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by: Jessica Lynn

MANA CH. 9 MANA 3318

Jessica Lynn

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About this Document

Chapter 9 Notes
Organization Behavior
Dr. Baldwin
Class Notes
25 ?




Popular in Organization Behavior

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This 5 page Class Notes was uploaded by Jessica Lynn on Wednesday March 23, 2016. The Class Notes belongs to MANA 3318 at University of Texas at Arlington taught by Dr. Baldwin in Spring 2016. Since its upload, it has received 6 views. For similar materials see Organization Behavior in Business at University of Texas at Arlington.


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Date Created: 03/23/16
Tuesday, March 22, 2016 Chapter 9 Work Teams and Groups - Group • two or more people with common interests or objectives - Teamwork • joint action by a group of people in which individual interests are subordinated to team unity - 3 Benefits of Teamwork • helps overcome individual limitations • cooperation and competition • social benefits from teamwork - Psychological Intimacy • emotional and psychological closeness that we develop - Integrated Involvement • closeness achieved through tasks and activities • it results in enjoyment of work, social identity, and self-definition • being valued for one’s skills and abilities, opportunities for power and influence, conditional positive regard, and support for one’s beliefs and values - Group Behavior • norms of behavior - the standards that a work group uses to evaluate the behavior of its members • may be written or unwritten, verbalized or not verbalized, implicit or explicit - Group Cohesion • the “interpersonal glue” that makes members of a group stick together - can enhance job satisfaction for members and improve organizational productivity 1 Tuesday, March 22, 2016 - Social Loafing • the failure of a group member to contribute personal time, effort, thoughts, or other resources to the group - Loss of Individuality • a social process in which individual group members lose self-awareness and its accompanying sense of accountability, inhibition, and responsibility for individual behavior - 2 Kinds of Groups Formal • - any group established by the company • board of directors, task forces, etc. • Informal Groups - not established by a company or upper management Figure 9.1: Tuchman’s Five-Stage Model of Group Development - Forming • team members are unclear of individual roles and responsibilities and tend to rely heavily on management • the team members are growing - Storming • cliques are formed • conflicts and power struggles arise • trustworthiness and acceptance begins wishing group and members challenge the group leader 2 Tuesday, March 22, 2016 - Norming • where roles and responsibilities of each member become fixed with agreement - Performing • team becomes aware of mission and can manage to stand on its own with little interference from the leader - Adjourning • the goal has been achieved and everyone at that point feels accomplished and can then move onto a new task - 2 Major Criticism’s of Tuchman’s Model • belief that stage 2 is unrealistic - you can have power struggles and conflicts at any stage and not just during stage 2 • groups do not operate at the same production level at all times - they operate with something called “bursts of energy”; there are many good days and bad days - 4 Characteristics of “Mature Groups” • has to be an individual who has many years of experience and highly skilled in whatever area it may be - Purpose and Mission • may be assigned or may emerge from the group • group often questions, reexamines, and modifies mission and purpose • mission converted into specific agenda, clear goals, and a set of critical success factors - Behavioral Norms • well-understood standards of behavior wishing a group • also evolve around performance and productivity - Group Cohesion • the “interpersonal glue” that makes members of a group stick together 3 Tuesday, March 22, 2016 - Status Structure • the set of authority and task relations among a group’s members - hierarchical - belief in ranks; not everyone is on the same level - egalitarian - belief that all people are equal and deserve equal rights and opportunities - Team Task Functions • activities directly related to the affective completion - initiating activities - seeing information - giving information - elaborating concepts - coordinating activities - summarizing ideas - testing ideas - evaluating effectiveness - diagnosing problems - Team Maintenance Functions • activities essential to the effective, satisfying interpersonal relationships within a team or group - supporting others - following other’s leads - gatekeeping communication - setting standards - expressing member feelings - testing group decisions - consensus testing 4 Tuesday, March 22, 2016 - harmonizing conflict - reducing tension • humor and jokes tend to defuse mounting tension in the work place - Self-Managed Teams • pinnacle of hierarchy if there was one for groups • considered the “dream team” of the workplace managers wish all their teams would be self-managed • - they can run themselves without a supervisor - deal with important issues beyond quantity - proven and trustworthy by manager that they do not have to get involved until a decision of authority is needed - Empowerment Skills • competence skills - quality in an individual that makes them worthy of the job and helps builds the skills they put into their work process skills • - negotiation skills with allies, opponents, and adversaries • cooperative and helping skills - making decisions that not only benefit the individual but also the entire team • communication skills - those who do better in speaking with self-expression and writing tend to do better in the workplace 5


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