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MGHB02H3 (292)
Chapter 7

Chapter 7 Groups and Teamwork

10 Pages
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Department
Management (MGH)
Course Code
MGHB02H3
Professor
Julie Mc Carthy

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MGTB29 – Chapter 7 Groups and Teamwork
WHAT IS A GROUP P.226-227
Group: two or more ppl interacting interdependently to achieve a common goal
- interaction most basic aspect
- can telecommute, not face to face or verbal
- interdependence means members rely on each other to some degree to accomplish goals
Important for 2 reasons:
1.Groups exert influence on us (attitudes, beliefs, values)
2.We exert influence on others
Formal work groups: groups established by organizations to facilitate achievement of
organizational goals
- hierarchy of most organizations is series of formal interlocked work groups
Other types of formal work groups:
1.Task force
2.Commitees
Task force – temporary groups that meet to achieve particular goals or solve particular problems
Committees – permanent groups that handle recurrent assignments outside usual work group
structures
Informal groups: groups that emerge naturally in response to common interests of
organizational members
- seldom sanctioned, cutting across formal groups
GROUP DEVELOPMENT P.227-229
Typical Stages of Group Development
1.Forming – “testing the waters (purpose, what others are like, what we doing here)
2.Storming – conflict, confrontation, criticism occurs; members determine if go along with
way group developing; sorting out roles and responsibilities issue here
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3.Norming – resolve issues at storming stage; develop social consensus and compromise;
interdependence recognized, norms agreed, group become cohesive; info and opinions
flow
4.Performing – devoted to task accomplishment; achievement, creativity, mutual assistance
5.Adjourning – some groups definite life span and disperse; rites and rituals affirm success;
emotional support for each other
- not all groups pass through these stages
- applicable to new groups never met before
- well acquainted task force + committee short-circuit stages
- some organizational settings structured to skip storming & norming
Punctuated Equilibrium
Punctuated Equilibrium Model: model of group development describing how groups with
deadlines are affected by first meetings and crucial midpoint transitions
Sequence of Events
1.Phase 1 – first meeting to midpoint; first meeting sets agenda; assumptions, approaches,
and precedents dominate first half of groups life; little visible progress even with
gathered info and held meetings
2.Midpoint Transition – change in approach, how group manages it critical for progress;
need to move forward with possible outside advice; sets activities for Phase 2
3.Phase 2 – final meeting with burst of activity & concern for outside evaluation
Advice offered from Model
-prepare first meeting stressing motivation and excitement about project
-as long as ppl working, do not look for radical progress in Phase 1
-manage midpoint carefully by evaluating strengths and weaknesses, clarify questions,
recognize fundamental change in approach must occur for progress; set strategy for Phase
2
- adequate available resources for Phase 2
- resist deadline changes
GROUP STRUCTURE AND ITS CONSEQUENCES P.229-237
- the way group is put together
www.notesolution.com
Group Size
- smallest 2, largest 300-400; work forces 3-20
Satisfaction
More is merrier in theory
As opportunities for friendship increase, chance to develop decrease to time and energy
required
Different viewpoints lead to conflict and dissension, working vs. member satisfaction
Time for verbal participation by each member diminished
Inhibited participating in larger groups
Individuals identify less easily with success and accomplishments of group
Performance
- depends on type of task & performance criteria
Additive tasks: group performance dependent on sum of performance of indiv group
members
Disjunctive tasks: dependent on performance of best group member
Process losses: group performance difficulties stemming from problems of motivating
and coordinating larger groups
Actual Performance = Potential Performance – Process Losses
Conjunctive tasks: group performance limited by performance of poorest group member;
potential + actual performance goes down, group size + prob of including weak link up
Diversity
more diverse has difficulty communicating effectively and becoming cohesive
longer to forming, norming, storming
once developed, equally cohesive & productive
better in cognitive, creative, problem solving tasks with broader array of ideas
surface diversity wears off over time
www.notesolution.com

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Description
MGTB29 Chapter 7 Groups and Teamwork W HAT IS AG ROUP P.226-227 Group: two or more ppl interacting interdependently to achieve a common goal - interaction most basic aspect - can telecommute, not face to face or verbal - interdependence means members rely on each other to some degree to accomplish goals Important for 2 reasons: 1. Groups exert influence on us (attitudes, beliefs, values) 2. We exert influence on others Formal work groups: groups established by organizations to facilitate achievement of organizational goals - hierarchy of most organizations is series of formal interlocked work groups Other types of formal work groups: 1. Task force 2. Commitees Task force temporary groups that meet to achieve particular goals or solve particular problems Committees permanent groups that handle recurrent assignments outside usual work group structures Informal groups: groups that emerge naturally in response to common interests of organizational members - seldom sanctioned, cutting across formal groups G ROUP D EVELOPMENT P .227-229 Typical Stages of Group Development 1. Forming testing the waters (purpose, what others are like, what we doing here) 2. Storming conflict, confrontation, criticism occurs; members determine if go along with way group developing; sorting out roles and responsibilities issue here www.notesolution.com
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