團(tuán)隊(duì)與小組管理 英文

Chapter9

WorkTeam&Groups

StrategiesforSuccessfulTeamsGroups&TeamsGroup-twoormorepeoplewithcommoninterestsorobjectives

Team-asmallnumberofpeoplewithcomplementaryskillswhoarecommittedtoacommonmission,performancegoals,andapproachforwhichtheyholdthemselvesmutuallyaccountableCharacteristicsofaWell-Functioning,EffectiveGroupRelaxed,comfortable,informalatmosphereTaskwellunderstood&acceptedConsensusdecisionmakingPeopleexpressfeelings&ideasConflict&disagreementcenteraroundideasormethodsClearassignmentsmade&acceptedMemberslistenwell&participateGroupawareofitsoperation&functionGroupBehaviorNormsofbehavior-thestandardsthataworkgroupusestoevaluatethebehaviorofitsmembersGroupcohesion-the“interpersonalglue”thatmakesmembersofagroupsticktogetherSocialloafing-thefailureofagroupmembertocontributepersonaltime,effort,thoughts,orotherresourcestothegroupLossofindividuality-asocialprocessinwhichindividualgroupmembersloseself-awareness&itsaccompanyingsenseofaccountability,inhibition,andresponsibilityforindividualbehaviorGroupFormationFormalgroups-officialorassignedgroupsgatheredtoperformvarioustasksneedethnic,gender,cultural,andinterpersonaldiversityneedprofessionalandgeographicaldiversityInformalgroups-unofficialoremergentgroupsthatevolveintheworksettingtogratifyavarietyofmemberneedsnotmetbyformalgroupsStagesofGroupFormationMutualacceptanceFocusisontheinterpersonalrelationsamongthemembersDecisionmakingFocusisondecisionmakingactivitiesrelatedtotasksMotivation&commitmentFocusonself-andgroup-motivation,execution,achievementControl&sanctionsFocusoneffective,efficientunitJoiningGroupsSecurityStatusSelf-EsteemAffiliationPowerGoalAchievementPrestage1StageIFormingStageIIStormingStageIIINormingStageIVPerformingStageVAdjourningStagesofGroupDevelopmentGroupBehaviorModel

ExternalConditionsImposedontheGroupGroupMemberResourcesGroupStructureGroupProcessGroupTaskPerformanceandSatisfactionExternalConditionsImposedontheGroupOrganizationalStrategyAuthorityStructuresFormalRegulationsOrganizationalResourcesPersonnelSelectionsProcessOrganizationalCulturePhysicalWorkSettingGroupLeadersDepartmentManagerSupervisorsForemanProjectLeadersTaskForceHeadChairpersonChiefExecutiveOfficer(CEO)GroupRolesDefinition:Setofexpectedbehaviorpattern,attributedtosomeoneoccupyingagivenpositioninasocialunitRoleIdentityRolePerceptionRoleExpectationsRoleConflictTypesofTeamsProblemsolving-qualitycircleSelf-managedworkteams-mayresultinreductionofmanagerialpositionsCross-functional-samelevelbutdifferentworkareas?Cross-functionalProblem-SolvingSelf-managedTypesofTeamsWorkGroupsWorkTeamsShareInformationNeutral(sometimesNegative)IndividualRandom&VariedCollectivePerformancePositiveIndividual&MutualComplementaryGoalSynergyAccountabilitySkillsComparingWorkGroupsandWorkTeamsGroupsPassThroughTask-OrientedandRelationship-OrientedStages.SomeGroupsGetStuckatCertainStagesandBecomeDysfunctionalOrientationtoTaskTestingandDependenceIntragroupConflictEmotionalResponsetotheDemandsoftheTaskOpenExchangeofRelevantInformationEmergenceofaSolutionDevelopmentofGroupCohesionFunctionalRolesEmergeDissolutionofGroupSTAGE1Orientation(Forming)STAGE5Termination(Adjourning)STAGE2Redefinition(Storming)STAGE3Coordination(Norming)STAGE4Formalization(Performing)GroupsChangeTheirWaysofWorkingatMidstream,FocusingMoreClearlyonTheirGoalandBecomingMoreEffectivePROJECTSTARTSTRANSITIONPROJECTDEADLINEPerformOriginalBehaviorsDropOldBehaviorsPerformNew,MoreEffectiveBehaviors0%50%100%TIMEEXPENDEDManagersShouldConsiderSixFactorsinChoosingGrouporIndividualDecisionMakingFactorGroupIndividualTypeofproblemortaskAcceptanceofdecisionQualityofthesolutionCharacteristicsofindividualsWhendiverseknowledgeandskillsarerequiredWhenacceptancebygroupmembersisvaluedWhentheinputofseveralgroupmemberscanim-provethesolutionWhengroupmembershaveexperiencedworkingtogetherWhenefficiencyisdesiredWhenacceptanceisnotimportantWhena““bestmember”canbeidentifiedWhenindividualscannotcollaborateManagersShouldConsiderSixFactorsinChoosingGrouporIndividualDecisionMaking(Cont.)FactorGroupIndividualOrganizationalcultureAmountoftimeavailableWhentheculturesupportsgroupproblemsolvingWhenrelativelymoretimeisavailableWhencultureiscompetitiveWhenrelativelylittletimeisavailableTable6-1bCohesiveness&ProductivityHighlycohesivegroupsaregenerallymoreproductiveCohesivenessreducestensionandprovidesasupportiveenvironmentGroupnormsplayanimportantroleincohesivenessSettingStandardsMissionValuesLogisticalArrangementsDecisionMakingConflictGroupmembershelptodevelop,follow,andenforcetherules,policies,andproceduresofthegroup.Suchrulesmayrangefromsimpleones,likebeginningontime,tomorecomplexpolicies,suchasprocedurestoarriveatconsensus.GroupCohesivenessTimeSpentTogetherSeverityofInitiationGroupSizeExternalThreatsPreviousSuccessesGroupthinkIrvingJanis’’ModelAntecedentConditions+CohesivenessGroupthinkSymptomsGroupthinkSymptomsLowProbabilityofSuccessGroupthinkCharacteristicsPowerfulSocialPressuresConcurrenceSeekingDehumanizingSolutionsSuppressionofDeviantThoughtsStressManagersShouldAvoidGroupthinkinMakingDecisionsWithGroupsSymptomDescriptionInvulnerabilityRationalizationMoralityStereotypingPressureMembersfeeltheyaresafeandprotectedfromdangers,ostracism,orineffectiveaction.Membersignorewarningsbyrationalizingtheirownorothers’’behavior.Membersbelievetheiractionsareinherentlymoralandethical.Membersviewopponentsastrulyevilorstupidandthusunworthyoforincompetentatnegotiationsarounddifferencesinbeliefsorpositions.Memberspressureallindividualsinthegrouptoconformtothegroup’sdecision;theyallownoquestioningorarguingofalternatives.ManagersShouldAvoidGroupthinkinMakingDecisionsWithGroups(Cont.)SymptomDescriptionSelf-censorshipUnanimity“Mindguarding”Membersdonotquestionthegroup’sdecision.Membersperceivethateveryoneinthegrouphasthesameview.Membersmaykeepadverseinformationfromothermembersthatmightruintheirperceptionsofconsensusandtheeffectivedecision.Table6-2bMajorChangesinLeadershipOccurasTeamsBecomeSelf-DirectedSTAGE1STAGE2STAGE3STAGE4STAGE5Start-UpSateofConfusionLeader-CenteredTeamsTightlyFormedTeamsSelf-DirectedTeamsMangersCanUseThreePointsofLeveragetoEnhanceGroupTaskPerformancePointsofLeverageProcessCriteriaofEffectivenessGroupStructureOrganizationalContextCoachingandConsultationAmpleeffortSufficientknowl-edgeandskillMotivationalstruc-tureofgrouptaskGroupcompositionOrganizationalrewardsystemOrganizationaleducationsystemRemedyingcoor-dinationproblemsandbuildinggroupcommitmentRemedyinginap-propriate““weight-ing”ofmemberinputsandfoster-ingcross-trainingMangersCanUseThreePointsofLeveragetoEnhanceGroupTaskPerformance(Cont.)PointsofLeverageProcessCriteriaofEffectivenessGroupStructureOrganizationalContextCoachingandConsultationTask-appropriateperformancestrategiesGroupnormsthatregulatememberbehaviorandfosterscanningandplan-ningOrganizationalinformationsystemRemedyingimple-mentationprob-lemsandfosteringcreativityinstrat-egydeploymentTable6-3bDiverseTeamsOfferBothAdvantagesandDisadvantagesintheWorkplaceAdvantagesDisadvantagesIncreasednumberofperspectivesMultipleinterpretationslikelyGreateropennesstonewideasIncreasedflexibilityIncreasedcreativityImprovedproblemsolvingImprovedunderstandingofforeignemployeesorcustomersIncreasedambiguityIncreasedcomplexityIncreasedconfusionIncreasedmistrustPotentialmiscommunicationDifficultyinreachingagreementsDifficultyinreconcilingdiverseperspectivesDifficultyinreachingconsensusDecreasedgroupcohesionTable6-4DifferencesthatInfluencePerceptions,Which,inTurn,InfluenceIntergoupRelationsATTITUDINALSETSCompetitiveCooperativeSTATUSDIFFERENCESPERCEPTIONSINTERGROUPRELATIONSORIENTATIONGoalsTimeSocialRelationsofTasks&ConflictINDEPENDENCEDEPENDENCEINTERDEPENDENCETASKBTASKBTASKBTASKATASKATASKAMangersShouldBewareofTheseTypesofNegotiators,WhoDeliberatelyChooseaStyleThatUsesTheseParticularTacticsTypeMethodTheaggressive-openernegotiatorThelong-pausenegotiatorThemockingnegotiatorDiscomforttheothersidebymakingcuttingremarksabouttheirpreviousperformance,theirnumbers,theirunreasonableness,oranythingthatcanbeusedtoinsinuatethattheoppositionishardlyworthspeakingto.Listentotheothersidebutdonotanswertheirprop-ositionsimmediatelybutratherappeartogivethemconsiderablethoughtwiththeresultthatlongsilencesensueforthepurposeofgettingtheothertorevealasmuchoftheircaseaspossiblewithoutrevealingyourown.Mockandsneeratyouropposition’’sproposalstogettheothersideso““uptight””thattheysaysomethingthattheywillregretlater.(Cont.)TypeMethodTheinterrogatorThecloak-of-reason-ablenessnegotiatorThedivide-and-conquernegotiatorMeetallproposalswithsearching,proddingquestionsthatarecouchedinsuchawaythattheoppositionfeelsthattheyhavenotthoroughlydonetheirhome-work.Challengeanyanswersinaconfrontingmannerandasktheoppositiontoexplainfurtherwhattheymean.Appeartobeagreeableandhelpfulwhilemakingimpossibledemandsforthepurposeofwinningthefriendshipandconfidenceoftheopposition.Producedissensionamongtheoppositionsothattheyhavetopaymoreattentiontotheirowninternaldis-agreementsratherthanthedisagreementswithyourside.Allywithonememberoftheteamandtrytoplayhimorheroffagainsttheothermembersoftheteam.(Cont.)TypeMethodTheBillyBunternegotiatorPretendtobeparticularlydenseand,bysodoing,exasperatetheoppositioninhopsthatatleastonememberoftheopposingteamwillrevealinformationashetriestofindincreasinglysimplewaystodescribeproposals,witheachproposalbeingelaboratedandamplifiedsothatBillyBuntercanunderstandit.FourCategoriesofRolesGroupTaskRoles:roleswhichfacilitatetheselectionanddefinitionofacommonproblemandsolution.GroupBuildingandMaintenance:roleswhichincreasethefunctioningofthegroupasagroup.IndividualRoles:roleswhichareorientedtowardthesatisfactionofindividual’sneeds.CreativeRoles:roleswhichinvolveusingcreativitytoidentifypossiblesolutions.GroupTaskRolesTheInitiator-ContributorSuggestsorproposesnewideasmayincludethesuggestion:foranewgroupanewwaytoviewaproblemanewwaytoaddressaproblemwithinthegroupanewprocedureforthegroupanewwaytoorganizethegroupTheInformationSeekerSeeksclarificationofsuggestionsmadeintermsoftheirfactualadequacy,forauthoritativeinformationandfacetspertinenttotheproblembeingdiscussed.TheOpinionSeekerAsksnotprimarilyforthefactsofthecasebutforaclarificationofthevaluespertinenttowhatthegroupisundertakingorofvaluesinvolvedinasuggestionmadeorinalternativesuggestions.TheInformationGiverOffersfactsorgeneralizationswhichare““authoritative”orrelateshisownexperiencepertinentlytothegroupproblem.TheOpinionGiverStateshis/herbelieforopinionpertinentlytoasuggestionmadeortoalternativesuggestions.Theemphasisisonhis/herproposalofwhatshouldbecomethegroup’sviewofpertinentvalues,notprimarilyuponrelevantfactsorinformation.TheCoordinatorShowsorclarifiestherelationshipsamongvariousideasandsuggestionsTriestopullideasandsuggestionstogetherTriestocoordinatetheactivitiesofvariousmembersTheEvaluator-CriticSubjectstheaccomplishmentsofthegrouptosomestandardorsetofstandardsofgroupfunctioninginthecontextofthegrouptask.Myevaluatethe““practicality”,“l(fā)ogic”,“Facts”,or“procedures”TheEnergizerProdsthegrouptoactionordecision.Attemptstostimulateorarousethegrouptogreaterorhigherqualitywork.TheRecorderWritesdownsuggestions.Makesarecordofgroupdecisions(maybedownviamemory).Therecorderroleisthe““groupmemory.””GroupBuildingandMaintenanceRolesTheEncouragerPraises,agreeswithandacceptsthecontributionsofothers.Indicateswarmth,solidarityinattitudetowardothers.Offerscommendationandpraiseinvariouswaysandindicatesacceptanceofothers,TheHarmonizerMediatesthedifferencesbetweenmembersAttemptstoreconciledisagreements.Relievestensioninconflictsituations.TheCompromiserOperatesfromwithinaconflictinwhichhis/herideasorpositionisinvolved.Mayoffercompromisebyyieldingstatus,admittingerror,orbycoming““halfway”inmeetinganother.TheGate-Keeper&ExpediterAttemptstokeepcommunicationopenbyfacilitatingparticipationofothers.Proposesregulationoftheflowofcommunication.TheFollowerGoesalongwiththemovementofthegroup.Passivelyacceptstheideasofothers.Servesasanaudienceforothersinthegroupaswellasforgroupdiscussionanddecision.Attemptsbyindividualstosatisfypersonalneeds.Numeroustypes-fromSociologyandPsychology.IndividualRolesTheMonopolistDef:Onewhochattersonincessantlyduetoanxietywhensilent.Effect:Groupgetsconcerned,thenfrustratedandangry.Maybeafraidtoconfrontbecausethentheymustfillthevoid.Help-RejectingComplainerDef.:requestshelpthanrejects;takesproblemininsolvabilityofproblems;blamesauthority,conflictedaboutdependencyfeelinghelplessanddistrusting.Effects:seenasgreedyanduserofgroupenergy;membersbecomebored,confused,irritatedandfrustrated.Self-RighteousMoralistDef.:strongneedtoberight.Demonstratessuperiorityviapoiseandunconcernedaboutbeingliked.Deepunderlyingshame.Effect:mobilizessomuchresentmentthatmaybeforcedoutofthegroup.CreativeGroupRolesIdeaGeneratorLookfornewwaystodothings.Tendtofocusonlyonideasandconcepts.Areresultdriven.DesignersSeethebigpicture.Provideguidanceandtools.Defineperformancestandards.Identifyresourcesneededtocompleteprojects.PromotersVisualizeendresult.Optimistic.Promoteideasandgivemomentum.ManagersCanUseThisChecklisttoDiagnosetheRolesPlayedbyEachTeamMemberTASKORIENTEDMAINTENANCEINDIVIDUALAgendaSetterAnalyzerCoordinatorEvaluatorInformationGiverInformationSeekerIntuitorOtherEncouragerFollowerGatekeeperGroupObserverHarmonizerStandardSetterOtherAvoiderBlockerClownDominatorRecognitionSeekerOtherGroupNormsAcceptablestandardsofbehavior,thataresharedbythegroup’’smembers.FormalNormsexplicitlystatedInformalNormshabitbecomesnormCommonClassesofNormsPerformancerelatedprocessesAppearancefactorsInformalsocialarrangementsAllocationofresourcesBehaviorscanbecomeNormsCriticaleventsingroup’’shistoryPrimacyCarry-overfrompastsituationsExplicitstatementsmadebyagroupsmemberReasonsabehaviormightbecomea““norm””Tofacilitatethegroup’ssurvival.Ifitincreasesthepredictabilityofgroupmembers’’behaviors.Toreduceembarrassinginterpersonalproblemsforgroupmembers.Toallowmemberstoexpresscentralvaluesofthegroup.Toclarifywhatisdistinctiveaboutthegroup’sidentity.StatusSociallydefinedpositionorrankgiventogroupsorgroupmembersbyothers“Inthestatushierarchyoflife,nothingdoesn’tmatter.””Examples:titles,relationships,pay&benefits,workschedules,officeamenitiesGroupSizeGroupswithanoddnumbertendtoperformbetterGroupsof5-7seemtobea““happymedium”SmallergroupsfasterLargergroupsbetterdecisions“socialloafing””EliminatingSocialLoafingMakeeachperformeridentifiable.PublicPostingInterestingWorkRewardsforContributionsPunishmentThreatsSatisfactionisHigherSmallgroupsUniformstatusandnormsamonggroupmembersUsehigherlevelskillsMeaningfulworkSignificanteffectofoutcomesPositivefeedbackWhengroupsexperiencesubstantialautonomyPositiveBehaviorsMaking““I””statementssuchas““Ifeel,”““Ithink,”““Ineed.”Activelylisteningtopromotetwo-waycommunication.Respectingothers’needs,feelings,andrightsbyallowingotherstodisagree.Sharinginformationandexpertiseopenly.NegativeBehaviorsUnwillingnesstosetasidepersonalagendas.Aggressivelyusing““always”or““never”tointimidateothers.Displayinganegativeattitude.Judgingothers.Wantingtobeastarratherthanpartoftheprocess.MatureGroupCharacteristicsPurposeandMissionMaybeassignedormayemergefromthegroupGroupoftenquestions,reexamines,&modifiesmission&purposeMissionconvertedintospecificagenda,cleargoals,&asetofcriticalsuccessfactorsMatureGroupCharacteristicsBehavioralNorms-well-understoodstandardsofbehaviorwithinagroupFormal&writtenGroundrulesformeetingsInformalbutunderstoodIntra-groupsocializingDresscodesMatureGroupCharacteristicsGroupcohesion-interpersonalattractionbindinggroupmemberstogetherEnablesgroupstoexerciseeffectivecontroloverthemembersGroupswithhighcohesivenessdemonstratelowertension&anxietydemonstratelessvariationinproductivitydemonstratebettermembersatisfaction,commitment&communicationCohesiveness&Work-RelatedTensionGroupCohesivenessfromlowtohighNumberofgroups“Doesyourworkevermakeyoujumpyornervous?”FromS.E.Seashore,GroupCohesivenessintheIndustrialWorkForce,1954.ResearchconductedbyStanleyE.SeashoreattheInstituteforSocialResearch,UniversityofMichigan.Reprintedbypermission.MatureGroupCharacteristicsStatusstructure-thesetofauthority&taskrelationsamongagroup’smembersHierarchicaloregalitarianOftenleadershipissharedDiversitystylesContributorCollaboratorCommunicatorChallengerData/InfoMissionFacilitatorDevil’sadvocateGoodwhenperformingcomplicated,complex,inter-relatedand/ormorevoluminousworkthanonepersoncanhandleGoodwhenknowledge,talent,skills,&abilitiesaredispersedacrossorganizationalmembersEmpowerment&collaboration;notpower&competitionWhyTeams?QualityCircles&TeamsQualitycircles(QC)-asmallgroupofemployeeswhoworkvoluntarilyoncompanytime,typicallyonehourperweek,toaddresswork-relatedproblemsQC’sdealwithsubstantiveissuesDonotrequirefinaldecisionauthorityQC’sneedperiodicreenergizingQualityteam-ateamthatispartofanorganization’sstructure&isempoweredtoactonitsdecisionsregardingproduct&qualityserviceSocialBenefitsofTeamsPsychologicalintimacy-emotional&psychologicalclosenesstootherteamorgroupmembersIntegratedintimacy-closenessachievedthroughtasks&activitiesTeamTaskFunctionsTaskfunctions-thoseactivitiesdirectlyrelatedtotheeffectivecompletionoftheteam’sworkInitiateactivitiesDiagnoseproblemsCoordinateactivitiesElaborateconceptsSummarizeideasEvaluateeffectivenessGiveinformationTestideasSeekinformationTeamMaintenanceFunctionsMaintenancefunctions-thoseactivitiesessentialtotheeffective,satisfyinginterpersonalrelationshipswithinateamorgroupSupportothersHarmonizeconflictTestgroupdecisionsTestconsensusExpressmemberfeelingsReducetensionFollowothers’leadSetstandardsGatekeepercommunicationEmpowermentAnattributeofapersonorofanorganization’sculturePreparation&carefulplanningfocusesempoweredemployeesEncouragesparticipationFoundationsforEmpowermentOrganizationalfoundationsTeam-orientedworkdesignParticipative,supportiveorganizationalcultureIndividualPrerequisitesforEmpowermentThecapabilitytobecomepsychologicallyinvolvedinparticipativeactivitiesThemotivationtoactautonomouslyThecapacitytoseetherelevanceofparticipationforone’sownwellbeingEmpowermentSkillsCompetenceskills-masteryandexperienceinone’schosendiscipline&professionProcessskills-includingnegotiatingskillsDevelopmentofcooperativeandhelpingbehaviorsCommunicationskills-skillsinselfexpression&skillsinreflectivelisteningSelf-ManagedTeamsSelfmanagedteams-teamsthatmakedecisionsthatwereoncereservedformanagersHowdoesanorganizationavoidtherisksofselfmanagedteams?moralereductionincreasedconflictgroupthinkUpperEchelons:TeamsattheTopMulticulturalTeamsMulticulturalgroupsrepresentthreeormoreethnicbackgrounds.Diversitymayincreaseuncertainty,complexity,&inherentconfusioningroupprocesses.Culturallydiversegroupsmaygeneratemore&betterideas&limitgroupthink.ExecutiveTenure&OrganizationalPerformanceOrganizationalperformancerelativetotheindustryaverageHighLow1714CEOtenure(years)Source:D.Hambrick,TheSeasonsofanExecutive’’sTenure,keynoteaddress,theSixthAnnualTexasConferenceonOrganizations,LagoVista,Texas,April,1991.TriangleforManaging

intheNewTeamEnvironmentManagerIndividualsTeamL.Hirschhorn,ManagingintheNewTeamEnvironment,(pages13/14).Copyright?1991Addison-WesleyPublishingCompany,Inc.ReprintedbypermissionofAddisonWesleyLongman.9、靜靜夜夜四四無(wú)無(wú)鄰鄰，，荒荒居居舊舊業(yè)業(yè)貧貧。。。。12月月-2212月月-22Thursday,December22,202210、雨雨中中黃黃葉葉樹(shù)樹(shù)，，燈燈下下白白頭頭人人。。。。14:55:5514:55:5514:5512/22/20222:55:55P