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RSM260H1 (43)
Chapter 7

Chapter 7 note

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University of Toronto St. George
Rotman Commerce
Basak Yanar

Chapter 7Groups and Teamwork GROUPtwo or more people interacting interdependently to achieve a common goal Formal work groupsestablished by organization to facilitate the achievement of organizational goalseg 1 manager and 6 employees Task forcestemporary groups that meet to achieve particular goals or to solve particular problems eg suggesting productivity improvements Committeespermanent groups that handle recurrent assignments outside the usual work group structures Informal work groupsemerge naturally in response to the common interests of organizational members GROUP DEVELOPMENT1 Typical Stages 1 Forminggroup members try to orient themselves by testing the watersthe situation is always ambiguous and members are aware of their dependency on each other 2 Stormingconflict often emergesconfrontation and criticism occursorting out roles and responsibilities3 Normingmembers resolve the issues that provoked the stomring and develop social consensuscompromise is necessaryinterdependence is recognized norms are agreed to and the group becomes more cohesive 4 Performinggroup devotes its energies toward task accomplishmentachievement creativity mutual assistance are prominent themes 5 Adjourningeg ceremonies and partiesgroups do not necessarily progress clearly through the stages one at a timegroups can sometimes go back to an earlier stagecontext can mattereg flight crews can immediately reach performing stage 2 Punctuated Equilibrium modeldescribe development of groups with deadlines1 Phase 1first meeting until the midpoint in the groups existencecritical in setting the agenda assumptions approaches and precedents by members dominate the first half of the groups lifelittle visible progress toward the goal 2 Midpoint Transitionhalfway pt in time toward the groups deadlinemarks a change in the groups approachcrystallize the groups activities for Phase 2need to move forward group may seek outside advice 3 Phase 2decisions and approaches adopted at the midpoint is played outconcludes with a final meeting that reveals a burst of activity and concern of review Advice1prepare carefully for the first meeting2 as long as ppl are working dont look for radical progress during Phase 13 manage midpoint transition carefullyevaluate strengths and weakness of ideas generatedfocus on strategy to be used in Phase 24 be sure that adequate resources are available to actually execute Phase 2 plan5 resist deadline changes GROUP STRUCTURE AND ITS CONSEQUENCES1 Group Size Size and Satisfactionmore ppl less satisfaction
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