團隊與小組管理課件

Chapter9

WorkTeam&Groups

StrategiesforSuccessfulTeamsChapter9

WorkTeam&Groups

1Groups&TeamsGroup-twoormorepeoplewithcommoninterestsorobjectives

Team-asmallnumberofpeoplewithcomplementaryskillswhoarecommittedtoacommonmission,performancegoals,andapproachforwhichtheyholdthemselvesmutuallyaccountableGroups&TeamsGroup-twoorm2CharacteristicsofaWell-Functioning,EffectiveGroupRelaxed,comfortable,informalatmosphereTaskwellunderstood&acceptedConsensusdecisionmakingPeopleexpressfeelings&ideasConflict&disagreementcenteraroundideasormethodsClearassignmentsmade&acceptedMemberslistenwell&participateGroupawareofitsoperation&functionCharacteristicsofaWell-Func3GroupBehaviorNormsofbehavior-thestandardsthataworkgroupusestoevaluatethebehaviorofitsmembersGroupcohesion-the“interpersonalglue”thatmakesmembersofagroupsticktogetherSocialloafing-thefailureofagroupmembertocontributepersonaltime,effort,thoughts,orotherresourcestothegroupLossofindividuality-asocialprocessinwhichindividualgroupmembersloseself-awareness&itsaccompanyingsenseofaccountability,inhibition,andresponsibilityforindividualbehaviorGroupBehaviorNormsofbehavio4GroupFormationFormalgroups-officialorassignedgroupsgatheredtoperformvarioustasksneedethnic,gender,cultural,andinterpersonaldiversityneedprofessionalandgeographicaldiversityInformalgroups-unofficialoremergentgroupsthatevolveintheworksettingtogratifyavarietyofmemberneedsnotmetbyformalgroupsGroupFormationFormalgroups-5StagesofGroupFormationMutualacceptanceFocusisontheinterpersonalrelationsamongthemembersDecisionmakingFocusisondecisionmakingactivitiesrelatedtotasksMotivation&commitmentFocusonself-andgroup-motivation,execution,achievementControl&sanctionsFocusoneffective,efficientunitStagesofGroupFormationMutua6JoiningGroupsSecurityStatusSelf-EsteemAffiliationPowerGoalAchievementJoiningGroupsSecurity7Prestage1StageIFormingStageIIStormingStageIIINormingStageIVPerformingStageVAdjourningStagesofGroupDevelopmentPrestage1StageIStageIIStage8GroupBehaviorModel

ExternalConditionsImposedontheGroupGroupMemberResourcesGroupStructureGroupProcessGroupTaskPerformanceandSatisfactionGroupBehaviorModel

External9ExternalConditionsImposedontheGroupOrganizationalStrategyAuthorityStructuresFormalRegulationsOrganizationalResourcesPersonnelSelectionsProcessOrganizationalCulturePhysicalWorkSettingExternalConditionsImposedon10GroupLeadersDepartmentManagerSupervisorsForemanProjectLeadersTaskForceHeadChairpersonChiefExecutiveOfficer(CEO)GroupLeadersDepartmentManage11GroupRolesDefinition:Setofexpectedbehaviorpattern,attributedtosomeoneoccupyingagivenpositioninasocialunitRoleIdentityRolePerceptionRoleExpectationsRoleConflictGroupRolesDefinition:12TypesofTeamsProblemsolving-qualitycircleSelf-managedworkteams-mayresultinreductionofmanagerialpositionsCross-functional-samelevelbutdifferentworkareasTypesofTeamsProblemsolving13?Cross-functionalProblem-SolvingSelf-managedTypesofTeams?Cross-functionalProblem-Solvi14WorkGroupsWorkTeamsShareInformationNeutral(sometimesNegative)IndividualRandom&VariedCollectivePerformancePositiveIndividual&MutualComplementaryGoalSynergyAccountabilitySkillsComparingWork

GroupsandWorkTeamsWorkGroupsWorkTeamsShareInf15GroupsPassThroughTask-OrientedandRelationship-OrientedStages.SomeGroupsGetStuckatCertainStagesandBecomeDysfunctionalOrientationtoTaskTestingandDependenceIntragroupConflictEmotionalResponsetotheDemandsoftheTaskOpenExchangeofRelevantInformationEmergenceofaSolutionDevelopmentofGroupCohesionFunctionalRolesEmergeDissolutionofGroupSTAGE1Orientation(Forming)STAGE5Termination(Adjourning)STAGE2Redefinition(Storming)STAGE3Coordination(Norming)STAGE4Formalization(Performing)GroupsPassThroughTask-Orien16GroupsChangeTheirWaysofWorkingatMidstream,FocusingMoreClearlyonTheirGoalandBecomingMoreEffectivePROJECTSTARTSTRANSITIONPROJECTDEADLINEPerformOriginalBehaviorsDropOldBehaviors

PerformNew,MoreEffectiveBehaviors0%50%100%TIMEEXPENDEDGroupsChangeTheirWaysofWo17ManagersShouldConsiderSixFactorsinChoosingGrouporIndividualDecisionMakingFactorGroupIndividualTypeofproblemortaskAcceptanceofdecisionQualityofthesolutionCharacteristicsofindividualsWhendiverseknowledgeandskillsarerequiredWhenacceptancebygroupmembersisvaluedWhentheinputofseveralgroupmemberscanim-provethesolutionWhengroupmembershaveexperiencedworkingtogetherWhenefficiencyisdesiredWhenacceptanceisnotimportantWhena“bestmember”canbeidentifiedWhenindividualscannotcollaborateManagersShouldConsiderSixF18ManagersShouldConsiderSixFactorsinChoosingGrouporIndividualDecisionMaking(Cont.)FactorGroupIndividualOrganizationalcultureAmountoftimeavailableWhentheculturesupportsgroupproblemsolvingWhenrelativelymoretimeisavailableWhencultureiscompetitiveWhenrelativelylittletimeisavailableTable6-1bManagersShouldConsiderSixF19Cohesiveness&ProductivityHighlycohesivegroupsaregenerallymoreproductiveCohesivenessreducestensionandprovidesasupportiveenvironmentGroupnormsplayanimportantroleincohesivenessCohesiveness&ProductivityHig20SettingStandardsMissionValuesLogisticalArrangementsDecisionMakingConflictGroupmembershelptodevelop,follow,andenforcetherules,policies,andproceduresofthegroup.Suchrulesmayrangefromsimpleones,likebeginningontime,tomorecomplexpolicies,suchasprocedurestoarriveatconsensus.SettingStandardsMissionGroup21GroupCohesivenessTimeSpentTogetherSeverityofInitiationGroupSizeExternalThreatsPreviousSuccessesGroupCohesivenessTimeSpentT22GroupthinkGroupthink23IrvingJanis’ModelAntecedentConditions+Cohesiveness

GroupthinkSymptoms

GroupthinkSymptoms

LowProbabilityofSuccessIrvingJanis’ModelAntecedent24GroupthinkCharacteristicsPowerfulSocialPressuresConcurrenceSeekingDehumanizingSolutionsSuppressionofDeviantThoughtsStressGroupthinkCharacteristicsPowe25ManagersShouldAvoidGroupthinkinMakingDecisionsWithGroupsSymptomDescriptionInvulnerabilityRationalizationMoralityStereotypingPressureMembersfeeltheyaresafeandprotectedfromdangers,ostracism,orineffectiveaction.Membersignorewarningsbyrationalizingtheirownorothers’behavior.Membersbelievetheiractionsareinherentlymoralandethical.Membersviewopponentsastrulyevilorstupidandthusunworthyoforincompetentatnegotiationsarounddifferencesinbeliefsorpositions.Memberspressureallindividualsinthegrouptoconformtothegroup’sdecision;theyallownoquestioningorarguingofalternatives.ManagersShouldAvoidGroupthi26ManagersShouldAvoidGroupthinkinMakingDecisionsWithGroups(Cont.)SymptomDescriptionSelf-censorshipUnanimity“Mindguarding”Membersdonotquestionthegroup’sdecision.Membersperceivethateveryoneinthegrouphasthesameview.Membersmaykeepadverseinformationfromothermembersthatmightruintheirperceptionsofconsensusandtheeffectivedecision.Table6-2bManagersShouldAvoidGroupthi27MajorChangesinLeadershipOccurasTeamsBecomeSelf-DirectedSTAGE1STAGE2STAGE3STAGE4STAGE5Start-UpSateofConfusionLeader-CenteredTeamsTightlyFormedTeamsSelf-DirectedTeamsMajorChangesinLeadershipOc28MangersCanUseThreePointsofLeveragetoEnhanceGroupTaskPerformancePointsofLeverageProcessCriteriaofEffectivenessGroupStructureOrganizationalContextCoachingandConsultationAmpleeffortSufficientknowl-edgeandskillMotivationalstruc-tureofgrouptaskGroupcompositionOrganizationalrewardsystemOrganizationaleducationsystemRemedyingcoor-dinationproblemsandbuildinggroupcommitmentRemedyinginap-propriate“weight-ing”ofmemberinputsandfoster-ingcross-trainingMangersCanUseThreePointso29MangersCanUseThreePointsofLeveragetoEnhanceGroupTaskPerformance(Cont.)PointsofLeverageProcessCriteriaofEffectivenessGroupStructureOrganizationalContextCoachingandConsultationTask-appropriateperformancestrategiesGroupnormsthatregulatememberbehaviorandfosterscanningandplan-ningOrganizationalinformationsystemRemedyingimple-mentationprob-lemsandfosteringcreativityinstrat-egydeploymentTable6-3bMangersCanUseThreePointso30DiverseTeamsOfferBothAdvantagesandDisadvantagesintheWorkplaceAdvantagesDisadvantagesIncreasednumberofperspectivesMultipleinterpretationslikelyGreateropennesstonewideasIncreasedflexibilityIncreasedcreativityImprovedproblemsolvingImprovedunderstandingofforeignemployeesorcustomersIncreasedambiguityIncreasedcomplexityIncreasedconfusionIncreasedmistrustPotentialmiscommunicationDifficultyinreachingagreementsDifficultyinreconcilingdiverseperspectivesDifficultyinreachingconsensusDecreasedgroupcohesionTable6-4DiverseTeamsOfferBothAdvan31DifferencesthatInfluencePerceptions,Which,inTurn,InfluenceIntergoupRelationsATTITUDINALSETSCompetitiveCooperativeSTATUSDIFFERENCESPERCEPTIONSINTERGROUPRELATIONSORIENTATIONGoalsTimeSocialDifferencesthatInfluencePer32RelationsofTasks&ConflictINDEPENDENCEDEPENDENCEINTERDEPENDENCETASKBTASKBTASKBTASKATASKATASKARelationsofTasks&ConflictI33MangersShouldBewareofTheseTypesofNegotiators,WhoDeliberatelyChooseaStyleThatUsesTheseParticularTacticsTypeMethodTheaggressive-openernegotiatorThelong-pausenegotiatorThemockingnegotiatorDiscomforttheothersidebymakingcuttingremarksabouttheirpreviousperformance,theirnumbers,theirunreasonableness,oranythingthatcanbeusedtoinsinuatethattheoppositionishardlyworthspeakingto.Listentotheothersidebutdonotanswertheirprop-ositionsimmediatelybutratherappeartogivethemconsiderablethoughtwiththeresultthatlongsilencesensueforthepurposeofgettingtheothertorevealasmuchoftheircaseaspossiblewithoutrevealingyourown.Mockandsneeratyouropposition’sproposalstogettheothersideso“uptight”thattheysaysomethingthattheywillregretlater.MangersShouldBewareofThese34(Cont.)TypeMethodTheinterrogatorThecloak-of-reason-ablenessnegotiatorThedivide-and-conquernegotiatorMeetallproposalswithsearching,proddingquestionsthatarecouchedinsuchawaythattheoppositionfeelsthattheyhavenotthoroughlydonetheirhome-work.Challengeanyanswersinaconfrontingmannerandasktheoppositiontoexplainfurtherwhattheymean.Appeartobeagreeableandhelpfulwhilemakingimpossibledemandsforthepurposeofwinningthefriendshipandconfidenceoftheopposition.Producedissensionamongtheoppositionsothattheyhavetopaymoreattentiontotheirowninternaldis-agreementsratherthanthedisagreementswithyourside.Allywithonememberoftheteamandtrytoplayhimorheroffagainsttheothermembersoftheteam.(Cont.)TypeMethodTheinterroga35(Cont.)TypeMethodTheBillyBunternegotiatorPretendtobeparticularlydenseand,bysodoing,exasperatetheoppositioninhopsthatatleastonememberoftheopposingteamwillrevealinformationashetriestofindincreasinglysimplewaystodescribeproposals,witheachproposalbeingelaboratedandamplifiedsothatBillyBuntercanunderstandit.(Cont.)TypeMethodTheBillyBun36FourCategoriesofRolesGroupTaskRoles:roleswhichfacilitatetheselectionanddefinitionofacommonproblemandsolution.GroupBuildingandMaintenance:roleswhichincreasethefunctioningofthegroupasagroup.IndividualRoles:roleswhichareorientedtowardthesatisfactionofindividual’sneeds.CreativeRoles:roleswhichinvolveusingcreativitytoidentifypossiblesolutions.FourCategoriesofRolesGroup37GroupTaskRolesGroupTaskRoles38TheInitiator-ContributorSuggestsorproposesnewideasmayincludethesuggestion:foranewgroupanewwaytoviewaproblemanewwaytoaddressaproblemwithinthegroupanewprocedureforthegroupanewwaytoorganizethegroupTheInitiator-ContributorSugg39TheInformationSeekerSeeksclarificationofsuggestionsmadeintermsoftheirfactualadequacy,forauthoritativeinformationandfacetspertinenttotheproblembeingdiscussed.TheInformationSeekerSeekscl40TheOpinionSeekerAsksnotprimarilyforthefactsofthecasebutforaclarificationofthevaluespertinenttowhatthegroupisundertakingorofvaluesinvolvedinasuggestionmadeorinalternativesuggestions.TheOpinionSeekerAsksnotpr41TheInformationGiverOffersfactsorgeneralizationswhichare“authoritative”orrelateshisownexperiencepertinentlytothegroupproblem.TheInformationGiverOffersfa42TheOpinionGiverStateshis/herbelieforopinionpertinentlytoasuggestionmadeortoalternativesuggestions.Theemphasisisonhis/herproposalofwhatshouldbecomethegroup’sviewofpertinentvalues,notprimarilyuponrelevantfactsorinformation.TheOpinionGiverStateshis/he43TheCoordinatorShowsorclarifiestherelationshipsamongvariousideasandsuggestionsTriestopullideasandsuggestionstogetherTriestocoordinatetheactivitiesofvariousmembersTheCoordinatorShowsorclarif44TheEvaluator-CriticSubjectstheaccomplishmentsofthegrouptosomestandardorsetofstandardsofgroupfunctioninginthecontextofthegrouptask.Myevaluatethe“practicality”,“l(fā)ogic”,“Facts”,or“procedures”TheEvaluator-CriticSubjects45TheEnergizerProdsthegrouptoactionordecision.Attemptstostimulateorarousethegrouptogreaterorhigherqualitywork.TheEnergizerProdsthegroupt46TheRecorderWritesdownsuggestions.Makesarecordofgroupdecisions(maybedownviamemory).Therecorderroleisthe“groupmemory.”TheRecorderWritesdownsugges47GroupBuildingandMaintenanceRolesGroupBuildingandMaintenance48TheEncouragerPraises,agreeswithandacceptsthecontributionsofothers.Indicateswarmth,solidarityinattitudetowardothers.Offerscommendationandpraiseinvariouswaysandindicatesacceptanceofothers,TheEncouragerPraises,agrees49TheHarmonizerMediatesthedifferencesbetweenmembersAttemptstoreconciledisagreements.Relievestensioninconflictsituations.TheHarmonizerMediatesthedif50TheCompromiserOperatesfromwithinaconflictinwhichhis/herideasorpositionisinvolved.Mayoffercompromisebyyieldingstatus,admittingerror,orbycoming“halfway”inmeetinganother.TheCompromiserOperatesfromw51TheGate-Keeper&ExpediterAttemptstokeepcommunicationopenbyfacilitatingparticipationofothers.Proposesregulationoftheflowofcommunication.TheGate-Keeper&ExpediterAtt52TheFollowerGoesalongwiththemovementofthegroup.Passivelyacceptstheideasofothers.Servesasanaudienceforothersinthegroupaswellasforgroupdiscussionanddecision.TheFollowerGoesalongwithth53Attemptsbyindividualstosatisfypersonalneeds.Numeroustypes-fromSociologyandPsychology.IndividualRolesAttemptsbyindividualstosat54TheMonopolistDef:Onewhochattersonincessantlyduetoanxietywhensilent.Effect:Groupgetsconcerned,thenfrustratedandangry.Maybeafraidtoconfrontbecausethentheymustfillthevoid.TheMonopolistDef:Onewhocha55Help-RejectingComplainerDef.:requestshelpthanrejects;takesproblemininsolvabilityofproblems;blamesauthority,conflictedaboutdependencyfeelinghelplessanddistrusting.Effects:seenasgreedyanduserofgroupenergy;membersbecomebored,confused,irritatedandfrustrated.Help-RejectingComplainerDef.:56Self-RighteousMoralistDef.:strongneedtoberight.Demonstratessuperiorityviapoiseandunconcernedaboutbeingliked.Deepunderlyingshame.Effect:mobilizessomuchresentmentthatmaybeforcedoutofthegroup.Self-RighteousMoralistDef.:s57CreativeGroupRolesCreativeGroupRoles58IdeaGeneratorLookfornewwaystodothings.Tendtofocusonlyonideasandconcepts.Areresultdriven.IdeaGeneratorLookfornewway59DesignersSeethebigpicture.Provideguidanceandtools.Defineperformancestandards.Identifyresourcesneededtocompleteprojects.DesignersSeethebigpicture.60PromotersVisualizeendresult.Optimistic.Promoteideasandgivemomentum.PromotersVisualizeendresult.61ManagersCanUseThisChecklisttoDiagnosetheRolesPlayedbyEachTeamMemberTASKORIENTEDMAINTENANCEINDIVIDUALAgendaSetterAnalyzerCoordinatorEvaluatorInformationGiverInformationSeekerIntuitorOtherEncouragerFollowerGatekeeperGroupObserverHarmonizerStandardSetterOtherAvoiderBlockerClownDominatorRecognitionSeekerOtherManagersCanUseThisChecklis62GroupNormsAcceptablestandardsofbehavior,thataresharedbythegroup’smembers.FormalNormsexplicitlystatedInformalNormshabitbecomesnormGroupNormsAcceptablestandard63CommonClassesofNormsPerformancerelatedprocessesAppearancefactorsInformalsocialarrangementsAllocationofresourcesCommonClassesofNormsPerform64BehaviorscanbecomeNormsCriticaleventsingroup’shistoryPrimacyCarry-overfrompastsituationsExplicitstatementsmadebyagroupsmemberBehaviorscanbecomeNormsCrit65Reasonsabehaviormightbecomea“norm”Tofacilitatethegroup’ssurvival.Ifitincreasesthepredictabilityofgroupmembers’behaviors.Toreduceembarrassinginterpersonalproblemsforgroupmembers.Toallowmemberstoexpresscentralvaluesofthegroup.Toclarifywhatisdistinctiveaboutthegroup’sidentity.Reasonsabehaviormightbecom66StatusSociallydefinedpositionorrankgiventogroupsorgroupmembersbyothers“Inthestatushierarchyoflife,nothingdoesn’tmatter.”Examples:titles,relationships,pay&benefits,workschedules,officeamenitiesStatusSociallydefinedpositio67GroupSizeGroupswithanoddnumbertendtoperformbetterGroupsof5-7seemtobea“happymedium”SmallergroupsfasterLargergroupsbetterdecisions“socialloafing”GroupSizeGroupswithanoddn68EliminatingSocialLoafingMakeeachperformeridentifiable.PublicPostingInterestingWorkRewardsforContributionsPunishmentThreatsEliminatingSocialLoafingMake69SatisfactionisHigherSmallgroupsUniformstatusandnormsamonggroupmembersUsehigherlevelskillsMeaningfulworkSignificanteffectofoutcomesPositivefeedbackWhengroupsexperiencesubstantialautonomySatisfactionisHigherSmallgr70PositiveBehaviorsMaking“I”statementssuchas“Ifeel,”“Ithink,”“Ineed.”Activelylisteningtopromotetwo-waycommunication.Respectingothers’needs,feelings,andrightsbyallowingotherstodisagree.Sharinginformationandexpertiseopenly.PositiveBehaviorsMaking“I”s71NegativeBehaviorsUnwillingnesstosetasidepersonalagendas.Aggressivelyusing“always”or“never”tointimidateothers.Displayinganegativeattitude.Judgingothers.Wantingtobeastarratherthanpartoftheprocess.NegativeBehaviorsUnwillingnes72MatureGroupCharacteristicsPurposeandMissionMaybeassignedormayemergefromthegroupGroupoftenquestions,reexamines,&modifiesmission&purposeMissionconvertedintospecificagenda,cleargoals,&asetofcriticalsuccessfactorsMatureGroupCharacteristicsPu73MatureGroupCharacteristicsBehavioralNorms-well-understoodstandardsofbehaviorwithinagroupFormal&writtenGroundrulesformeetingsInformalbutunderstoodIntra-groupsocializingDresscodesMatureGroupCharacteristicsBe74MatureGroupCharacteristicsGroupcohesion-interpersonalattractionbindinggroupmemberstogetherEnablesgroupstoexerciseeffectivecontroloverthemembersGroupswithhighcohesivenessdemonstratelowertension&anxietydemonstratelessvariationinproductivitydemonstratebettermembersatisfaction,commitment&communicationMatureGroupCharacteristicsGr75Cohesiveness&

Work-RelatedTensionGroupCohesivenessfromlowtohigh7165265571912Numberofgroups“Doesyourworkevermakeyoujumpyornervous?”FromS.E.Seashore,GroupCohesivenessintheIndustrialWorkForce,1954.ResearchconductedbyStanleyE.SeashoreattheInstituteforSocialResearch,UniversityofMichigan.Reprintedbypermission.Cohesiveness&

Work-RelatedT76MatureGroupCharacteristicsStatusstructure-thesetofauthority&taskrelationsamongagroup’smembersHierarchicaloregalitarianOftenleadershipissharedDiversitystylesContributorCollaboratorCommunicatorChallengerData/InfoMissionFacilitatorDevil’sadvocateMatureGroupCharacteristicsSt77Goodwhenperformingcomplicated,complex,inter-relatedand/ormorevoluminousworkthanonepersoncanhandleGoodwhenknowledge,talent,skills,&abilitiesaredispersedacrossorganizationalmembersEmpowerment&collaboration;notpower&competitionWhyTeams?Goodwhenperformingcomplicat78QualityCircles&TeamsQualitycircles(QC)-asmallgroupofemployeeswhoworkvoluntarilyoncompanytime,typicallyonehourperweek,toaddresswork-relatedproblemsQC’sdealwithsubstantiveissuesDonotrequirefinaldecisionauthorityQC’sneedperiodicreenergizingQualityteam-ateamthatispartofanorganization’sstructure&isempoweredtoactonitsdecisionsregardingproduct&qualityserviceQualityCircles&TeamsQuality79SocialBenefitsofTeamsPsychologicalintimacy-emotional&psychologicalclosenesstootherteamorgroupmembersIntegratedintimacy-closenessachievedthroughtasks&activitiesSocialBenefitsofTeamsPsycho80TeamTaskFunctionsTaskfunctions-thoseactivitiesdirectlyrelatedtotheeffectivecompletionoftheteam’sworkInitiateactivitiesDiagnoseproblemsCoordinateactivitiesElaborateconceptsSummarizeideasEvaluateeffectivenessGiveinformationTestideasSeekinformationTeamTask