[专业课]罗宾斯管理学英文版15章

PowerPointPresentationbyCharlieCookCopyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.UnderstandingGroupsDefinethedifferenttypesofgroups.Describethefivestageofgroupdevelopment.ExplainingWorkGroupBehaviorExplainthemajorcomponentsthatdeterminegroupperformanceandsatisfaction.Discusshowroles,norms,conformity,statussystems,groupsize,andgroupcohesivenessinfluencegroupbehavior.Tellhowgroupnormscanbothhelpandhurtanorganization.Definegroupthinkandsocialloafing.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.ExplainingWorkGroupBehavior(cont’d)Describetherelationshipsbetweengroupcohesivenessandproductivity.Discusshowconflictmanagementinfluencesgroupbehavior.Telltheadvantagesanddisadvantagesofgroupdecisionmaking.CreatingEffectiveTeamsComparegroupsandteamsExplainwhyteamshavebecomesopopular.Describethefourmostcommontypesofteams.Listthecharacteristicsofeffectiveteams.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*UnderstandingGroupsGroupTwoormoreinteractingandinterdependentindividualswhocometogethertoachieveparticulargoals.FormalgroupsWorkgroupsdefinedbytheorganization’sstructurethathavedesignatedworkassignmentsandtasks.Appropriatebehaviorsaredefinedbyanddirectedtowardorganizationalgoals.InformalgroupsGroupsthatareindependentlyformedtomeetthesocialneedsoftheirmembers.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*StagesinGroupDevelopmentFormingMembersjoinandbegintheprocessofdefiningthegroup’spurpose,structure,andleadership.StormingIntragroupconflictoccursasindividualsresistcontrolbythegroupanddisagreeoverleadership.NormingCloserelationshipsdevelopasthegroupbecomescohesiveandestablishesitsnormsforacceptablebehavior.PerformingAfullyfunctionalgroupstructureallowsthegrouptofocusonperformingthetaskathand.AdjourningThegrouppreparestodisbandandisnolongerconcernedwithhighlevelsofperformance.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*WorkGroupBehaviorInternalVariablesAffectingGroupBehaviorTheindividualabilitiesofthegroup’smembersThesizeofthegroupThelevelofconflictTheinternalpressuresonmemberstoconformothegroup’snormsCopyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*ConditionsAffectingGroupBehaviorExternal(Organizational)ConditionsOverallstrategyAuthoritystructuresFormalregulationsAvailableorganizationalresourcesEmployeeselectioncriteriaPerformancemanagement(appraisal)systemOrganizationalcultureGeneralphysicallayoutInternalGroupVariablesIndividualcompetenciesandtraitsofmembersGroupstructureSizeofthegroupCohesivenessandthelevelofintragroupconflictInternalpressuresonmemberstoconformothegroup’snormsCopyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*GroupStructureRoleThesetofexpectedbehaviorpatternsattributedtosomeonewhooccupiesagivenpositioninasocialunitthatassistthegroupintaskaccomplishmentormaintaininggroupmembersatisfaction.Roleconflict:experiencingdifferingroleexpectationsRoleambiguity:uncertaintyaboutroleexpectationsCopyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*GroupStructure(cont’d)NormsAcceptablestandardsorexpectationsthataresharedbythegroup’smembers.CommontypesofnormsEffortandperformanceOutputlevels,absenteeism,promptness,socializingDressLoyaltyCopyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*GroupStructure(cont’d)ConformityIndividualsconforminordertobeacceptedbygroups.Grouppressurescanhaveaneffectonanindividualmember’sjudgmentandattitudes.Theeffectofconformityisnotasstrongasitoncewas,althoughstillapowerfulforce.GroupthinkTheextensivepressureofothersinastronglycohesiveorthreatenedgroupthatcausesindividualmemberstochangetheiropinionstoconformtothatofthegroup.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*GroupStructure(cont’d)StatusSystemTheformalorinformalprestigegrading,position,orrankingsystemformembersofagroupthatservesasrecognitionforindividualcontributionstothegroupandasabehavioralmotivator.Formalstatussystemsareeffectivewhentheperceivedrankingofanindividualandthestatussymbolsaccordedthatindividualarecongruent.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*GroupStructure:GroupSizeSmallgroupsCompletetasksfasterthanlargergroups.Makemoreeffectiveuseoffacts.LargegroupsSolveproblemsbetterthansmallgroups.AregoodforgettingdiverseinputAremoreeffectiveinfact-finding.SocialLoafingThetendencyforindividualstoexpendlesseffortwhenworkingcollectivelythanwhenworkindividuallyCopyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*GroupStructure(cont’d)GroupCohesivenessThedegreetowhichmembersareattractedtoagroupandsharethegroup’sgoals.Highlycohesivegroupsaremoreeffectiveandproductivethanlesscohesivegroupswhentheirgoalsalignedwithorganizationalgoals.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*GroupProcesses:GroupDecisionMakingAdvantagesGeneratesmorecompleteinformationandknowledge.GeneratesmorediversealternativesIncreasesacceptanceofasolutionIncreaseslegitimacyofdecisionDisadvantagesTimeconsumingMinoritydominationPressurestoconformAmbiguousresponsibilityCopyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*GroupProcesses:ConflictManagementConflictTheperceivedincompatibledifferencesinagroupresultinginsomeformofinterferencewithoroppositiontoitsassignedtasks.Traditionalview:conflictmustitavoided.Humanrelationsview:conflictisanaturalandinevitableoutcomeinanygroup.Interactionistview:conflictcanbeapositiveforceandisabsolutelynecessaryforeffectivegroupperformance.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*GroupProcesses:ConflictManagement(cont’d)CategoriesofConflictFunctionalconflictsareconstructive.Dysfunctionconflictsaredestructive.TypesofConflictTaskconflict:contentandgoalsoftheworkRelationshipconflict:interpersonalrelationshipsProcessconflict:howtheworkgetsdoneCopyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*GroupProcesses:ConflictManagement(cont’d)TechniquestoReduceConflict:AvoidanceAccommodationForcingCompromiseCollaborationCopyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*GroupTasksHighlycomplexandinterdependenttasksrequire:Effectivecommunications:discussionamonggroupmembers.Controlledconflict:Moreinteractionamonggroupmembers.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*AdvantagesofUsingTeamsTeamsoutperformindividuals.Teamsprovideawaytobetteruseemployeetalents.Teamsaremoreflexibleandresponsive.Teamscanbequicklyassembled,deployed,refocused,anddisbanded.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*WhatIsaTeam?WorkTeamAgroupwhosemembersworkintenselyonaspecificcommongoalusingtheirpositivesynergy,individualandmutualaccountability,andcomplementaryskills.TypesofTeamsProblem-solvingteamsSelf-managedworkteamsCross-functionalteamsVirtualteamsCopyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*TypesofTeamsProblem-solvingTeamsEmployeesfromthesamedepartmentandfunctionalareawhoareinvolvedineffortstoimproveworkactivitiesortosolvespecificproblemsSelf-managedWorkTeamsAformalgroupofemployeeswhooperatewithoutamanagerandresponsibleforacompleteworkprocessorsegment.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*TypesofTeamsCross-functionalTeamsAhybridgroupingofindividualswhoareexpertsinvariousspecialtiesandwhoworktogetheronvarioustasks.VirtualTeamsTeamsthatusecomputertechnologytolinkphysicallydispersedmembersinordertoachieveacommongoal.Copyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*CharacteristicsofEffectiveTeamsHaveaclearunderstandingoftheirgoals.Havecompetentmemberswithrelevanttechnicalandinterpersonalskills.Exhibithighmutualtrustinthecharacterandintegrityoftheirmembers.Areunifiedintheircommitmenttoteamgoals.Havegoodcommunicationsystems.PossesseffectivenegotiatingskillsHaveappropriateleadershipHavebothinternallyandexternallysupportiveenvironmentsCopyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.15–*Copyright©2005PrenticeHall,Inc.Allrightsreserved.