1 Definition & Function The transference & understanding of meaning. No group can exist without

19、it,4 major functions: Control: job-related grievance,group tease, harass Motivation: evaluation,specific goals,feedback on Emotional expression: feelings, social needs Information:facilitate D-M Class 9.Communication8.1 DefiClass 9.Communication 9.2 The Communication Process The steps between a sour

20、ce & a receiver that result in the transference & understanding of meaningClass 9.Communication 9.2 The1.A Communication ModelThe source: message-what is communicatedEncoding:converting a message to symbolic form. Skill,attitude,knowledge, social-culture systemChannel:the medium through which a mess

21、age travels-selected by the sourceDecoding:retranslating a senders messageThe receiverFeedback loop:the final link in the process; puts the message back into the system as a check against misunderstanding 1.A Communication ModelThe sou2.Distortion & ApprehensionSource of distortion:7 componentCommun

22、ication Apprehension: undue tension & anxiety about oral,written communication,or both -more serious than that of people dread speaking in front of a groupOral apprehensive-expect to find suitable job. Teacher-a dominant requirement 2.Distortion & ApprehensionSouClass 9.Communication 9.2 Communicati

23、on fundamentals 1.Direction of Communication Downward-flow from one level of a group or organization to a lower leverupward- flow to a higher leverlateral-taking place among members of the same group,among individuals at the same level,among any horizontally equivalent personnel.Class 9.Communicatio

24、n 9.2 Com2. Communication network channels by which information flowsFormal network:task-related communications that follow the authority chain -common-small group Criteria Chain Wheel All-channel speed moderate fast fast accuracy high high moderate emergence of leader moderate high none member sati

25、sfaction moderate low highInformal network: the communication grapeline Studies:only 10% of people act as liaison Suggestion:1.announce timetable;2.explain inconsistency; 3.emphasize the downside,upside; 4.openly discuss worst case. 2. Communication network 3.Nonverbal CommunicationMessages conveyed

26、 through body movement,the intonations or emphasis we give to words,facial expressions,& the physical distance between the sender & receiverKinesics:the study of body motions -gestures,facial configurations,Body language linked with spoken language convey fuller meaning Actions speak louder than wor

27、ds3.Nonverbal CommunicationMessa4. Choice of channel Model of media richnessChannel richness: the amount of information that can be transmitted during a communication episode richest-leanestCapacity-handle multiple cues simultaneously; facilitate rapid feedback;be very personalmessage type:nonroutin

28、e,ambiguous-routine,clear information medium:face-to-face talk,phone call,E-mail,memos-letters,flyers-bulletins-general reports4. Choice of channel 5.Barriers to effective Communication Filtering:a senders manipulation of information so that it will be seen more favorably by the receiver-tell what h

29、e wants to hear (condense & synthesize);number of levelsselective perception:projecting their personal characteristics into communication as they encode or decode emotions:feelings at the time of receiptlanguage:mean different things to different people 5.Barriers to effective CommunClass 9.Communic

30、ation9.3 In practice: Effective employee communication in leading companies undergoing dramatic changeClass 9.Communication9.3 In pGuidance based on 10 leading companiesCEOs commitmentmanagers match actions to wordscommitment to 2-way communicationemphasis on face-to-face communicationshared respons

31、ibility for employee communicationdealing with bad newsmessage is shaped for its intended audiencetreat communication as an ongoing processGuidance based on 10 leading congoing process5 common activitiesManagers convey the rationale underlying decisionstimeliness is vitalcommunicate continuallylink

32、the big picture with the little picturedont dictate the way people should feel about the newsongoing process5 common activ8.4 Current issue in Communication barriers between women & men-men use talk to emphasize independence,status whereas women creating connection,intimacy;men are often more direct

33、 than woman“politically correct” Communication-cleansing words,sensitive to others feeling; less well understood,eliminating words; trade-off cross-culture communication-barrier by semantics, connotations,tone difference,different perceptionselectronic Communication8.4 Current issue in Communic爚瘍廫頿騻

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