Chapter 3 supervision_and_human_relation

© 2008 The McGraw-Hill Companies, Inc. All rights reserved

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ChapterChapter

McGraw-Hill/Irwin

33SUPERVISION SUPERVISION AND HUMAN AND HUMAN

RELATIONSHIPRELATIONSHIP

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Goals of the PresentationGoals of the Presentation Explain the concept of motivation. Describe the concept of group behavior

and teamwork. Explain the concept of cooperation and

conflict. Explain the conflict, emergence and

development. Determine how to managing conflict. Differentiate the conflict and disputes. Explain the developing group performance

and features of a good team.

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Goals of the PresentationGoals of the Presentation

Human relation skills – the ability to work effectively with other people.

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Defining MotivationDefining Motivation

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Motivation

The processes that account for an individual’s intensity, direction, and persistence of effort toward

attaining a goal.

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Hierarchy of Needs Theory Hierarchy of Needs Theory (Maslow)(Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five needs—physiological, safety,

social, esteem, and self-actualization; as each need is substantially satisfied, the next

need becomes dominant.

Self-Actualization

The drive to become what one is capable of becoming.

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Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsLower-Order NeedsNeeds that are satisfied externally; physiological

and safety needs.

Higher-Order NeedsNeeds that are satisfied

internally; social, esteem, and self-actualization

needs.

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Theory X and Theory Y (Douglas Theory X and Theory Y (Douglas McGregor)McGregor)

Theory XAssumes that employees dislike

work, lack ambition, avoid responsibility, and must be

directed and coerced to perform.

Theory YAssumes that employees like work, seek responsibility, are capable of making decisions,

and exercise self-direction and self-control when committed to a

goal.

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Two-Factor Theory (Frederick Two-Factor Theory (Frederick Herzberg)Herzberg)

Two-Factor (Motivation-Hygiene) Theory

Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with

dissatisfaction.

Hygiene Factors

Factors—such as company policy and administration, supervision,

and salary—that, when adequate in a job, placate workers. When factors are adequate, people will

not be dissatisfied.

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The conflict, emergence and The conflict, emergence and developmentdevelopment

ProblemsMisunderstanding of intent Belief that happy would increase productivity Led to laissez-faire supervision in schoolsSupervisors afraid to supervise - public nature of

personnel actions in schools

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What are some traits of effective leaders?

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Locus of

Control Locus of

Control Integrity Integrity High energy High energy Flexibility Flexibility

Dominance Dominance Sensitivity

to others

Sensitivity

to others

Self-confident Self-confident Intelligence Intelligence

99Traits ofTraits ofEffectiveEffectiveLeadersLeaders

Stability Stability

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Traits of Effective LeadersTraits of Effective LeadersDominance

Want to be in charge Affects all other traits

High Energy Drive, hard work, stamina, persistence

Self-confidence Trust own judgments, decisions, ideas,

capabilities

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Traits of Effective LeadersTraits of Effective Leaders

Locus of Control Belief in control of own destiny

Stability Emotionally in control, secure, positive

Integrity Honest, ethical, trustworthy

Intelligence Above average, educated

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Traits of Effective LeadersTraits of Effective Leaders

Emotional Intelligence Self-awareness, managing emotions,

motivating oneself, empathy, social skillsFlexibility

Change, adjust to changesSensitivity

Understand group members, communicate well, people centered

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“If you think you can,

you can,if you think you can’t,

you can’t.”What does this mean?

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TeamworkTeamwork involves working together to achieve something beyond the capabilities of individuals working alone.

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Introduction Introduction (1 of 2)(1 of 2)

Much of the work in organizations is completed through teamwork

Effective team members behave differently than ineffective members

Understanding group process can improve your team behavior and performance

The foundation of team performance is interpersonal skills

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Introduction Introduction (2 of 2)(2 of 2)

Organizations expect teams to achieve higher levels of performance in less time with fewer resources

Firms need to select team leaders and members who have the balance of technical and interpersonal skills

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The Team Performance ModelThe Team Performance Model

Team Performance is a function (f) of its structure, dynamics, and development:

To have high levels of performance team must: Have an effective structure for working together as a teamGood dynamic human relationsDevelop its ability to work as a team

Team PerformanceTeam Performance Team StructureTeam Structure Team DynamicsTeam DynamicsTeam DevelopmentTeam Development

StageStagef + +

Exhibit 12.1

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Types of TeamsTypes of Teams

Formal GroupsSanctioned by the organization

Informal GroupsDeveloped spontaneously when members join

together voluntarily because of similar interestOngoing Groups

Without ending or temporary discontinuing after the objective is met

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Formal GroupsFormal Groups

Functional GroupsFormal ongoing teamsComprised of managers

and their employeesEach work unit /

department is a functional group

Some are called self-directed or self-managed because team leadership is shared

Task GroupsComprised of functional

team members who work on specific tasksWith members of other

functional teamsCommonly cross-

functionalOften called committees

Ad hoc committee or task force

Standing committee

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Team Structure ComponentsTeam Structure Components

Team structure components affecting

behavior, human relations, and group

performance

Leadership Composition

ConflictProblem Solving and Decision Making

Exhibit 12.2

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Team DynamicsTeam Dynamics

Refers to the patterns of interactions that emerge as groups develop

Also called group processTeam success is

dependent upon the process team members use to interact with each other to accomplish work

Components of Team Dynamics

Objectives

Size

Norms

Cohesiveness

Status

Roles

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Components of Team Dynamics: Components of Team Dynamics: ObjectivesObjectives

To be effective, teams must:agree on clear objectivesbe committed to achieving

themLeader should allow the

group to have input in setting objectives

Implications for ManagersManagers should be certain

that their functional groups:have measurable

objectivesknow priorities

Team objectives should be coordinated with organization goals

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Components of Team Dynamics: Components of Team Dynamics: SizeSize

Ideal team size varies, depending on the team’s purpose

No consensus on the ideal size for groups

Team size affects leadership, members, and its process of getting the job done

Implications for ManagersUsually managers have no

say in the size of their functional groups

The appropriate leadership style may vary with team size

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Components of Team Dynamics: Components of Team Dynamics: NormsNorms

Norms – the group’s shared expectations of its members’ behavior

Norms determine what should, ought, or must be done in order for the group to maintain consistent and desirable behavior

Developed spontaneously as group members interact through team routine

Implications for ManagersManagers should be aware

of their group’s normsThey should work toward

maintaining and developing positive norms

Managers should confront groups with negative norms and try to work out agreeable solutions

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RidiculeRidicule OstracismOstracism

SabotageSabotage PhysicalPhysicalAbuseAbuse

How Teams Enforce NormsHow Teams Enforce Norms

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Components of Team Dynamics:Components of Team Dynamics:CohesivenessCohesiveness (1 of 2)(1 of 2)

Group cohesiveness – the attractiveness and closeness group members have for themselves and the group

The more cohesive the group, the more it sticks together as a team

The more desirable group membership is, the more willing members are to behave according to team norms

Factors Influencing Cohesiveness

Objectives

Size

Homogeneity

Participation

Competition

Success

Group cohesiveness – the attractiveness and closeness group members have for themselves and the group

The more cohesive the group, the more it sticks together as a team

The more desirable group membership is, the more willing members are to behave according to team norms

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Components of Team Dynamics:Components of Team Dynamics:CohesivenessCohesiveness (2 of 2)(2 of 2)

How Cohesiveness Affects Team Performance

Cohesive teams tend to have a higher level of success at achieving their objectives with greater job satisfaction

Cohesive team members:miss work less oftenare more trustinghave less tension and hostility

Implications for ManagersManagers should strive to

develop cohesive groups that accept their level of productivity

Participation helps develop cohesiveness

Managers should focus on inter-group competition

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Components of Team Dynamics: Components of Team Dynamics: StatusStatus

Status – the perceived ranking of one member relative to other members of the group

Group status depends upon the groups objectives, norms, and cohesivenessStatus congruence

High-status members have a major impact on the group’s performance

Implications for ManagersTo be effective, the manager

needs to have high status within the functional group

The manager should maintain good human relations with the group

Managers should be aware of conflicts resulting from lack of status congruence

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Components of Team Dynamics: Components of Team Dynamics: Roles Roles (1 of 3)(1 of 3)

Roles – are shared expectations of how group members will fulfill the requirements of their position

People develop their roles based on:their own expectationsthe organizational

expectationsthe group’s expectations

People often have multiple roles within the same position

Group roles may be classified as:task rolesmaintenance rolesself-interest roles

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Components of Team Dynamics: Components of Team Dynamics: SummarySummary

Effective groups should have:Clear objectives with agreement and commitment to

those objectives by its membersAppropriate group size to achieve its objectivesPositive normsCohesivenessStatus congruenceMembers who play task and maintenance roles while

minimizing self-interest roles

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Team Dynamics ComponentsTeam Dynamics Components

Size Norms

Cohesiveness

RolesStatus

Objectives

Team dynamics components affecting behavior, human

relations, and performance of groups

Exhibit 12.3

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Team DevelopmentTeam Development

Team development affects team dynamics, satisfaction, effort, and performance

All teams are unique with dynamics that change over time

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OrientationOrientation

DissatisfactionDissatisfaction

ResolutionResolution

ProductionProduction

TerminationTermination

Team Development StagesTeam Development Stages

(2)

(3)

(4)

(5)

(1)

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Team Development Stages Team Development Stages (1 of 2)(1 of 2)

Stage 1:Orientation

Forming stageCharacterized by low development level (D1), high commitment, and low competence

Stage 2:Dissatisfaction

Storming stageCharacterized by moderate development level (D2), lower commitment, and some competence

Stage 3:Resolution

Norming stageCharacterized by high development level (D3), variable commitment, and high competence

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Team Development Stages Team Development Stages (2 of 2)(2 of 2)

Stage 4:Production

Performing stageCharacterized by outstanding development level (D4), high commitment, and high competence

Stage 5:Termination

Adjourning stageNot reached unless there is some drastic reorganizationDoes occur in task groups

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Group Situational SupervisionGroup Situational Supervision

Group Development Stage (D)Low Development (D-1)

High commitment / low competence

Moderate Development (D-2) Low commitment / some

competenceHigh Development (D-3)

Variable commitment / high competence

Outstanding Development (D-4) High commitment / high

competence

Supervisory Styles/Roles (S)Autocratic (S-A)

High task / low maintenance

Consultative (S-C) High task / high maintenance

Participative (S-P) Low task / high maintenance

Laissez-Faire (S-L)

Low task / low maintenance

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Meeting Leadership SkillsMeeting Leadership Skills

Planning MeetingsPlanning Meetings

Conducting Conducting MeetingsMeetings

Handling Team Handling Team Problem MembersProblem Members

The success or failure of meetings rests primarily with the leader and interpersonal communications

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Planning MeetingsPlanning Meetings

ObjectivesParticipants and assignmentsAgendaDate, time, and placeLeadershipThe written plan

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Conducting MeetingsConducting Meetings

First meeting: orientation stageThree parts of the meeting:

ObjectivesAgendaSummarize and review assignments

Leadership, group structure and dynamics, and emotions

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Handling Team Problem MembersHandling Team Problem Members

Some of the problem members in a team are: The silent memberThe talkerThe wandererThe bored memberThe arguer

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The Team Performance Model The Team Performance Model ComponentsComponents

Team Performance is a function ( f ) of its structure, dynamics, and development:

Team PerformanceTeam Performance Team StructureTeam Structure Team DynamicsTeam DynamicsTeam DevelopmentTeam Development

StageStagef + +

High Low Leadership

Composition

Problem solving & decision making

Conflict

Objectives

Size

Norms

Cohesiveness

Status

Roles

1. Orientation

2. Dissatisfaction

3. Resolution

4. Production

5. Termination

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Global Team DifferencesGlobal Team Differences

Level of teamwork variesAsian countries (including Japan):

teamwork is considered very importantleadership and decision making are participativegroup composition is not very diversified with shared norms

and cohesivenessless conflict than within the U.S. and many European

countries

U.S. and many European countries:there are fewer status differences

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Family Support Supervision Family Support Supervision ScenariosScenarios

Traditional vs. Reflective Strength-Based Supervision

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Supervision Models ComparedSupervision Models Compared

Traditional Remediative Supervision

Focuses on what’s wrong Relies on “super”-vision Fosters reliance on supervisor Hierarchical Give directives Provides structure for compliance Evaluation primarily summative

Uses evaluation primarily for accountability

Uses investigative language

Strength-BasedReflective Supervision

Focuses on successes Encourages “inner”-vision Fosters self efficacy, autonomy Emphasizes collaboration Teaches and mentors Provides structure for staff

development Evaluation both formative &

summative Uses evaluation primarily as basis

of development plan Uses reflective language

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Theoretical UnderpinningsGeneral Systems, Developmental, Adult Education, Justice

Guiding PrinciplesCompetency-based, Strengths-based, Outcomes-oriented, Evidence-based, Cultural Competence, Reflective Practice

Organizational and Individual Development

ContextLegal, Economic, Organizational, Social,

Technological, Ethical

Purpose of SupervisionSupport mission of agencyEnsure quality of services

Foster worker professional growth/developmentPrepare for supervisory succession

Domains of ResponsibilityCase/Clinical Human Resources

Public and Community Relations Safety and Well Being

CompetenciesGeneral and Domain Specific

Conceptual Model of Supervision

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Human Resources & Workforce Development

Case/Clinical Supervision

Public & Community Relations

Safety & Wellbeing

Supervisory Domains

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Administration

Education

Consultation

Counseling

Evaluation

Supervisory Functions

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Fundamentals of Group BehaviorFundamentals of Group Behavior

Group two or more freely interacting people with shared

norms and goals and a common identity

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Formal and Informal GroupsFormal and Informal Groups

Formal group formed by the organization.

Informal group formed by friends

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Functions of Formal GroupsFunctions of Formal Groups

Organizational Functions 1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals. 2. Generate new or creative ideas and solutions. 3. Coordinate interdepartmental efforts. 4. Provide a problem-solving mechanism for complex problems requiring varied information and assessments. 5. Implement complex decisions. 6. Socialize and train newcomers.

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Functions of Formal GroupsFunctions of Formal Groups

Individual Functions

1. Satisfy the individual’s need for affiliation.

2. Develop, enhance, and confirm the individual’s self-esteem and sense of identity.

3. Give individuals an opportunity to test and share their perceptions of social reality.

4. Reduce the individual’s anxieties and feelings of insecurity and powerlessness.

5. Provide a problem-solving mechanism for personal and interpersonal problems.

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Tuckman’s Five-Stage Theory of Group Tuckman’s Five-Stage Theory of Group DevelopmentDevelopment

Figure 6-1

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Group Development Group Development

Stage 1: Forming Group members tend to be uncertain and

anxious about their roles, whose in charge and the group’s goals

Mutual trust is low

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Group DevelopmentGroup Development

Stage 2: Storming Time of testing Individuals try to determine how they fit into

the power structure Procrastination may occur

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Group DevelopmentGroup Development

Stage 3: Norming Questions about authority and power are

resolved through unemotional, matter-of-fact group discussion

Group cohesiveness – “we feeling” binding group members together

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Group DevelopmentGroup Development

Stage 4: Performing Activity focused on solving task problems Climate of open communication, strong

cooperation, and lots of helping behavior

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Group DevelopmentGroup Development

Stage 5: Adjourning Work is done Time to move on to other things

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Group Member RolesGroup Member Roles

Roles expected behaviors for a given position

Task roles task-oriented group behavior Keep the group on track

Maintenance roles relationship-building group behavior Keep the group together

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Task and Maintenance RolesTask and Maintenance Roles

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NormsNorms

Norms shared attitudes, opinions, feelings, or

actions that guide social behavior Ostracism

rejection by other group members

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How Norms are DevelopedHow Norms are Developed

1. Explicit statements by supervisors or co-workers

2. Critical events in the group’s history

3. Primacy

4. Carryover behaviors from past situations

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Question?Question?

What is a small group with complementary skills who hold themselves mutually accountable for common purpose?

A. Group

B. Huddle

C. Team

D. Platoon

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Teams, Trust, and TeamworkTeams, Trust, and Teamwork

Team small group with complementary skills who hold

themselves mutually accountable for common purpose, goals, and approach.

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TeamsTeams

A group becomes a team when: Leadership becomes a shared activity Accountability shifts from strictly individual to

both individual and collective The group develops its own purpose or mission Problem solving becomes a way of life, not a

part-time activity Effectiveness is measured by the group’s

collective outcomes and products

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Developing Teamwork CompetenciesDeveloping Teamwork Competencies

Helping the team understand its problem-solving situation

Helping the team get organized and measure its performance

Promoting a positive team environment Handling conflict Promoting one’s point of view appropriately

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Trust: A Key Ingredient of TeamworkTrust: A Key Ingredient of Teamwork

Trust reciprocal faith in

other’ intentions and behavior.

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Three Dimensions of TrustThree Dimensions of Trust

Overall trust expecting fair play, the truth, and empathy

Emotional trust having faith that someone will not misrepresent

you to others or betray you Reliableness

believing that promises and appointments will be kept and commitments met

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How to Build and Maintain TrustHow to Build and Maintain Trust

1. Communication

2. Support

3. Respect

4. Fairness

5. Predictability

6. Competence

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Self-Managed TeamsSelf-Managed Teams

Self-managed teams groups of employees granted administrative

oversight for their work

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Indirect Influence Tactics of Indirect Influence Tactics of Self Managed TeamsSelf Managed Teams

Relating Scouting Persuading Empowering

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TeamsTeams

Cross-functionalism team made up of technical specialists from

different areas

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Effectiveness of Self Managed Effectiveness of Self Managed TeamsTeams

Have a positive effect on productivity Have a positive effect on specific attitudes

relating to self-management No significant effect on general attitudes No significant effect on absenteeism or

turnover

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Question?Question?

What type of team uses information technology to allow group members in different locations to conduct business?

A. Psychic team

B. Virtual team

C. Fundamental team

D. Internet team

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Virtual TeamsVirtual Teams

Virtual team information technology allows group members in

different locations to conduct business.

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Threats to Group and Team Threats to Group and Team EffectivenessEffectiveness

Groupthink Janis’s term for cohesive in-group’s

unwillingness to realistically view alternatives.

Read an article on groupthink

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Threats to Group and Team Threats to Group and Team EffectivenessEffectiveness

Symptoms of groupthink Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer pressure Mindguards

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Social LoafingSocial Loafing

Social Loafing decrease in individual effort as group size

increases

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Reasons for Social LoafingReasons for Social Loafing

• Equity of effort• Loss of personal accountability• Motivational loss due to sharing of

rewards• Coordination loss as more people perform

the task

© 2008 The McGraw-Hill Companies, Inc. All rights reserved

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ChapterChapter

McGraw-Hill/Irwin

Chapter 14Chapter 14

UNDERSTANDING WORK UNDERSTANDING WORK GROUPSGROUPS

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““Management Talk”Management Talk”

“Teams, training, and increased authority for workers are key elements of quality-improvement efforts…To help

accomplish their objectives, teams are aided by company-trained employees, who provide skills training

and serve as resources throughout all phases of the teams’ work.”

National Institute of Standards and Technology, describing its 1992 Malcolm Baldrige National Quality Award winner, AT&T Network Systems Group (Lucent Technologies)

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ObjectivesObjectives

Explain the difference between formal and informal work groups

Discuss group norms, group cohesiveness, and group conformity

Understand why individuals conform to group norms

Recognize the importance of work groups to an organization

Suggest ways to build effective work groups

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Understanding ManagementUnderstanding Management

When Lucent Technologies spun off from its parent company, AT&T, it gained the freedom to organize its workforce differently. Most Lucent

employees work in teams designed to foster efficiency, creativity, and innovation. This

approach gives employees the flexibility to solve problems and invent new products. In fact,

Lucent can boast of earning about two patents per working day, as well as the Malcolm Baldrige

National Quality Award.

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Management SkillsManagement Skills

Why would it be important for tam members to receive continual training?

If you were on a team responsible for inventing a communications system, what qualities would you appreciate in your team members?

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Sec. 14.1: How Groups BehaveSec. 14.1: How Groups Behave

Brainwrite/Brainstorm: What are the pros and cons of group work? What kinds of group work have you

experienced?

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What You’ll LearnWhat You’ll Learn

The differences between formal and informal work groups

Why employees join informal work groups The factors that influence how groups

behave The meaning of “groupthink.”

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Why is this important?Why is this important?

“To supervise groups effectively, managers must understand the dynamics of group

behavior”

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Groups Within OrganizationsGroups Within Organizations

Two or more people who interact to meet a shared goal

A shared sense of purpose sets a group apart from just a gathering of people

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Types of GroupsTypes of Groups

1. Formal Work Groups Exist for short or long period

of time Task Force

A single goal to resolve a problem or design a new product

Functional Group Consists of manager and all

the employees he or she supervises in an ongoing manner

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Types of GroupsTypes of Groups

2. Informal Work Groups Formed voluntarily by members of an organization Develop personal contact and interactions among

people Interest Groups

Share a purpose or concern Women executives form a group to share ideas about

issues facing women in management The workplace is where socialization takes place

and friendships emerge Affects of Informal Work Groups

Productivity Morale Success of Managers Sense of Loyalty Work for or against organizational goals

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Groups Within OrganizationsGroups Within Organizations

Management does not recognize informal groups that revolve around friendship, interests, or shared working space and tasks.

An understanding of informal groups can improve managers’ work with formal work groups

Satisfaction from informal groups should be duplicated in a formal work group environment

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Group NormsGroup Norms

Informal rules a group adopts to regulate the behavior of group members

Expectations of group members to improve: Productivity levels Operating procedures Other work-related activities

Group norms can be written, spoken, or acted out by group members to show new members how to behave

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Group BehaviorGroup Behavior

Group Cohesiveness Degree of attraction among group members, or who tightly knit a group is More Cohesiveness = Greater likelihood that Group Norms will be

followed

Factors affecting cohesiveness of informal work group

Size Small work groups

Success High Success

Status High Status

Outside PressuresConflicts with management increase group cohesiveness (Us Against Them)

Stability of Membership

Long-Standing Members

Communication Easy lines of communication in social Areas

Physical Isolation Forces workers into close contact with each other and strengthens bonds

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Group BehaviorGroup Behavior

Group Conformity Degree to which group members accept

and follow group norms Group seeks to control members’

behavior for two reasons: Independent behavior can cause

disagreements that threaten a group’s survival

Consistent behavior creates an atmosphere of trust that allows members to work together and socialize comfortably

Individuals conform to group norms when they are:

Similar to personal attitudes, beliefs, and behavior

Do not agree with the group’s norms but feel pressure to accept them

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Group BehaviorGroup Behavior

Group Pressure and Conformity

Group pressure can break-down a group when one member goes above and beyond the rest of the group

(Case Study) A textile employee began to produce more than the group norm of 50 units per day. After two weeks, the group started to pressure this worker to produce less, and she quickly dropped to the group’s level. After three weeks, all the members of the group were moved to other jobs except for this worker. Once again, her production quickly climbed to double the group norm.

Why would the other workers try to slow their co-worker down?

Was it fair for other workers to try to slow her down?

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Group BehaviorGroup Behavior Groupthink

When group members lose their ability to think as individuals and conform at the expense of their good judgment

Members become unwilling to say anything against the group or any member

Groupthink members will justify any action, stereotype outsiders as enemies of the group, and pressure unwilling members to conform

Groupthink is disruptive because it affects employees’ ability to make logical decisions

Imagine that you are the new manager of a department that has succumbed to groupthink. What steps would you take to encourage individual thinking?

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Extension Activity!!!Extension Activity!!!

Have students write an opinion piece, act out a workplace situation, or design a cartoon illustrating the concept of groupthink

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14. 1: Chapter Summary14. 1: Chapter Summary

Organizations have two kinds of work groups, formal and informal

Informal work groups develop around friendship, shared interests, or similar work responsibilities

Informal groups have their own norms, are cohesive, and develop ways to maintain conformity

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Sec. 14.2: Managing Formal GroupsSec. 14.2: Managing Formal Groups

Review the explanation formal groups and predict what role managers play in helping formal groups succeed

What qualities might be helpful to a manager in the team building process?

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What You’ll LearnWhat You’ll Learn The importance of formal work groups How managers can influence group

cohesiveness and conformity Methods of encouraging teamwork in formal

groups The characteristics of successful group leaders

Why is this Important?

“Formal work groups are an important way of organizing work and managers

must help them succeed.”

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The Importance of Formal Work The Importance of Formal Work GroupsGroups

Groups have more knowledge and information than individuals

Ease the process of communicating and solving problems

Creates more efficiency Managing groups effectively will enable a

company to: Improve production Maintain a competitive edge (advantage)

Managers must overcome cultural and gender differences

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Influencing Work GroupsInfluencing Work Groups

Hawthorne Effect – giving special attention to a group of employees changes the employees’ behavior

Job factor variance Employee pay Supervision Lighting Length of rest periods Number of hours worked

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Building Effective Work GroupsBuilding Effective Work Groups

“Managers are responsible for developing shared values and group loyalty in formal work groups”

Linking-Pin Concept Since managers are members of overlapping groups,

they link formal work groups to the total organization

Managers improve communication and ensure that organizational and group goals are met

Managers themselves are the “linking pins”

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Building Effective Work GroupsBuilding Effective Work Groups

Team Building

Process of establishing a cohesive group that works together to achieve its goals

Managers can encourage teamwork by: Selecting group members carefully

Creating a positive work environment

Building Trust

Increasing Group Cohesiveness

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Building Effective Work GroupsBuilding Effective Work Groups

Creating Groups Identify qualified people Make the group attractive to these individuals

Increase of pay Job Satisfaction Benefits that are provided just like an informal work

group Consider office layout and physical factors

affecting group’s ability to work together successfully

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Building Effective Work GroupsBuilding Effective Work Groups

“You’ve got to pick a few people and really trust them.” - Bill Gates, Microsoft

Building Trust Sharing responsibility and making decisions togetherTrust enables members to stick to the group normsManagers must:

Have faith in employees Recognize the interests of the organization, the group, and the

employees Become personally involved, take a real interest in group

members, share information, and exhibit honesty

What kinds of managerial problems might arise if employees lose confidence or trust in a manager?

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Building Effective Work GroupsBuilding Effective Work Groups

Influencing Group Cohesiveness and Conformity Managers can affect formal group performance levels to

those individuals who are highly competitive and eager to succeed by: Keeping groups small Selecting group members carefully Finding a good personality fit between new and old employees Developing an office layout that improves communication Creating clear goals Inspiring group competition Rewarding groups rather than individuals Isolating groups from each other

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Building Effective Work GroupsBuilding Effective Work Groups

“Whether on the court or off, what I call for in my people is full awareness and attention.”

- Phil Jackson, Former Coach of the 6-time NBA Champion Chicago Bulls

Jackson’s approach teaches individuals: To value the needs of the team To surrender their egos so that the end result is bigger

than the sum of its parts

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Quality CirclesQuality Circles A group of employees from a single work unit (such as a

department) who share ideas on how to improve quality Encourage employees in decision making Membership is usually voluntary Members share a common bond – performing similar tasks Encourages communication and trust among members and

managers Inexpensive way to provide employees with training while giving

them a sense of control over their work lives May solve problems that have been around for years “Me” becomes “Us” in a good quality circle

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Groups and LeadersGroups and Leaders

Informal groups select a leader most capable of satisfying the group’s needs

Gaining Acceptance Managers assigned to formal work groups

must work to gain acceptance as leaders What makes a good teacher, makes a good

manager? Know their subject well Communicate information effectively Treat students with respect Make fair judgments

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Groups and LeadersGroups and Leaders

Encouraging Participation Managers encourage participation and shared

responsibility, acting more like a coach than a manager

How does one encourage team spirit? Provide the group with a shared vision Lead by example (Attitude and Performance) Encourage group to listen and support all members Function within a cohesive group

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14. 2: Chapter Summary14. 2: Chapter Summary

Formal work groups often lack the loyalty and shared values that characterize informal groups, so managers work hard to encourage participation

Managers can build effective teams by selecting the right candidates, building trust, and encouraging group cohesiveness

In order to be good team leaders, managers must be accepted by the group, understand how to provide a vision, and lead by example

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Managing ConflictManaging Conflict

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Why Conflict ArisesWhy Conflict Arises

Type “A” Personality

Vs.

Type “B Personality

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Type ”A” PersonalityType ”A” Personality

Highly Competitive Strong Personality Restless when

inactive Seeks Promotion

Punctual Thrives on deadlines Maybe jobs at once

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Type “B” PersonalityType “B” Personality

Works methodically Rarely competitive Enjoys leisure time Does not anger easily Does job well but

doesn’t need recognition

Easy-going

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Aggressive PeopleAggressive People

Body language Stiff and straight Points, bangs tables to emphasize points Folds arms across body

Verbal language “I want you to…” “You must…” “Do what I tell you!” “You’re stupid!”

Aggressive people are basically insecure….. Try toavoid them.

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Submissive peopleSubmissive people

Body Language Avoids eye contact Stooped posture Speaks quietly Fidgets

Verbal Language “I’m sorry” “It’s all my fault” “Oh dear”

Submissive people have a great senseof inferiority

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Assertive PeopleAssertive People

Body language Stands straight Appears composed Smiles Maintains eye contact

Verbal language “Let’s” “How shall we do this?” “I think… What do you think?” “I would like…”

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Types of ConflictTypes of Conflict

Within an individual Between two individuals Within a team of individuals Between two or more teams within an

organization

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Causes of conflict Causes of conflict

Conflict of aims- different goals Conflict of ideas- different

interpretations Conflict of attitudes - different opinions Conflict of behavior- different behaviors

are unacceptable

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Stages of Conflict Stages of Conflict Conflict arises Positions are stated and hardened Actions, putting into action their chosen

plan Resolution???

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Preventing ConflictPreventing Conflict Assess positive and negative personality

traits of people involved Determine personality type

Aggressive Submissive Assertive

Assess if people are introvert or extroverts...

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Preventing ConflictPreventing Conflict

Review past conflicts Assess communication skills of those

involved Read body language of participants

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Preventing ConflictPreventing Conflict

Try to reduce conflict Realize that communication is colored by

personal experience, beliefs, fear, prejudices

Try to be neutral Plan the timing and place of the

conversation Realize that outside stress may add to

confrontation Eliminate/reduce external interruptions

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Preventing Conflict Preventing Conflict

Manage the language used Neutral vs. loaded words Reduce technical language Allow for cultural differences in language Words may have different meanings for

different people…ask them to elaborate

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Aids to CommunicationAids to Communication Listen Actively Relax Observe body

language Develop interest in

others interests Ask for clarification Plan what you are

going to say

Tailor words to person

Determine the best timing

Determine the best place

Why is the conversation necessary

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Personalities who cause conflictPersonalities who cause conflict

Aggressor Passive Absentee Error prone Negative attitude Chatterbox Do nothing

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Personalities who cause conflictPersonalities who cause conflict

Unreliable Time waster Resentful person

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WAC’em methodWAC’em method

What’s bothering you?

A -What do you want to Ask the person to do?

Check in to see if what you’ve asked for can happen

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Turning Challenges intoPOSITIVE ACTION!

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ConflictsConflicts

Intra-role ( uncertainty within individual) Extra-role (others perceive conflict) Personality and expectations Self-expectations and those of others Numerous individual or group expectations Poor Communication Type of Organizational Structure Human Factors Competition over limited resources

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Primary Sources of ConflictPrimary Sources of Conflict

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Other Sources of ConflictOther Sources of Conflict Direction Clarity Terminology Role Ambiguity Inaccurate Perceptions Intensity Issues of Equity CAREFUL PERSONNEL SELECTION

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Dealing with ConflictDealing with Conflict

Compromise Consensus Avoidance Agree to Disagree Arbitration

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Role of Leader in Addressing ConflictRole of Leader in Addressing Conflict

Diagnose Mediate Build Trust Know when to meet each party

separately Turn down the heat Establish facts Create Win/Win situations Establish a basis for compromise

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Conflict Resolution ContinuumConflict Resolution Continuum

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Avoiding(Will it go

away?)

Avoiding(Will it go

away?)

Obliging(Accommodating)

Obliging(Accommodating)

Dominating(Force and power to resolve

conflict)

Dominating(Force and power to resolve

conflict)

Integrating(Cooperative, both sides are

satisfied)

Integrating(Cooperative, both sides are

satisfied)

Compromising(Each party gives so each wins and

loses)

Compromising(Each party gives so each wins and

loses)

Conflict Management Styles

Conflict Management Styles

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Productive Group Work is Productive Group Work is Based on…..Based on…..

Productive Group Work is Productive Group Work is Based on…..Based on…..

SecurityTrustValueSharing of GoalsCooperation and TeamworkCommonalities and Diversity

SecurityTrustValueSharing of GoalsCooperation and TeamworkCommonalities and Diversity

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Structure of an Effective Structure of an Effective MeetingMeeting

Structure of an Effective Structure of an Effective MeetingMeeting

PurposeAgendaAdvanced PlanningSetting (equipment, comfort)LeadingFacilitating Participation and DiscussionMinutes

PurposeAgendaAdvanced PlanningSetting (equipment, comfort)LeadingFacilitating Participation and DiscussionMinutes

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Resolving ConflictResolving ConflictResolving ConflictResolving Conflict

Members state their conflicting positionsAsk that group members state their opponents’ positionClarify with group members if conflict still existRequest that group members state why their viewpoints continue to be validAsk for a position that posses a compromise for the conflict or agree that no resolution can be achieved

Members state their conflicting positionsAsk that group members state their opponents’ positionClarify with group members if conflict still existRequest that group members state why their viewpoints continue to be validAsk for a position that posses a compromise for the conflict or agree that no resolution can be achieved