Textbook Notes (368,558)
Canada (161,962)
BUS 272 (246)
Chapter 6

OB Chapter 6 - Groups and Teamwork.docx

6 Pages
106 Views
Unlock Document

Department
Business Administration
Course
BUS 272
Professor
Christopher Zatzick
Semester
Winter

Description
Chp 6: Groups and Teamwork Group - Two or more people with a common relationship o Do not necessarily engage in collective work that requires interdependent effort Team - A small number of people who work closely together toward a common objective and are accountable to one another Organizations focus on effectiveness and efficiency and find teams a good way to mange talent o Teams are more flexible and responsive to change o Teams have capability to quickly assemble, deploy, refocus and disband o Extensive use of teams to generate greater outputs with no increase in inputs Types of Teams October-10-11 4:48 PM Four most common kinds of teams: 1. Problem-Solving Teams  Problem-Solving (Process-Improvement) Team - A group of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment o Are also planning teams, task forces, or committees o Members share ideas on how to improve work processes and methods  These teams are rarely given the authority to implement any of their suggestions on how to improve the things listed above 2. Self-Managed Teams  Self-Managed (Self-Directed) Team - A group of 10 to 15 employees who take on many of the responsibilities of their former managers o Planning, scheduling of work, assigning tasks, collectively controlling pace of work, making operating decisions, taking action on problems o Self-managed teams often perform better than appointed leaders o Overall research on effectiveness has not been uniformly positive (sometimes have higher absenteeism and turnover rates) 3. Cross-Functional Teams  Cross-Functional (Project) Team - A group of employees at about the same hierarchical level, but from different work areas, who come together to accomplish a task o Each individual is expected to contribute knowledge of his or her field o Allows people from diverse areas to exchange information, develop new ideas, solve problems, and coordinate projects o Early stages often time-consuming as members learn to work with diversity  Task Force - A temporary cross-functional team  Committee - A group composed of members from different departments  Skunkworks - Cross-functional teams that develop spontaneously to create new products or work on complex problems o Typically found in high tech sector and allowed to work on new ideas in isolation 4. Virtual Teams  Virtual Team - A team that uses computer technology to tie together physically dispersed members in order to achieve a common goal o Collaboration online through video conferencing, email o Less direct interaction among members, lack of normal give-and-take of face-to-face discussion o Tend to be more task-oriented and exchange less social-emotional information For virtual teams to be effective: a. Trust is established among team members b. Team progress is monitored closely c. Effort and products of team are publicized through organization From Individual to Team Member Roles Role - A set of expected behaviours of a person in a given position in a social unit Role Expectations - How others believe a person should act in a given situation Role Conflict - A situation in which an individual finds that complying with one role requirement may make it more difficult to comply with another Role Ambiguity - A person is unclear about his or her role o Can lead to confusion, stress and bad feelings Role Overload - Too much is expected of someone Role Underload - Too little is expected of someone and that person feels that he or she is not contributing to the group Norms Norms - Acceptable standards of behaviour within a group that are shared by the group's members o Formalized norms are written rules and procedures, most are informal o Regarding performance, appearance, social arrangement, allocation of resources Most norms develop as: 1. Explicit statements made by group member 2. Critical events in group's history 3. Primacy: first behavioural pattern that emerges sets expectations 4. Carry-over behaviours from past situations: members bring expectations with them Norms are important because:  It facilitates group's survival - seek to enforce norms that increase success  It increases predictability of group members' behaviours - anticipate each other's actions  It reduces embarrassing interpersonal problems  It allows members to express central values of group and clarify what is distinctive about group's identity Conformity - Adjusting one's behaviour to align with the norms of the group Stages of Group and Team Development The Five-Stage Model Stage 1: Forming  Characterized by uncertainty about team's purpose, structure and leadership  Complete when members begin to think of themselves as part of a team Stage 2: Storming  Characterized by intragroup conflict  Members resist constraints on individuality  Conflict over who will control team  Complete when clear hierarchy of leadersh
More Less

Related notes for BUS 272

Log In


OR

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


OR

By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.


Submit