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CH 7-11 on Managing People and Organizations
Groups and Group Identity
Social identity theory |
A perspective that considers when and why individuals consider themselves members of groups |
Ingroup favoritism |
Perspective in which we see members of
our ingroup as better than other people, and people not in our group as all the same. |
Outgroup |
The inverse of an ingroup; an outgoup can mean anyone outside the group, but more usually it is an identified other group. |
Punctuated-equilibrium model
Temporary groups with finite deadlines pass through, punctuated-equilibrium model, a unique sequencing of actions (or inaction)
Stages of Group Development
The first meeting sets the group’s direction |
The first phase of group activity is one of inertia and thus makes slower progress. |
A transition takes place exactly when the group has used up half its allotted time. |
This transition initiates major changes |
A second phase of inertia follows the transition |
The group’s last meeting is characterized by markedly accelerated activity |
STRENGTHS AND WEAKNESS OF GROUP DECISION MAKING
Strength |
generate more complete information and knowledge.
increased diversity of views
acceptance of a solution |
Weakness |
time-consuming
conformity pressures
ambiguous responsibility |
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Creating Effective Teams
Team context |
Adequate resources
Leadership and Structure
Climate of Trust
Performance Evaluations and Reward systems |
Team composition |
Abilities of members
Personality of members
Allocation of roles
Diversity of Members
Cultural differences
Size of teams
Member preferences |
Team Processes |
Common Plan and Purpose
Specific Goals
Team efficacy
Team identity
Team cohesion -
Mental models
conflict levels
social loafing |
Three key components of effective teams: (1) resources and other contextual influences (2) team’s composition. (3) process variables
Types of Teams
Problem-solving teams |
Groups of 5 to 12 employees from the same department |
Self-managed teams |
Groups of 10 to 15 people who take on responsibilities of their former supervisors |
Cross-functional teams |
Employees from about the same hierarchical level, but from different work areas |
Virtual teams |
Remote workers |
Multi-team system |
A collection of two or more interdependent teams that share a superordinate goal; a team of teams |
Differences Between Groups and Teams
work group - a group that interacts primarily to share information and make decisions to help each member perform within his or her area of responsibility. |
Work team - A group whose individual efforts result in performance that is greater than the sum of the individual inputs |
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Barriers to effective communication
Filtering |
A sender’s manipulation of information so that it will be seen more favorably by the receiver |
Selective perception |
Receivers selectively see and hear based on their needs. |
Information overload |
A condition in which information inflow exceeds an individual’s processing capacity |
Emotions |
Interpret message differently depending on moods |
Language |
Words mean different things to different people |
Silence |
Non-interest or inability to deal with a topic |
Communication apprehension |
Undue tension and anxiety about oral communication, written communication or both |
Lying |
Misrepresentation of information |
Nominal Group Technique
A group decision-making method in which individual members meet
face to face to pool their judgments in
a systematic but independent fashion.
1. Before any discussion takes place, each member independently writes down ideas about the problem.
2. After this silent period, each member presents one idea to the group. No discussion takes place until all ideas have been presented and recorded
3. The group discusses the ideas for clarity and evaluates them.
4. Each group member silently and independently rank-orders the ideas. The idea with the highest aggregate ranking determines the final decision. |
Group Properties (6)
Role |
Norms |
Status |
Size |
Cohesiveness |
Diversity |
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