Chapter 16: Managing Groups and Teams Flashcards
command groups
individuals who report directly to the manager
task groups
brought together to complete a specific job task
cross-functional teams
marketers and financers working on marking project
self-managed teams
independent and responsibilities such as hiring, planning and performance evaluations
- forming stage
people join the group and then define the group’s purpose, structure, and leadership
- storming stage
assigning roles
- norming stage
know whos doing what and groups purpose
- performing stage
group works on the group task
- adjourning stage
wrapping up activities rather than task performance
External Conditions Imposed on the Group
- Organization’s strategy
- Authority relationships
- Formal rules and regulations
- Availability of resources
- Employee selection criteria
- Performance management system and culture
- General physical layout of the group’s workspace
group member resources
determines group performance and satisfaction
ex. knowledge, skills, personality
internal structure
shapes members’ behaviour and influences group performance
The structure defines:
- Roles
- Norms
- Conformity
- Status systems
- Group size
- Group cohesiveness
roles
adjust roles in different groups, and may lead to conflict
norms
standards or expectations: level of efficiency, amount of socializing time, and clothing
conformity
agree with everything, and results in group think
group think (conformity)
uses ideas of one person, and no feedback = poor decision-making
status systems
ranks determined by education, age, skills
important motivator which has consequences for group behaviour
group size
small group: for quick tasks
big groups: for big tasks
social loafing (group size)
disadv in working in groups: less effort into work bc yk people will do it or people not doing their fair share
group cohesiveness
determines group productivity, and how members like each other and share group’s goals
group process
concerns processes within: communication, decision making, and conflict management
group decision making
adv: more diversity, povs, solutions
disadv: takes too much time, group think, everyone is responsible
Traditional view of conflict
bad and must be avoided
Human relations view of conflict
natural and unavoidable
Interactionist view of conflict
necessary for a group to perform effectively
functional conflicts
support for goals and improve its performance
dysfunctional conflicts
prevent a group from achieving its goals
task conflict
over content and work goals
process conflict
over how work gets done
problem-solving team
from same department to solve specific problems
self-managed work team
no manager and is responsible for a complete work process
cross-functional teams
different experts working together
virtual team
working together online
effective team characteristics
- good communication
- trust
- int and ext support
3 Issues in managing teams today
- managing global teams
- building team skills
- understanding social networks
managing global teams
issues: • group member resources in global teams • group structure • group processes • manager’s role (same lang, managing conflict)
adv: diverse ideas and limited group think
disadv: mistrust and communication problems
building team skills
- managers use various exercises to develop specific aspects or skills of being on a team
- exercises help build strong team bonds
understanding social networks
help or hinder groups effectiveness
