管理學原理英文版版教學課件第9章

1、Fundamentals of ManagementTenth EditionChapter 9Understanding Groups and Managing Work TeamsFundamentals of ManagementTentLearning 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 effecti

2、ve teams. 9.4 Discuss contemporary issues in managing teams.Learning Objectives9.1 Define Learning Objective 9.1Define group and describe the stages of group development. Learning Objective 9.1Define gWhat Is a Group?Exhibit 9-1 Examples of Formal Work GroupsCommand groupsGroups that are determined

3、by the organization chart and composed of individuals who report directly to a given manager.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 teamsGro

4、ups that bring together the knowledge and skills of individuals from various work areas or 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

5、, such as hiring, planning and scheduling, and evaluating performance.What Is a Group?Exhibit 9-1 ExLearning Objective 9.2Describe the major concepts of group behavior. Learning Objective 9.2DescribeStages of Group DevelopmentExhibit 9-2 Stages of Group DevelopmentStages of Group DevelopmentExhGroup

6、 EffectivenessDoes a group become more effective as it progresses through the first four stages?Usually, but not alwaysGroup EffectivenessDoes a grouGroup BehaviorGroup BehaviorNormsNormsConformityExhibit 9-4 Examples of Cards Used in Aschs StudyConformityExhibit 9-4 ExamplesStatus SystemsStatus:a p

7、restige grading, position, or rank within a group.Status SystemsStatus: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 inputGroup Size a

8、nd Group BehaviorSGroup CohesivenessExhibit 9-3 Group Cohesiveness and ProductivityGroup CohesivenessExhibit 9-3 Learning Objective 9.3Discuss how groups are turned into effective teams. Learning Objective 9.3Discuss Groups Versus TeamsExhibit 9-5 Groups versus TeamsGroups Versus TeamsExhibit 9-5Typ

9、es of Work TeamsProblem solving teamsSelf-managed work teamsCross-functional teamsVirtual teamsTypes of Work TeamsProblem solEffective TeamsExhibit 9-6 Team Effectiveness ModelSource: Stephen P. Robbins and Timothy A. Judge, Organizational Behavior, 14th edition, 2011, p. 319. Reprinted and electron

10、ically reproduced by permission of Pearson Education, Inc., New York, NY.Effective TeamsExhibit 9-6 TeaTeam CompositionTeam CompositionTeam Member RolesExhibit 9-7 Team Member RolesTeam Member RolesExhibit 9-7 TWork DesignKey work design elements:AutonomyUsing a variety of skillsCompleting a whole a

11、nd identifiable taskImpact of task/project on othersWork DesignKey work design eleTeam ProcessesVariables related to effectiveness:Common plan/purposeSpecific goalsTeam efficacyTask conflictMinimal social loafingTeam ProcessesVariables relateShaping Team BehaviorMember selection is keyTeamwork train

12、ingShaping Team BehaviorMember seRewardsExternal rewardsPromotionsPay raisesOther forms of recognitionInherent rewardsCamaraderiePersonal developmentHelping teammatesRewardsExternal rewardsInherenLearning Objective 9.4Discuss contemporary issues in managing teams. Learning Objective 9.4Discuss Conte

13、mporary IssuesExhibit 9-8 Global TeamsDrawbacksBenefitsDisliking team membersGreater diversity of ideasMistrusting team membersLimited groupthinkStereotypingIncreased attention on understanding others ideas, perspectives, etc.Communication problemsBlankStress and tensionBlankSource: Based on N. Adle

14、r, International Dimensions of Organizational Behavior, 4th ed. (Cincinnati, OH: Southwestern Cengage Publishing, 2002), 14147.Contemporary IssuesExhibit 9-8Global Teams: Team StructureConformityStatusSocial loafingCohesivenessGlobal Teams: Team StructureCoGlobal Teams: Team ProcessesCommunication issuesManaging conflictVirtual teamsGlobal Teams: Team ProcessesCoWhen Teams are Not