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Chapter 17 .docx

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University of Calgary
Management Studies
MGST 391
Ahmad Ali Sohrabi

Chapter 17 : Groups in Organisation Groups: “A group is any collection of people who perceives themselves to be a group”.  Sense of identity  Loyalty to group  Purpose & Leadership Team: “A team is a small number of people with complementary skills who are committed to a common purpose, performance goals for which they hold themselves accountable” A team could be:  Multi-disciplinary teams  Contains specialists in different areas  Freer and faster communication between disciplines in organization  Multi skilled teams  Contains people who possess many skills  Tasks can be shared in flexible way. Development of team: (by Tuckman)  Forming (collection of individuals)  Storming (targets are set and trust increases)  Norming (work sharing, individual requirements and expectations)  Performing (execution of task) Members/Roles of team: (by Belbin)  Coordinator (presides and coordinates)  Shaper (dominant, extrovert, task oriented)  Plant (introverted, source of ideas)  Monitor evaluator (analytical rather than creative)  Resource investigator  Implementer (administrator not leader, scheduling, planning)  Team worker (supportive, noticed in absence)  Finisher Problems with team:  Group norms restrict individual personality.  Conflict in roles and relationship  Personality problems  Rigid leadership  Not suitable for all jobs  Too much harmony (group think) or differences of opinion Creating an effective team work: (A contingency approach by Handy)  The Given  Group‟s members  Group‟s task  Group‟s environment  Intervening factors  Motivation  Leadership  Process  Procedure  The Outcomes  Productivity  Effectivity  Objective is met within time  Group satisfaction Management can operate on both „givens‟ and „intervening factors‟ to affect the „outcomes‟. Indications of Effective Team: Quantitative factors  Productivity  Absenteeism  Turnover rate  Accident rate  Targets  Interruption to work rate Qualitative factors  Commitment  Understanding  Communication  Feed back  Job satisfaction  Motivation Conflict in organizations: (Individual / Group level) Different views conflict in organizations: The happy family view:  Organizations are essentially harmonious.  There are cooperative structures to achieve common goals with no systematic conflict of interest. The conflict view:  Organizations have conflict on individual and group level.  Members battle for limited resources, status and reward.  Conflict could be destructive if not handled carefully. The evolutionary view:  Conflict is seen as a useful basis for evolutionary change and not for revolutionary change.  Could be constructive if handled by arguments or competition(Handy). Causes and tactics of conflicts between departments:  Operative goal incompatibility  Personality differences  Task interdependence (if managed badly)  Scarcity of resources  Power distribution (Boundaries of authority)  Uncertainty (in change)  Reward
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