管理学原理英文版版教学课件第9章.pptx

1、Fundamentals of Management Tenth Edition Chapter 9 Understanding Groups and Managing Work TeamsLearning Objectives9.1 Define group and describe the stages of group development.9.2 Describe the major concepts of group behavior.9.3 Discuss how groups are turned into effective teams.9.4 Discuss contemp

2、orary issues in managing teams.Learning Objective 9.1 Define group and describe the stages of group development.What Is a Group?Exhibit 9-1 Examples of Formal Work GroupsCommand groupsGroups that are determined by the organization chart and composed of individuals who report directly to a given mana

3、ger.Task groupsGroups composed of individuals brought together to complete a specific job task;their existence is often temporary because when the task is completed,the group disbands.Cross-functional teamsGroups that bring together the knowledge and skills of individuals from various work areas or

4、groups whose members have been trained to do each others jobs.Self-managed teamsGroups that are essentially independent and that,in addition to their own tasks,take on traditional managerial responsibilities,such as hiring,planning and scheduling,and evaluating performance.Learning Objective 9.2 Des

5、cribe the major concepts of group behavior.Stages of Group DevelopmentExhibit 9-2 Stages of Group DevelopmentGroup EffectivenessDoes a group become more effective as it progresses through the first four stages?Usually,but not alwaysGroup BehaviorNormsConformityExhibit 9-4 Examples of Cards Used in A

6、schs StudyStatus SystemsStatus:a prestige grading,position,or rank within a group.Group Size and Group BehaviorSmall Group Better At:(5-7 members)Completing tasks fasterFiguring out what to doGetting job doneLarge Group Better At:(12 or more members)Problem solvingFinding factsGaining diverse inputG

7、roup CohesivenessExhibit 9-3 Group Cohesiveness and ProductivityLearning Objective 9.3 Discuss how groups are turned into effective teams.Groups Versus TeamsExhibit 9-5 Groups versus TeamsTypes of Work Teams Problem solving teams Self-managed work teams Cross-functional teams Virtual teamsEffective

8、TeamsExhibit 9-6 Team Effectiveness ModelSource:Stephen P.Robbins and Timothy A.Judge,Organizational Behavior,14th edition,2011,p.319.Reprinted and electronically reproduced by permission of Pearson Education,Inc.,New York,NY.Team CompositionTeam Member RolesExhibit 9-7 Team Member RolesWork DesignK

9、ey work design elements:Autonomy Using a variety of skills Completing a whole and identifiable task Impact of task/project on othersTeam ProcessesVariables related to effectiveness:Common plan/purpose Specific goals Team efficacy Task conflict Minimal social loafingShaping Team Behavior Member selec

10、tion is key Teamwork trainingRewardsExternal rewards Promotions Pay raises Other forms of recognitionInherent rewards Camaraderie Personal development Helping teammatesLearning Objective 9.4 Discuss contemporary issues in managing teams.Contemporary IssuesExhibit 9-8 Global TeamsDrawbacksBenefits Di

11、sliking team members Greater diversity of ideas Mistrusting team members Limited groupthink Stereotyping Increased attention on understanding others ideas,perspectives,etc.Communication problemsBlank Stress and tensionBlankSource:Based on N.Adler,International Dimensions of Organizational Behavior,4

12、th ed.(Cincinnati,OH:Southwestern Cengage Publishing,2002),14147.Global Teams:Team Structure Conformity Status Social loafing CohesivenessGlobal Teams:Team Processes Communication issues Managing conflict Virtual teamsWhen Teams are Not the AnswerThree tests:1.Can the work be done better by more than one person?2.Does the work create a common purpose thats more than the sum of individual goals?3.Is there interdependence between tasks?