Ch.13 Groups and Teams Ch.13 Groups and Teams

任維廉 教授任維廉 教授 20132013

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13.1 Groups and Group Development13.2 Work Group Performance and Satisfaction13.3 Turning Groups into Effective Teams 13.4 Current Challenges in Managing Teams

綱要綱要

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13.1 13.1 GroupsGroupsGroup: two or more interacting and interdependent

individuals who come together to achieve specific goals.Formal groups

Work groups defined by the organization’s structure that have designated work assignments and tasks.

Informal groupsGroups that are independently formed to meet the

social needs of their members. e.g. facebook 社團，竹友同學會……

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Exhibit 13-1: Examples of Formal Work Groups

Five StagesFive Stages ofof GroupGroup DevelopmentDevelopment 1. Forming: people join the group and then define the group’s purpose,

structure, and leadership2. Storming: characterized by intragroup conflict3. Norming: characterized by close relationships and cohesiveness. 4. Performing: group is fully functional and works on group task.

5. Adjourning: group members are concerned with wrapping up activities rather than task performance.

瞭解並接受彼此差異，同理心，開放，包容，雙向、支持性溝通。

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13.2 Group13.2 Group StructureStructureRole

behavior patterns expected of someone occupying a given position in a social unit.

Norms standards or expectations that are accepted and shared by a

group’s members.

Conformity (Groupthink) when a group exerts extensive pressure on an individual to

align his or her opinion with that of others.

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Exhibit 13-4: Examples of Asch’s Cards e.g. 電擊實驗

GroupGroup Structure (cont.)Structure (cont.)Status

a prestige grading, position, or rank within a group. e.g. cook vs. waitress.

Social loafingthe tendency for individuals to expend less effort when

working collectively than when working individually.Group cohesiveness

the degree to which group members are attracted to one another and share the group’s goals.

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Ex. 13-3: Group Performance/Satisfaction Model

Ex. 13-5: Group Cohesiveness and Productivity

Ex. 13-6: Creative Group Decision Making

Conflict ManagementConflict

perceived incompatible differences that result in interference or opposition.

Traditional view of conflict the view that all conflict is bad and must be avoided.

Human relations view of conflict the view that conflict is a natural and inevitable outcome

in any groupInteractionist view of conflict

the view that some conflict is necessary for a group to perform effectively.

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Conflict Management (cont.)Functional conflicts

conflicts that support a group’s goals and improve its performance.

Dysfunctional conflicts conflicts that prevent a group from achieving its goals.

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Conflict Management (cont.)Task conflict

conflicts over content and goals of the work.Relationship conflict

conflict based on interpersonal relationships.Process conflict

conflict over how work gets done.

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Ex. 13-7: Conflict and Group Performance

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Ex. 13-8: Conflict-Management Techniques

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13.3 What Is a Work Team?Work teams

groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.

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Types of Work TeamsProblem-solving team

a team from the same department or functional area that’s involved in efforts to improve work activities or to solve specific problems.

Self-managed work team a type of work team that operates without a manager and

is responsible for a complete work process or segment.

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Types of Work Teams (cont.)Cross-functional team

a work team composed of individuals from various functional specialties.

Virtual team a type of work team that uses technology to link

physically dispersed members in order to achieve a common goal.

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Advantages of Using TeamsTeams outperform individuals.

Teams provide a way to better use employee talents.

Teams are more flexible and responsive.

Teams can be quickly assembled, deployed, refocused, and disbanded.

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Exhibit 13-9: Groups Versus Teams

Characteristics of Effective TeamsHave a clear understanding of their goals

Have competent members with relevant technical and interpersonal skills

Exhibit high mutual trust in the character and integrity of their members

Are unified in their commitment to team goals

Have good communication systems

Possess effective negotiating skills

Have appropriate leadership

Have both internally and externally supportive environments

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Work Team 之管理意涵若團隊成員間有高度人際關係連結，則更容易達成群體目標，也更願意在一起相處

當人們需要他人來幫助、以便完成工作時， 他們傾向選擇友善的同事，而非能幹的。

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13.4 Understanding Social Networks

Social Network

The patterns of informal connections among individuals within groups.

The Importance of Social Networks

Relationships can help or hinder team effectiveness.

Relationships improve team goal attainment and increase member commitment to the team.

Exhibit 13-11: Global Teams

作業 1. Case study: a manager’s dilemma (p. 374)

(1) Identify and articulate business problems

(2) Gather and analyze information applicable

(3) Identify and apply an appropriate tool for solving problems.

2. Thinking critically about ethics (p. 394)

(1) Identifies Dilemma.

(2) Considers Stakeholders

(3) Analyzes Alternatives and Consequences

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3. Developing your acquiring power skill (p. 395)

4. Team exercise (p. 395)

5. Internet-based exercise (p. 396):

(1) “Five Stages of Group Development“ 能解釋你參加過的 社團？

(2) “Conflict-Management Techniques”, “creating effective work teams”.

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回顧1. 比較 Groups and Teams

2. 比較 Traditional view of conflict vs.

Human relations vs. Interactionist

3. 區分 Five Stages of Group Development

Terms to Know

Groupthink (Conformity)Conflict managementCross-functional teamSocial loafingGroup Cohesiveness

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