Transcript Management 8e. - Robbins and Coulter

Characteristics of Effective Teams
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•
•
•
•
•
•
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Clear Goals
Relevant Skills
Mutual Trust
Unified Commitment
Good Communication
Negotiating Skills
Appropriate Leadership
Internal and External Support
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
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Building Group Cohesiveness
• Group Cohesiveness
– The degree to which members are attracted to a
group and share the group’s goals
• Highly cohesive groups are more effective and
productive than less cohesive groups when their goals
align with organizational goals
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
14-12
Exhibit 14.5 The Relationship
Between Cohesiveness and
Productivity
Cohesiveness
High
Low
Strong Increase
in Productivity
Moderate Increase
in Productivity
Decrease in
Productivity
No Significant Effect
on Productivity
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
14-13
Conflict Management
• Conflict
– The perceived incompatible differences in a
group resulting in some form of interference with
or opposition to its assigned tasks
• Traditional view: conflict must it avoided
• Human relations view: conflict is a natural and inevitable
outcome in any group
• Interactionist view: conflict can be a positive force and is
absolutely necessary for effective group performance
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
14-14
Low
Level of Conflict
High
High
Level of
Group
Performance
A
B
C
A
B
C
Exhibit 14.6
Conflict and
Group
Performance
Low
Situation
Level of Conflict
Low or none
Optimal
High
Type of Conflict
Dysfunctional
Functional
Dysfunctional
Group's
Internal
Characteristics
Apathetic
Viable
Stagnant
Self-Critical
Unresponsive to Change Innovative
Lack of New Ideas
Disruptive
Chaotic
Uncooperative
Level of Group
Performance
Low
Low
High
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
14-15
Conflict Management
• Categories of Conflict
– Functional conflicts
– Dysfunctional conflicts
• Types of Conflict
– Task conflict: content and goals of the work
– Relationship conflict: interpersonal relationships
– Process conflict: how the work gets done
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
14-16
Conflict Management
• Techniques to Reduce Conflict:
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–
–
–
–
Avoidance
Accommodation
Forcing
Compromise
Collaboration
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
14-17
Exhibit 14.7
Conflict
Resolution
Techniques
Forcing
Collaborating
Resolving conflicts by
satisfying one’s own
needs at the expense
of another’s.
Resolving conflicts by
seeking an advantageous
solution for all parties.
Resolving conflicts by
each party's giving up
something of value.
Compromising
Resolving conflicts by
withdrawing from or
suppressing them.
Source: Adapted from K.W. Thomas,
“Conflict and Negotiation Processes in
Organizations,” in M.D. Dunnette and L.M.
Hough (eds.) Handbook of Industrial and
Organizational Psychology, vol. 3, 2nd ed.
(Palo Alto, CA: Consulting Psychologists
Press, 1992), p. 668. With permission
Accommodating
Avoiding
Uncooperative
Chapter 14, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
Resolving conflicts by
placing another’s needs
and concerns above
your own.
Cooperative
Cooperativeness
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