人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_10.docx

CHAPTER10UNDERSTANDINGGROUPSANDMANAGINGWORKTEAMS1.EARNINGOUTCOMESAfterreadingthischapter,studentsshouldbeableto:IO-1.Definegroupandlescribethestagesofg11>updevelopment.10-2.Describethemajorconceptsofgroupbehavior.10-3.Discusshowgroupsareturnedintoeffectiveteams.10-4.Discusscontemporarj,issuesinmanagingteams.ManagementMythMyth:Teamsalmostalwaysoutperformemployeesworkingindividually.Truth:Teamscanbeveryeffectivedevicesforaccomplishingtasks,butonesizedoesnotfitall.Fortasksthatdemandleapsincreativethinking,individualswilloftenoutperformteams.TeaChingNotes:When1talkcostudentsaboutteams.1alwaysgetmixedreactions.Somestudentsliketo(split)workwithotherstudents:otherswouldratherdoprojectsandassignmentsbythemselves.Oneofthemaindifferencesbetweenteamsatworkandschoolistheeft-ortthatgoesintothetask.Youmaygetsomeinterestingresponsesbyaskingthefollowingquestions:1.Whenyouworkonprojectswithotherstudents,onaverage,howmuchtimeisspenttalkingandcrdinatingwithotherstudents?2.Mostprojectsareassignedatthefirstpanofthesemesterandareusuallydueattheend.Giventhissortoftimeline,whendostudentsstarttomeetandworkontheirprojects?VVHATISAGROUPANDVVHATSTAGESOFDEVE1.OPMENTDOGROUPSGOTHROUGH?A. WhatIsaCroup?1. Agroupistwoorn)reinteractingandinterdependentindividualswhocometogethertoachievespecificgoals.2. Formalgroupsareworkgroupsthataredefinedbytheorganization'sstructureandhavedesignatedworkassignmentsandspecifictasksdirectedataccomplishingorganizationalgoals.3. Exhibit10-1providessomeexamplesofformalgroups.a) Commandgroupsgroups(aaredeie11ninedbytheorganizationchanandcomposedofindividualswhoreportdirectly(oagivenmanager.b) Taskgroupsgroupscomposedofindividualsbroughttogethertocompleteaspecificjobtask:theirexistenceisoftentenx>rarybecausewhenthetaskiscompleted,thegroupdisbands.c) Cross-functionalteamsgroupsthatbringtogethertheknowledgeandskillsOfindividualsfromvariousworkareasorgroupswhosemembershavebeen(rainedtodoeachothers,jobs.d) Sel-nanagedteamsgroupsthatareessentiallyindependentandthat,inaddition(otheirown(asks,takeontraditionalmanagerialresponsibilities,suchashiring,planningandscheduling,andevaluatingperformance.4. Informalgroupsaresocialgroupsthatoccurnaturallyintheworkplaceandtendtoformaroundfriendshipsandcommoninterests.B. WhatAretheStagesof'(*roupDevelopment?1. Most(earnsfindIliemselvesinacontinualstateofchange.2. There,sageneralpatterntomostteans,evoluionforming,storming,norming,performing,andadjourning.(SeeExhibit10-2.)3. Formingischaracterizedbyagreatdealofuncertaintyaboutthegroup'spurpose,structure,andleadership.a)Thisstageiscompletewhenmembersthinkofthemselvesaspartofagroup.4. Thestormingstageisoneofinlragroupconflict.a) ThereisresistanceIothecontrolthatthegroupimposesonindividualityarlconflictoverwhowillcontroltheteam.b) Whencomplete,therewillberelativelyclearleadershipwithinIheteam.5. Thenormingstageisoneinwhichcloserelationshipsdevelopandmembersbegintodemonstratecohesiveness.a) Thereisnowastrongersenseofteamidentityandcamaraderie.b) Itiscompletewhentheteamstructuresolidifiesandmembershaveassimilatedacommonsetofexpectationsofappropriateworkbehavior.6. Thefourthstageisperforming.a) Thestructureisfullyfunctionalandacceptedby(cammembers.b) Forpe11nanentteams,performingisIhClaststageoftheirdevelopment.7. ForIeinporaryteams,thereisanadjourningstagewheretheteampreparesIbritsdisbandment.8. SomeresearchersargueIhallhCClTeclivenessofworkunitsdoesincreasea(advancedstages.a)Althoughgenerallytrue,whatmakesateamc(ecliveiscomplex.9. Undersomeconditions,highlevelsofconflictarcconducivetohighgroupperformance.10. Teamsdonotalwaysproceedclearlyfromonestagetothenext.a)Sometimesseveralstagesarcgoingonsimultaneously.11. Itisbettertothinkofthesestagesasageneralframework.a)Groupsarcdynamiccnliticsandmanagersneedtoknowthestageagroupisin.II. FIVEMAJoRCONCElrISOFGROUPBEHAVIORA. Introduction1. Tounderstandgroupbehavior,theconceptsofroles,nomsandconformity,statussystems,groupsize,andgroupcohesivenesswillbeexplored.B. Roles1. Arolereferstobehaviorpatternsexpectedofsomeonewhooccupiesagivenpositioninasocialunit.2. Individualsplaymultipleroles,adjustingtheirrolestothegrouptowhichtheybelongatthetime.3. Anindividualwho'sconfrontedbydivergentroleexpectationsexperiencesroleconflict.QuestionOfEthiCSToomuchinformationcansometimesbeabadthing.Inthisexample,acoworkersharesWilhhiSteamhowhepreparesfora20-milebikeracethatincludesshavinghisentirebodyloreduceaerodynamicdrag.Afterhearingthis,anotherteammembersaid.''Why.why.whydoweneedtogothere?Iliisisinformationatx)utacoworker,notsomeoneIreallyconsiderafriend,andnowit'sforeverburnedinnybrain.*DiscussThis: Whaibenefildrawbacksarisefromsharinginformationlikethis? Whatarctheethicalimplicationsofsharingsuchpersonalinformationintheworkplace?TCHChin找TM:Ithinkyouwillfindthatyoungercollegestudentshavebeenexposedtoalotofsuggestiveandx>tentiallyoffendingbehaviorbythetimetheyareintheirearlytwenties.Withexposuretohundredsoftelevisionchannels,socialnetworking,(heInternet,alYouTube,thereisprobablynotmuchtlattheylaven'tseen.OneofthekeystoexploringthistypeofdynamicatworkiswhatPeOPIePerCeiyBasthelinebetweentheirworkandpersonalroles.SomestudentsmayhaveblackalwhileviewsOfWharSworkandwhat'spersonal.OtherMudentsmayseethesedistinctionsasShadUSofgray.C. Norms1. Normsarcacceptablestandardsthatarcsharedbythegroup'smembers.2. Normsmayberelatedtoeffortandperformance.3. Formaldresscodesarcalsonorms.D. Conformity1. Conformityisadjustingone,sbehaviortoalignwiththegroup'snorms.2. Wantingtobeacceptedmakeussusceptibletoconformitypressures.3. SeeFromPcisitoPresentboxformoreinformationonconformitystudies.FromthePaStIuthePreSentDoesthedesiretobeacceptedasapartofagroupleaveonesusceptibletoconformingtothegroup,snorms?Willthegroupexertpressurethat,sstrongenoughtoChangeamember'sattitudeandbehavior?AccordingtotheresearchbySolomonsch.theanswerappearstobeyes.AsclfsstudyinvolvedgroupsofsevenoreightpeoplewhosatinaCIaSSroomandwereaskedtocomparetwocardsheldbyaninvestigator.Onecardhadoneline:theotherhadthreelinesofvaryinglength.AsSowninExhibit10-4,oneofthelinesontheChree-Iinecardwasidenticaltothelineontheone-linecard.Thedifferenceinlinelengthwasquiteobvious;underordinar),conditions,subjectsmadeerrorsoflessthan1percent.hechallengewaswhethertheindividualswouldconformbasedongroupbehaviors.hetendency,asAschshowed,isforindividualmemberstogoalongwiththepack.Todiminishthenegativeaspectsofconformity.managersshouldcreateaclimateofopennessinwhichemployeesarcfreetodiscussproblemswithoutfearofretaliation.DiscussThis: DOESthedesiretobeacceptedasapartofagroupleaveonesusceptibletoconformingtothegroup'snorms?WI1.1.agroupexertpressurethat,sstrongenoughtochangeamcmbcr,sattitudeandbehavior*?Discuss. Whatcanyouusefromthisdiscussiontohelpyoubeabettermanager?E. Statussystems1. Statusisaprestigegrading,position,orrankwithinagroup.Asfarbackasscientistshavebeenabletotracehumangroupings,they'veRnmdstatushierarchies.2. StatussystemsareasignificantmotivatorwithbehavioralconsequenceswhenindividualsseeadisparityIxMweenwhaltheyperceivetheirstatustobeandwhaothersperceiveittobe.3. Peopleneedcongruency-equitybetweenperceivedrankingofanindividualandthestatussymbolsheorshehastoavoidsurprisesinexpectations.F. GroupSize1. Smallgroupscompletetasksfasterthanlargerones,figuringoutwhattodoandgettingIhejobdone.2. 1.argegroupsarebetteralproblemsolving,findingfacts,andgainingdiverseinput.3. Dispersionofresponsibilityencouragesindividualstoslackoff;abehaviorreferredtoassocialloafing.4. Whentheresultsofthegroupcan'tbeatirihuiedtanysingleperson,therelationshipbetweenanindividual'sinputandthegroup'soutputisclouded.Insuchsiluations,individualsInaybeIempledtobecome4kfreeriders“andcoastonthegroup'sefk>rts.G. GroupCohesiveness1. Groupcohesiveness,thedegreetowhichmembersarcattractedtooneanotherandsharethegroup'sgoals.2. Highlycohesivegroupsarcmoreeffectivethanthosewithlesscohesiveness.3. SccExhibit10-3forresearchongroupcohesivenessandproductivity.a)Themorecohesiveagroup,themoreitsmemberswillfollowitsgoals.Ifthesegoalsarcfavorable,acohesivegroupismoreproductivethanalesscohesivegroup.III. HOVVAREGROUPSTURNEDINTOEFFECTIVETEAMS?A. AreWorkGroupsandWorkTeamstheSame?1. Aworkgroupinteractsprimarilyloshareinformationandlomakedecisionsthatwillhelpeachg11>upInenlberperformwithinhisorherareaOfresponsibilily.a)Workgroupshavenoneedtoengageincollectiveworkthatrequiresjointeffort.2. Aworkteamreferstogroupswhosemembersworkintenselyonaspecificcommongoalusingtheirpositivesynergy,individualandmutualaccountability,andcomplementaryskills.3. Exhibit10-5highlightsIhemaindifferencesbetweenworkgroupsandworkteams.4. Managementislookingforthatpositivesynergythatwillincreaseperformance.a)TheextensiveuseoflearnscreatesthepotentialforanorganizationIogenerategreateroutputswithnoincreasein(orevenlever)inputs.5. NothinginherentlymagicalintheCrealionofworkteamsguarantees(hatthispositivesynergy,anditsaccompanyingproductivity,willoccur.B. WhataretheDifferentTypesofVVorkTeams?1. Thefourmostcommonformsof(camsinanorganizationarcproblem-solving,self-managed,cross-functional,andvirtualteams.2. Problem-solvingteams:membersfromthesamedepart11wntorfunctionalareathatshareideasoroffersuggestionsonhowworkPrOCCSSCSandmethodscanbeimproved.3. Aself-managedworkteamisaformalgroupofemployeesthatoperateswithoutamanagerandisresponsibleforacompleteworkPrOCCSSorsegmentthatdeliversaPrOduCtorservicetoanexternalorinternalcustomer.4. Across-functionalteamconsistsofemployeesfromaboutthesamehierarchicallevelbutfromdifferentworkareasintheorganization.5. Virtualteamsarcteamsthatusetechnology(olinkphysicallydispersedInCmbCrSinordertoachieveacommongoal.IVchnoIogyandtheManager,s.Iob-Keeping('<>nnecte<i:ITandTeamsWorkteamsneedinformationtodotheirwork.Technologyhasenabledgreateronlinecommunicationandcollaborationforteamsofalltypes.ForCXamPlCtheInternetwasoriginallyawayofconnectingscientistsandresearchers.Searchengineshelpfindinformationwhilewikis,blogs,andvirtualrealitygamesshareinformation.Today,onlinecollaborativetoolshavegivenworkteamsmoreefficientandeffectivewaystogetworkdone.Inthisbreakout,wecanseehowToyoiausesITtohelpimprovethewayworkteamsgelIheirworktlone.DiscussThis: WhaichallengesdomanagersfaceinmanagingteamsIhalmustrdvonITlocommunicate? UsingExhibit10-6.discusshowthefourmajorcomponentsofteameffectivenesswouldaffectandbeaffectedbyateam'suseofIT.C. WhatMakesaTeamEffective?1. Teamsdifferinformandsl11ciure.2. ThemclelinExhibit10-6assumesthatmanagershavealreadydele11ninedthatteamworkispreIerabletoindividualwork.3. Fourkeycomponentsofeffective(camsincludethecontext,theteam'scomposition,workdesign,andprocessvariables.4. Fourcontextualfactorsappeartobemostsignificantlyrelatedtoteamperformance.a) Adequateresourcescanincludetimelyinformation,properequipment,encouragement,adequatestaffing,andadministrativeassistance.b) Agreeingonthespecificsofworkandhowalltheteammembers*individualskillsfittogetherrequiresteamleadershipandstructure.c) Membersofeffectiveteamstrusfeachother.d) The11nalcontextualfactorofaneffectiveteamisaperfonnanceevaluationandrewardsystemwhereteammembershavetobeaccountablebothindividuallyandjointly.5. Teamcompositionfactorsincludeteammemberabilities,personality,roleallocation,anddiversity,sizeofteams,memberflexibility,andmemberpreferences.a) Partofateam'sperformancedependsonitsmembers'knowledge,skills,andabilities.b) Personalitysignificantlyinfluencesindividualbehavior.c) Ihereareninepotentialrolesthatworkteammembersoftencanplay.(SeeExhibit10-7.)d) Teanldiversityisanotherfactorthatcaninfluenceteameffectiveness.e) Sizeofteamscanimpacteffectiveness.Generally,themosteffectiveteamshavefivetoninemembers.f) Teammemberpreferencesneed(obeconsidered.6. HowDoesWorkDesignAffectTeamEffectiveness?a)Iniporlanlworkdesignelementsincludeautonomy,usingavarietyofskills.beingableIocompleteawholeandidentifiabletaskorproduct,andworkingonataskorprojectthathasaSigniJtcamimpactonothers.7. WhatTeamPnxressesAreRdaicxlToTeamEfectiveness?a) Aneffecliveteamhasacommonplanandpurpose.Thiscommonpurposeprovidesdirection,InOmCnlUn,andcommitmentforteammembers.b) Teamsalsoneedspecific(HilxthatfacilitateclearCommunicalionandhelpteamsmaintain(heirfocusongettingresults.c) TeamefficacydescribeswhenlearnsbelieveinIhemselvesandbelievetheycansucceed.EflectiveteamshaveconfidenceinIhemselvesandintheirmembers.d) Effeciivelearnsneedsomeconflictthatismanaged.e) EffectivelearnsworktominimizeIhetendencyforsocialloafing.D. HowCanaManagerShapeTeamBehavior?1. Thethreemostpopularwaysincludeproperselection,employeetraining,andrewardingtheappropriateteambehaviors.2. Whatroledocsselectionplay?a)Whenhiringteammembers,theorganizationshouldensurethatapplicantscanfulfillteamroles.(1) Somcjobapplicantslackteamskills.(2) Ifteamskillsarewoefullylacking,don'thirethatcandidate.(3) Acandidatewhohassomebasicteamskillsbutneedsmorerefinementcanbehiredonaprobaiionarj,basisandberequiredtoundergotraining.3. Canindividualsbetrainedtobeteamplayers?a) Pertbriningwellinateaminvolvesasetofbehaviors,andnewbehaviorscanbelearned.b) Peoplewhowereraisedontheimportanceofindividualaccomplishmentcanbetrainedtobecometeamplayers.c) Trainingspecialistscanconductexerciseschatallowemployeestoexperiencethesatisfactionthatteamworkcanprovide.d) Theworkshopsofferedusuallycoversuchtopicsasteamproblemsolving,communications,negotiations,conflictresolution,andcoachingskills.e) Employeesareremindedoftheimportanceofpatience,becauseteamstakelongertodosomethings-suchasmakedecisions一thandoemployeesactingalone.4. Whatroledorewardsplayinshapingteamplayers?a) Theorganization'srewardsystemneedstoencouragecooperativeeffortsrather(hancompetitiveones.b) Promotions,payraises,andotherlc)11nsofrecognitionshouldbegiventoemployeeswhoareeffectivecollaborativeteammembers.(1) IndividualcontributionisbalancedwithselflessConlribulionstothe(cam.(2) Examples,(miningnewcolleagues,sharinginformationwithteammates,helpingresolveteamconids,andmasteringnewskillsinwhichtheIeamisleficienl.C)ManagerscannotforgettheinherentrewardsIhalemployeescanreceivefromteamwork,(1) Workteamsprovidecamaraderie.(2) Il'sexcitingandsatisfyingtobeanintegralpartofasuccessfulteam.IV.VVHATCURRENTISSUESDOMANAGERSFACEINMANAGINGTEAMS?A. Vhat'sinvolvedwithManagingGIobalTeams?1. Today'sorganizationsareglobalandworkisincreasinglydonebyteams.(SeeExhibit10-8.)2. Teamcompositionfactorsaffectmanagingaglobalteam.a)Managersneed(orecognizeteammembers*abilitieskskills,knowledge,andpersonality,plustheyneedtobefamiliarwithandclearlyunderstandtheculturalCharaclerislicsoftheg11)usandIhegroupmemberstheymanage.3. Teamstructureaffectsmanagingaglobalteam.a) Differencesinmanagingglobalteamsincludeconformity,status,socialIoafing4andcohesiveness.b) Arcconformityfindingsgeneraliz