国外组织行为学课件皮尔森ch07.ppt
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1、Chapter 7Groups and Teamwork,Copyright 2011 Pearson Canada Inc.,Chapter 7Copyright 2011 Pear,Learning Objectives,Define groups and distinguish between formal and informal groups.Discuss group development.Explain how group size and member diversity influence what occurs in groups.,Copyright 2011 Pear
2、son Canada Inc.,Learning ObjectivesDefine grou,Learning Objectives (continued),Review how norms, roles, and status affect social interaction.Discuss the causes and consequences of group cohesiveness.Explain the dynamics of social loafing.,Copyright 2011 Pearson Canada Inc.,Learning Objectives (conti
3、nued,Learning Objectives (continued),Discuss how to design and support self-managed teams.Explain the logic behind cross-functional teams and describe how they can operate effectively.Understand virtual teams and what makes them effective.,Copyright 2011 Pearson Canada Inc.,Learning Objectives (cont
4、inued,What Is a Group?,A group consists of two or more people interacting interdependently to achieve a common goal.Interaction is the most basic aspect of a group.Interdependence means that group members rely to some degree on each other to accomplish goals.,Copyright 2011 Pearson Canada Inc.,What
5、Is a Group?A group consis,What Is a Group? (continued),Why is group membership important?Groups exert influence on us.Groups provide a context in which we are able to exert influence on others.,Copyright 2011 Pearson Canada Inc.,What Is a Group? (continued)Wh,Formal Work Groups,Formal work groups ar
6、e groups that are established by organizations to facilitate the achievement of organizational goals.The most common formal group consists of a manager and the employees who report to the manager.Other types of formal work groups:Task forcesCommittees,Copyright 2011 Pearson Canada Inc.,Formal Work G
7、roupsFormal work,Informal Groups,Informal groups are groups that emerge naturally in response to the common interests of organizational members.They are seldom sanctioned by the organization.Informal groups can either help or hurt an organization, depending on their norms for behaviour.,Copyright 20
8、11 Pearson Canada Inc.,Informal GroupsInformal groups,Group Development,Groups are complex social devices.They require a fair amount of negotiation and trial-and-error before individual members begin to function as a true group.How do groups develop?,Copyright 2011 Pearson Canada Inc.,Group Developm
9、entGroups are co,Typical Stages of Group Development,Groups develop through a series of stages over time.Each stage presents the members with a series of challenges they must master to achieve the next stage.The stages model is a good tool for monitoring and troubleshooting how groups are developing
10、.,Copyright 2011 Pearson Canada Inc.,Typical Stages of Group Develo,Typical Stages of Group Development (continued),Not all groups go through these stages.The process applies mainly to new groups that have never met before.,Copyright 2011 Pearson Canada Inc.,Typical Stages of Group Develo,Stages of
11、Group Development,Copyright 2011 Pearson Canada Inc.,Stages of Group DevelopmentCop,Forming,Group members try to orient themselves by “testing the waters.”The situation is often ambiguous, and members are aware of their dependency on each other.,Copyright 2011 Pearson Canada Inc.,FormingGroup member
12、s try to or,Storming,Conflict often emerges at this stage.Confrontation and criticism occur as members determine whether they will go along with the way the group is developing.Sorting out roles and responsibilities is often at issue.,Copyright 2011 Pearson Canada Inc.,StormingConflict often emerges
13、,Norming,Members resolve the issues that provoked the storming, and they develop social consensus.Compromise is often necessary.Norms are agreed on and the group becomes more cohesive.Information and opinions flow freely.,Copyright 2011 Pearson Canada Inc.,NormingMembers resolve the iss,Performing,T
14、he group devotes its energies toward task accomplishment.Achievement, creativity, and mutual assistance are prominent themes at this stage.,Copyright 2011 Pearson Canada Inc.,PerformingThe group devotes it,Adjourning,Rites and rituals that affirm the groups previous successful development are common
15、.Members often exhibit emotional support for each other.,Copyright 2011 Pearson Canada Inc.,AdjourningRites and rituals th,Punctuated Equilibrium Model,A model of group development that describes how groups with deadlines are affected by their first meetings and crucial midpoint transitions.Equilibr
16、ium means stability.Stretches of group stability punctuated by a critical first meeting, a midpoint change in group activity, and a rush to task completion.Does the sequence sound familiar to you?,Copyright 2011 Pearson Canada Inc.,Punctuated Equilibrium ModelA,Phase 1,Begins with the first meeting
17、and continues until the midpoint in the groups existence.The first meeting is critical in setting the agenda for what will happen in the remainder of the phase.The group makes little visible progress toward the goal.,Copyright 2011 Pearson Canada Inc.,Phase 1Begins with the first m,Midpoint Transiti
18、on,Occurs at almost exactly the halfway point in time toward the groups deadline.The transition marks a change in the groups approach.How the group manages it is critical for the group to show progress.This transition crystallizes the groups activities for Phase 2.,Copyright 2011 Pearson Canada Inc.
19、,Midpoint TransitionOccurs at a,Phase 2,Decisions and approaches adopted at the midpoint get played out in Phase 2.It concludes with a final meeting that reveals a burst of activity and a concern for how outsiders will evaluate the product.,Copyright 2011 Pearson Canada Inc.,Phase 2Decisions and app
20、roache,The Punctuated Equilibrium Model of Group Development for Two Groups,Copyright 2011 Pearson Canada Inc.,The Punctuated Equilibrium Mod,Punctuated Equilibrium Model (continued),Advice for managing teams:Prepare carefully for the first meeting.As long as people are working, do not look for radi
21、cal progress during Phase 1.Manage the midpoint transition carefully.Be sure that adequate resources are available to actually execute the Phase 2 plan.Resist deadline changes.,Copyright 2011 Pearson Canada Inc.,Punctuated Equilibrium Model (,Group Structure and Its Consequences,Group structure refe
22、rs to the characteristics of the stable social organization of a group - the way a group is “put together.”The most basic structural characteristics along which groups vary are size and member diversity.Other structural characteristics are group norms, roles, status, and cohesiveness.,Copyright 2011
23、 Pearson Canada Inc.,Group Structure and Its Conseq,Group Size,The smallest possible group consists of two people, such as a manager and a particular employee.In practice, most work groups, including task forces and committees, usually have between 3 and 20 members.,Copyright 2011 Pearson Canada Inc
24、.,Group SizeThe smallest possibl,Group Size and Satisfaction,Members of larger groups consistently report less satisfaction with group membership than those in smaller groups.Chance to work on and develop friendships decrease as size increases.Larger groups might prompt conflict and dissension.,Copy
25、right 2011 Pearson Canada Inc.,Group Size and SatisfactionMem,Group Size and Satisfaction (continued),Many people are inhibited about participating in larger groups.In large groups, individual members identify less easily with the success and accomplishments of the group.,Copyright 2011 Pearson Cana
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