Chapter Nineteen - University of Mississippi
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Transcript Chapter Nineteen - University of Mississippi
Mgmt 371
Chapter Nineteen
Managing Work Groups and Teams
Much of the slide content was created by Dr, Charlie Cook, Houghton Mifflin, Co.©
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Groups and Teams in
Organizations
Group
Two or more people who interact regularly to
accomplish a common purpose or goal.
Types of Groups and Teams
Functional groups
Informal or interest groups
Task groups
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Types of Groups in Organizations
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Groups and Teams in
Organizations
Team - A group of workers who function as a
unit, often with little or no supervision, to carry
out work-related tasks, functions, and
activities.
Sometimes called self-managed teams, crossfunctional teams, self-directed work teams or
high performance teams.
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Groups and Teams in
Organizations (Benefits)
Benefits of teams
Give more responsibility for task
performance to the workers who do
the tasks.
Empower workers by giving them
greater authority and decision-making
freedom.
Allow organizations to capitalize on
the knowledge and motivation of their
workers.
Enable the organization to shed its
bureaucracy and to promote flexibility
and responsiveness.
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Groups and Teams in
Organizations
Why People Join Groups and Teams
Interpersonal attraction
Group activities
Group goals
Need satisfaction
Instrumental benefits
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Types of Teams
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Stages of Group
Development
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Characteristics of
Groups and Teams
Role
The part an individual plays in helping the group
reach its goals.
Task-specialist role
Socioemotional role
Role Structures
The set of defined roles and interrelationships
among those roles that the group or team members
define and accept.
Emerge as a result of role episodes in which
the expected role is translated and defined
into the enacted role.
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Characteristics of
Groups and Teams
Expected Role – the degree to which all
members of a group believe what behaviors
are appropriate to the focal person’s role.
Sent Role – role expectations sent to the focal
person.
Perceived Role – what the focal person
thought his or her role entailed.
Enacted Role – the way the focal person
actually acts out his or her role.
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The Development of a Role
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Characteristics of Groups and
Teams (cont’d)
Role Structures
Role ambiguity occurs when the sent role is
unclear.
Role overload occurs when role expectations
exceed an individual’s capacities.
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Characteristics of Groups and
Teams (Role conflict )
Role conflict occurs when the messages
and cues comprising the sent role are clear
but contradictory or mutually exclusive.
conflict – worker overtime or
taking your kid to a movie [Good employee
v. good dad]
Interrole
Intrarole
conflict - conflicting demands in
a single role [manager is told to reduce
tardiness by her boss, while subordinates
are pressing her to cut them some slack].
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Characteristics of Groups and
Teams (Role conflict )
conflict – when a person
receives contradictory communications.
[The Department chair says increase
academic in classes in the morning then
emphasizes retention in the afternoon].
Intrasender
conflict – the requirements of
the role conflict with personal values [you
are asked to terminate an employee who
you know to be in dire financial straits].
Person-role
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Characteristics of Groups and
Teams (Norms)
Behavioral Norms
Norms
Are standards of acceptable and
unacceptable behaviors that a group sets for
its members.
Norm generalization – finance faculty
wearing ties to lecture. (external)
Different groups with in the same
organization develop different norms.
Norm variation some members are afforded
idiosyncratic behavior. (internal)
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Characteristics of Groups and
Teams (Norms)
Individual responses to norm conformity:
Adopt the norms of the group.
Try to obey the “spirit” of the norms while
retaining individuality.
Socialization
Norm conformity that occurs when a person
makes the transition from being an outsider to
being and insider in the organization.
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Characteristics of Groups and
Teams (Cohesiveness)
Cohesiveness
The extent to which members are loyal and
committed to the group; the degree of
mutual attractiveness within the group.
The degree to which they conform to group
norms.
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Characteristics of Groups and
Teams (Cohesiveness)
Consequences of Cohesiveness
The interaction between cohesiveness and
performance norms
The best situation: high cohesiveness
combined with high performance
The worst situation: high cohesiveness
and low performance
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Factors That Influence Group
Cohesiveness
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The Interaction Between Cohesiveness and
Performance Norms
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Characteristics of Groups and
Teams (Formal Leaders)
Formal leaders
Have been elected or designated to
engage in leadership activities by the
group members or has been formally
appointed or recognized by the
organization as the leader for the group.
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Characteristics of Groups and
Teams (Informal Leaders)
Informal leaders
Engage in leadership activities but their
right to do so has not been formally
recognized by the organization or group.
May also be the formal leader for the group
or may supplement the formal leader in
fulfilling leadership roles.
Draw on referent or expert power to
establish themselves as leaders.
Task and social leaders often emerge.
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Interpersonal and Intergroup
Conflict
Conflict -
A disagreement between two or more
individuals, groups, or organizations.
There is an optimal level of conflict in an organization:
Too little conflict and the organization becomes
complacent and apathetic, and lacking in
innovation and underperforms.
Too much conflict creates a dysfunctional
organization where hostility and non-cooperation
predominate, and suffers from low performance.
A moderate level of conflict in an organization
fosters motivation, creativity, innovation, and
initiative and can raise performance.
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Interpersonal and Intergroup
Conflict (Causes of Conflict)
Interpersonal Conflict
Personality clash
Differing beliefs or
perceptions
Competitiveness
Intergroup Conflict
Interdependence
Different goals
Competition for
scarce resources
Conflict Between
Organization and the
Environment
Conflict with
competition
Conflict with
consumer groups
Conflict with
employees
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Methods for Managing Conflict
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