Mosley 9e ppt_ch09

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CHAPTER 9

GROUP DEVELOPMENT AND TEAM BUILDING

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• Identify the stages of group development• Compare the advantages and limitations of

groups• Describe the variables that determine a group’s

effectiveness• Determine what is involved in team building

9–2

LEARNING OBJECTIVES

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• Describe what made team building successful at Resort Quest

• Describe what made team building successful in the nonprofit area

• Describe how to work with self-managing work groups

• Describe what makes team building successful at SEI

9–3

LEARNING OBJECTIVES

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EXHIBIT 9.1 - EXTERNAL AND INTERNAL CHANGE FORCES

Source: Donald C. Mosley, Paul Pietri, Leon Megginson, Management-Leadership in Action, 5th ed, 1996, HarperCollins, 425.

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EXHIBIT 9.2 - ORGANIZATIONAL EFFECTIVENESS RESULTS FROM CHANGING STRUCTURE, TECHNOLOGY, AND/OR PEOPLE

Source: Mosley, Pietri, Megginson, op. cit, 429.

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EXHIBIT 9.3 - DIFFERENT RESPONSES TO CHANGE

Source: William Walker, management consultant, presentation to the North Mississippi Health Services Board of Directors and staff, May 1, 1999. The Wynfrey Hotel, Birmingham, Alabama.

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• Two or more people who communicate and work together regularly in pursuit of one or more common objectives

• Help achieve synergy and gain the most from employees• Synergy: Two or more people working together

in a cooperative, coordinated way can accomplish more than the sum of their independent efforts

9–7

GROUPS

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• Prescribed and/or established by the organization

• Types• Network groups• Virtuoso groups• Virtual groups• Self-managing work groups

9–8

FORMAL GROUPS

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EXHIBIT 9.4 - A MANAGER’S MEMBERSHIP IN DIFFERENT GROUPS

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• Evolve out of the formal organization, but are not formed by management or shown in the organization’s structure

• Help members meet affiliation and social needs• Types

• Interest group - Members come together to seek increased fringe benefits or discuss common interests

• Friendship group - Mostly social in nature

9–10

INFORMAL GROUPS

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STAGES OF GROUP DEVELOPMENT

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ADVANTAGES AND LIMITATIONS OF GROUPS

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EXHIBIT 9.6 - MODEL OF GROUP EFFECTIVENESS

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EXHIBIT 9.7 - POSSIBLE EFFECTS OF SIZE ON GROUPS

Source: Adapted from Hellriegel/Slocum/Woodman. Organizational Behavior, 10E. © 2004 South-Western, a part of Cengage Learning, Inc.Reproduced by permission. www.cengage.com/permissions.

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• Homogeneous group - Effective for simple tasks • Heterogeneous group - Effective for complex

tasks• Being a team player and a good follower

• Contributors• Collaborators• Communicators• Challengers

9–15

MEMBER COMPOSITION AND ROLES

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TASK AND MAINTENANCE ROLES IN GROUPS

Effective roles Ineffective roles

Work or task functions Group maintenance functions

Initiating Consensus testing Displays of aggression

Information giving Harmonizing Blocking

Information seeking Gatekeeping Dominating

Clarifying Encouraging Playboy behavior

Summarizing Compromising Avoidance behavior

Reality Testing Sharing feelings Sniping

*The distinction between “task” and “maintenance” roles is somewhat arbitrary. Some of these terms could be classified in either column.

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• Norms: Rules of behavior developed by group members to provide guidance for group activities

• Group cohesiveness: Mutual liking and team feeling in a group• Influenced by the size of and frequency of

communication in a group

9–17

GROUP NORMS AND GROUP COHESIVENESS

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TEAM BUILDING

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CHARACTERISTICS OF AN EFFECTIVE TEAM

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• Rating for communication among nurses, between doctors and nurses, and among the team is very high

• Nurses know each job and are able to cover in emergencies

• Nurses do not hesitate to approach any doctor if they need guidance or prescriptions

9–20

PROVIDENCE HOSPITAL AND SACRED HEART HOSPITAL CANCER CENTER’S EFFECTIVE TEAMWORK

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• Regular meetings are held with the doctors and nurses to discuss opportunities for betterment

• A staff member interviews all patients regarding care, treatment, positives, and any complaints

9–21

PROVIDENCE HOSPITAL AND SACRED HEART HOSPITAL CANCER CENTER’S EFFECTIVE TEAMWORK

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• Organization is flexible, creative, and ready for constant transformation

• Company is open and not hierarchical• Atmosphere and dress code is business casual• Employees are empowered• Buildings and artwork reflect the culture of the

organization• SEI is a perennial member of Fortune’s list of

Best Companies to Work for in America

9–22

SUCCESSFUL TEAMBUILDING IN SEI

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• Challengers• Collaborators• Communicators• Contributor• External change forces• Formal group• Group• Group cohesiveness• Group maintenance

roles• Group task roles• Informal group

9–23

IMPORTANT TERMS• Internal change forces• Membership roles• Network group• Norms• Organizational

effectiveness• Self-managing work

teams• Synergy• Team• Virtual group• Virtuoso group