Transcript Document 7582446

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Objectives
1. A definition of the term group as used in the context of management
2. A thorough understanding of the difference between formal and informal
groups
3. Knowledge of the types of formal groups that exist in organizations
4. An understanding of how managers can determine which groups exist in
an organization
5. An appreciation for what teams are and how to manage them
6. Insights into managing corporate culture to enhance organizational
success
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Groups
Group is any number of people who:
(1) interact with one another
(2) are psychologically aware of one another
(3) perceive themselves to be a group
Why managers should study groups:
1. Exist in all kinds of organizations
2. Form in all facets of organizational existence
3. Cause either desirable or undesirable consequences
4. Raise the probability of causing desirable consequences
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Kinds of Groups in Organizations
 Formal
Groups
 Kinds
of Formal Groups
Command groups
Task groups
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Kinds of Groups in Organizations
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Kinds of Groups in Organizations
 Formal
Groups (continued)
 Examples
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of Formal Groups
Committees
Reasons for establishing committees:
1. Allow organization members to exchange ideas
2. Generate suggestions and recommendations
3. Develop new ideas for solving existing organizational problems
4. Assist in the development of organizational policies
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Why Managers Should Use Committees
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Improve quality of decision making
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Encourage expression of honest opinions
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Increase members’ participation in decision-making
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Ensure representation of important groups in decision-making process
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Kinds of Groups in Organizations
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Kinds of Groups in Organizations
 Formal
Groups (continued)
 Examples
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of Formal Groups (continued)
Committees (continued)
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What Makes Committees Successful
Procedural Steps
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People-Oriented Guidelines.
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Define goals clearly, preferably in writing
Specify authority
Determine optimum size
Select chairperson
Appoint permanent secretary
Distrubute agenda and support material before meeting
Start meetings on time-announce ending time at outset
Rephrasing ideas already expressed
Bringing all members into active participation
Stimulating further thought by members
Groupthink
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Kinds of Groups in Organizations
 Formal
Groups (continued)
 Examples
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of Formal Groups (continued)
Work Teams
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Special-Purpose and Self-Managed Teams
 Stages
of Formal Group Development
The Acceptance Stage
 The Communication and Decision-Making Stage
 The Group Solidarity Stage
 The Group Control Stage
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Members function as a unit
Members participate effectively in group effort
Members are oriented toward a single goal
Members have equipment, tools, and skills necessary to attain goals
Members exchange suggestions, opinions, and information
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Kinds of Groups in Organizations
 Informal
 Kinds
Groups
of Informal Groups
Interest groups
Friendship groups
 Benefits
of Informal Group Membership
1. Perpetuation of social and cultural values
2. Status and social satisfaction
3. Increased ease of communication
4. Increased desirability of the overall work environment
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Kinds of Groups in Organizations
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Managing Work Groups
 Determining
Group Existence
 Sociometric Analysis
 Applying
the Sociogram Model
 Understanding
the Evolution of Informal Groups
 Homans’ Model
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Applying the Homans Model
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Managing Work Groups
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Managing Work Groups
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Teams
 Groups
Versus Teams
Group consists of any number of people who:
Interact with one another
Are psychologically aware of one another
Think of themselves as a group
Team is a group whose members:
Influence one another toward the accomplishment of objective(s)
 Types
of Teams in Organizations
 Problem-Solving Teams
 Self-Managed Teams
 Cross-Functional Teams
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Teams
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Teams
 Stages
of Team Development
 Forming
 Storming
 Norming
 Performing
 Adjourning
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Teams
 Team
Effectiveness
People-related steps:
1. Trying to make the team’s work satisfying
2. Developing mutual trust among team members and
between the team and management
3. Building good communication
4. Minimizing unresolved conflicts and power struggles within the team
5. Dealing effectively with threats toward and within the team
6. Building the perception that the jobs of team members are secure
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Teams
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Teams
 Team
Effectiveness (continued)
Organization-related steps:
1. Building a stable overall structure team members view as secure
2. Becoming involved in team events and
demonstrating interest in team progress and functioning
3. Properly rewarding and recognizing teams for accomplishments
4. Setting stable goals and priorities for the team
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Teams
 Team
Effectiveness (continued)
Task-related steps:
1. Developing clear objectives, directions, and project plans for the team
2. Providing proper technical direction and leadership for the team
3. Establishing autonomy for team and challenging work within the team
4. Appointing experienced and qualified team personnel
5. Encouraging team involvement
6. Building visibility within the organization for the team’s work
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Teams
 Trust
and Effective Teams
 Communicate
 Show
often to team members
respect for team members
 Be
fair to team members
 Be
predictable
 Demonstrate
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competence
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Corporate Culture
 Status
Symbols
 Traditions
 Physical
 The
and History
Environment
Significance of Corporate Culture
Mechanisms for developing and reinforcing desired corporate culture:
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What leaders pay attention to, measure, and control
Leaders’ reactions to critical incidents and organizational crises
 Deliberate role modeling, teaching, and coaching
 Criteria for allocation of rewards and status
 Criteria for employee recruitment, selection, promotion, and retirement
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Questions
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