Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15Slide 16Slide 17Describe the five stages of Tuckman’s theory of group development.Contrast roles and norms, and specify four reasons norms are enforced in organizations.Explain how a workgroup becomes a team, and identify five teamwork competencies.List at least four things managers can do to build trust.Describe self-managed teams and virtual teams.Describe groupthink, and identify at least four of its symptoms.Effective Groups and TeamworkLearning ObjectivesChapter TenGroup: two or more freely interacting people with shared norms and goals and a common identity.Formal group: formed by the organization.Informal group: formed by friends.10-1McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Formal and Informal GroupsMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.10-2 Table 10-1Formal Groups Fulfill Organizationaland Individual FunctionsSocialize and train newcomers.Implement complex decisions.Provide a problem-solving mechanism for complex problems requiring varied information and assessments.Coordinate interdepartmental efforts.Generate new or creative ideas and solutions.Accomplish complex, interdependent tasks that are beyond the capabilities of individuals.Organizational FunctionsMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.10-3 Table 10-1Formal Groups Fulfill Organizationaland Individual Functions (Cont.)Provide a problem-solving mechanism for personal and interpersonal problems.Reduce the individual’s anxieties and feelings of insecurity and powerlessness.Give individuals an opportunity to test and share their perceptions of social reality.Develop, enhance, and confirm the individual’s self—esteem and sense of identity.Satisfy the individual’s need for affiliation.Individual FunctionsMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.10-4 Figure 10-1Tuckman’s Five-Stage Theory of GroupDevelopmentMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.PerformingAdjourningNormingStormingFormingReturn toIndependenceDependence/interdependenceIndependenceMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.10-5 Figure 10-1Tuckman’s Five-Stage Theory of GroupDevelopment (Cont.)McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.Forming Storming Norming PerformingIndividual Issues“How do I fit in?”“What’s my role here?”“What do the others expect me to do?”“How can I best perform my role?”“What’s next?”Group Issues“Why are we here?”“Why are we fighting over who is in charge and who does what?”“Can we agree on roles and work as a team?”“Can we do the job properly?”“Can we help members transition out?”10-6 Table 10-2Group Member RolesPerforms “group memory” function by documenting discussion and outcomesRecorderPerforms routine duties Procedural technicianTests groups accomplishments with various criteria such as logic and practicalityEvaluator Keeps group headed toward its stated goal(s).OrienterTask RolesCoordinator Pulls together ideas and suggestionsElaboratorPromotes greater understanding through examples or exploration of implicationsOpinion seeker/giver Clarifies pertinent valuesInformation seeker/giver Clarifies key issuesIntiator Suggests new goal or ideasDescriptionMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinProds group to move along or to accomplish more Energizer10-7 Table 10-2Group Member Roles (Cont.)Serves as a passive audienceFollowerRecords and comments on group processes/dynamicsCommentatorMaintenance RolesStandard setter Evaluates the quality of group processGatekeeper Encouragers all group members to participateCompromiser Helps resolve conflict by meeting others “half way”Harmonizer Mediates conflict through reconciling or humorEncouragerFosters group solidarity by accepting and praising various points of viewDescriptionMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.Norm: shared attitudes, opinions, feelings, or actions that guide social behavior.How norms are developed:Explicit statements by supervisors or co-workersCritical events in the group’s historyPrimacyCarryover behaviors from past situationsWhy norms are enforced:Help the group or organization surviveClarify or simplify behavioral expectationsHelp individuals avoid embarrassing situationsClarify the group’s or organization’s central values and/or unique identity10-8McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.NormsMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.Team: small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach.A group becomes a team when the following are met:Leadership becomes a shared activityAccountability shifts from strictly individual to both individual and collectiveThe group develops its own purpose or missionProblem solving becomes a way of life, not a part-time activityEffectiveness is measured by the group’s collective outcomes and products10-9McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.TeamsMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.Trust: reciprocal faith in other’ intentions and behavior.Three Dimensions of Trust:Overall trustEmotional trustReliableness 10-10McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.TrustMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.1. Communication. 2. Support.3. Respect.4. Fairness.5. Predictability.6. Competence. 10-11McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.How to Build TrustMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.RelatingScoutingPersuadingEmpowering10-12McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Indirect
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