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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-1
AGENDA• Group Development Process
• Group Structure
• Group Processes
• Group Management
• Contemporary Issues
• Class Administration: – Ethics Discussion (ED)
– Instructor feedback due by Thursday
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-2
Key Points from Session 11 & 12• Use a combination of rational and intuitive decision-making
– Bounded rationality– Satisficing
• Trust your instincts– But, also gather and use data (i.e., evidence-based management)– Identify your biases (IAT)– Consider all stakeholders
• Communication can be used to inform, control, motivate, and express emotion.– Non-verbal communication is as important (if not more) as verbal
communication.– Understanding of communication networks is important to group
processes.
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-3
Groups
• Group - two or more interacting and interdependent individuals who come together to achieve specific goals.– Formal groups
• Work groups defined by the organization’s structure that have designated work assignments and tasks
– Informal groups• Groups that are independently formed to meet the
social needs of their members
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-4
Group Development Process
• http://www.youtube.com/watch?v=NPoHPNeU9fc
• https://www.youtube.com/watch?v=8e0kli1Rph8
• https://www.youtube.com/watch?v=VpUIlV95Qwc
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-5
Group Development Process
• Forming stage - the first stage of group development in which people join the group and then define the group’s purpose, structure, and leadership
• Storming stage - the second stage of group development, characterized by intragroup conflict
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-6
Group Development Process
• Norming stage - the third stage of group development, characterized by close relationships and cohesiveness.
• Performing stage - the fourth stage of group development when the group is fully functional and works on group task.
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-7
Group Development Process
• Adjourning - the final stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance.
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-8
Group Exercise
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-9
Group Structure
• Role - behavior patterns expected of someone occupying a given position in a social unit.
• Role of a – Student??– Teacher??– Administrator??
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-10
Group Structure
• Norms - standards or expectations that are accepted and shared by a group’s members.– Positive effects??– Drawbacks??
• Status - a prestige grading, position, or rank within a group.– Status incongruence??
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-11
Group Structure
• Group cohesiveness - the degree to which group members are attracted to one another and share the group’s goals.
– Association with group performance??
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-12
Exhibit 13-5: Group Cohesiveness and Productivity
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-13
Group Structure
• Interdependence –– Task
• Sequential– Assembly line
• Reciprocal– Design teams, Basketball
• Pooled– Sales teams
– Outcome• Sink or swim together
– Group projects
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-14
Group Structure
• Social loafing - the tendency for individuals to expend less effort when working collectively than when working individually.– Effect of task structure??– Effect of reward structure??– Effect of societal culture??
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-15
Group Processes: Communication
• Social Network– The patterns of informal connections among
individuals within groups.• The Importance of Social Networks
– Relationships can help or hinder team effectiveness.
– Relationships improve team goal attainment and increase member commitment to the team.
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-16
Group Processes: Challenges of Decision-making
• Groupthink: When a group exerts extensive pressure on an individual to align his or her opinion with that of others.
• https://www.youtube.com/watch?v=kRW8vgoHOWg
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-17
Group Processes: Challenges of Decision-making
• Do we need to avoid groupthink??– How??
• Does groupthink occur in any special settings?– Virtual team??– Upper management team??– High tech industry vs. government??
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-18
Types of Teams
• Self-managed work team– Zappos
• Cross-functional team• Virtual team• Problem-solving team
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-19
Advantages of Using Teams
• Teams outperform individuals.
• Teams provide a way to better use employee talents.
• Teams are more flexible and responsive.
• Teams can be quickly assembled, deployed, refocused, and disbanded.
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-20
Characteristics of Effective Teams
• Have a clear understanding of their goals
• Have competent members with relevant technical and interpersonal skills
• Exhibit high mutual trust in the character and integrity of their members
• Are unified in their commitment to team goals
• Have good communication systems
• Possess effective negotiating skills
• Have appropriate leadership• Have both internally and
externally supportive environments
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-21
Exhibit 13-3: Group Performance/Satisfaction Model
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 13-22
Contemporary challenges??