Transcript Chapter 10 PowerPoint

10-1
McGraw-Hill/Irwin
© 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.
C
HAPTER
T
EN
Groups,Teams, and
Their Leadership
Differences Between
Organizations and Groups
10-3
• An organization can be so large that most
members do not know most of the other
people within it.
• Groups are small and immediate enough to
impact both feelings and self image.
• People tend to be more psychologically
invested with groups to which they belong.
• Certain psychological needs are better
satisfied by groups.
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© 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.
Six Basic Concepts For
Understanding Group Perspective
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10-4
Group size
Stages of group development
Roles
Norms
Communication
Cohesion
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10-5
Implications Of Group Size
• Leader emergence is partially a
function of group size.
• As groups become larger, cliques are
more likely to form, and many
intergroup conflicts are the result of
cliques.
• Group size can affect a leader’s
behavioral style.
• Group size affects group
effectiveness.
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10-6
Developmental Stages Of Groups
Forming
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Storming
Norming
Performing
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10-7
Task Roles In Groups
• Initiating: defining the problem, suggesting
activities, assigning tasks.
• Information seeking: asking questions, seeking
relevant data or views.
• Information sharing: providing data, offering
opinions.
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10-8
Task Roles In Groups, continued
• Summarizing: reviewing and integrating others’
points, checking for common understanding and
readiness for action.
• Evaluating: assessing validity of assumptions,
quality of information, reasonableness of
recommendations.
• Guiding: keeping group on track.
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10-9
Relationship Roles In Groups
• Harmonizing: resolving interpersonal
conflicts, reducing tension.
• Encouraging: supporting and praising
others, showing appreciation for other's
contributions, being warm and friendly.
• Gatekeeping: assuring even participation
by all group members, making sure that
everyone has a chance to be heard and
that no individual dominates.
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Why Group Cohesion Does Not
Always Lead To Higher Performance
10-10
• A highly cohesive but unskilled team is
still an unskilled team.
• A cohesive group may develop goals
that are contrary to the larger
organization’s goals.
• Overbounding: groups can
become so cohesive that they
erect fences and boundaries
between themselves and others.
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Why Group Cohesion Does Not Always Lead To
Higher Performance, continued
10-11
• Group think: highly cohesive groups often
become more concerned with unanimity
than in objective appraisals.
• Ollieism: overzealous group members
may perform illegal actions because they
believe it will please their leaders.
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© 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.
Differences Between Groups and
Teams
10-12
• Team members usually have a
stronger sense of identification among
themselves than group members do.
• Teams have common goals or tasks.
• Task interdependence typically is
greater with teams than with groups.
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10-13
Organizational Shells
Environment
Environment
Industry
Organization
Group
formation
Team
at work
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Ginnett’s Team Effectiveness
Leadership Model
10-14
Team Leadership
Design
Industry
Feedback on team effectiveness
0-4 Control System
Team Design
T-1 Task
T-2 Composition
T-3 Norms
T-4 Authority
Process Criteria
P-1 Effort
P-2 Knowledge & Skills
P-3 Strategy
P-4 Group Dynamics
I-1 Interests/Motivation
I-2 Skills/Abilities
I-3 Values/Attitudes
Self-efficacy
Team Effectiveness
Outcome acceptable to
stakeholders
Future capability of team
Individual satisfaction
Material Resources
Feedback
Feedback
Feedback
Individual Inputs
Feedback
0-1 Reward Systems
0-2 Education Systems
0-3 Information Systems
Feedback
Dream
Organizational Inputs
Development
Environment
I-4 Interpersonal Behavior
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