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

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1、CHAPTER10UNDERSTANDINGGROUPSANDMANAGINGWORKTEAMS1.EARNINGOUTCOMESAfterreadingthischapter,studentsshouldbeableto:IO-1.Definegroupandlescribethestagesofg11updevelopment.10-2.Describethemajorconceptsofgroupbehavior.10-3.Discusshowgroupsareturnedintoeffectiveteams.10-4.Discusscontemporarj,issuesinmanagi

2、ngteams.ManagementMythMyth:Teamsalmostalwaysoutperformemployeesworkingindividually.Truth:Teamscanbeveryeffectivedevicesforaccomplishingtasks,butonesizedoesnotfitall.Fortasksthatdemandleapsincreativethinking,individualswilloftenoutperformteams.TeaChingNotes:When1talkcostudentsaboutteams.1alwaysgetmix

3、edreactions.Somestudentsliketo(split)workwithotherstudents:otherswouldratherdoprojectsandassignmentsbythemselves.Oneofthemaindifferencesbetweenteamsatworkandschoolistheeft-ortthatgoesintothetask.Youmaygetsomeinterestingresponsesbyaskingthefollowingquestions:1.Whenyouworkonprojectswithotherstudents,o

4、naverage,howmuchtimeisspenttalkingandcrdinatingwithotherstudents?2.Mostprojectsareassignedatthefirstpanofthesemesterandareusuallydueattheend.Giventhissortoftimeline,whendostudentsstarttomeetandworkontheirprojects?VVHATISAGROUPANDVVHATSTAGESOFDEVE1.OPMENTDOGROUPSGOTHROUGH?A. WhatIsaCroup?1. Agroupist

5、woorn)reinteractingandinterdependentindividualswhocometogethertoachievespecificgoals.2. Formalgroupsareworkgroupsthataredefinedbytheorganizationsstructureandhavedesignatedworkassignmentsandspecifictasksdirectedataccomplishingorganizationalgoals.3. Exhibit10-1providessomeexamplesofformalgroups.a) Com

6、mandgroupsgroups(aaredeie11ninedbytheorganizationchanandcomposedofindividualswhoreportdirectly(oagivenmanager.b) Taskgroupsgroupscomposedofindividualsbroughttogethertocompleteaspecificjobtask:theirexistenceisoftentenxrarybecausewhenthetaskiscompleted,thegroupdisbands.c) Cross-functionalteamsgroupsth

7、atbringtogethertheknowledgeandskillsOfindividualsfromvariousworkareasorgroupswhosemembershavebeen(rainedtodoeachothers,jobs.d) Sel-nanagedteamsgroupsthatareessentiallyindependentandthat,inaddition(otheirown(asks,takeontraditionalmanagerialresponsibilities,suchashiring,planningandscheduling,andevalua

8、tingperformance.4. Informalgroupsaresocialgroupsthatoccurnaturallyintheworkplaceandtendtoformaroundfriendshipsandcommoninterests.B. WhatAretheStagesof(*roupDevelopment?1. Most(earnsfindIliemselvesinacontinualstateofchange.2. There,sageneralpatterntomostteans,evoluionforming,storming,norming,performi

9、ng,andadjourning.(SeeExhibit10-2.)3. Formingischaracterizedbyagreatdealofuncertaintyaboutthegroupspurpose,structure,andleadership.a)Thisstageiscompletewhenmembersthinkofthemselvesaspartofagroup.4. Thestormingstageisoneofinlragroupconflict.a) ThereisresistanceIothecontrolthatthegroupimposesonindividu

10、alityarlconflictoverwhowillcontroltheteam.b) Whencomplete,therewillberelativelyclearleadershipwithinIheteam.5. Thenormingstageisoneinwhichcloserelationshipsdevelopandmembersbegintodemonstratecohesiveness.a) Thereisnowastrongersenseofteamidentityandcamaraderie.b) Itiscompletewhentheteamstructuresolid

11、ifiesandmembershaveassimilatedacommonsetofexpectationsofappropriateworkbehavior.6. Thefourthstageisperforming.a) Thestructureisfullyfunctionalandacceptedby(cammembers.b) Forpe11nanentteams,performingisIhClaststageoftheirdevelopment.7. ForIeinporaryteams,thereisanadjourningstagewheretheteampreparesIb

12、ritsdisbandment.8. SomeresearchersargueIhallhCClTeclivenessofworkunitsdoesincreasea(advancedstages.a)Althoughgenerallytrue,whatmakesateamc(ecliveiscomplex.9. Undersomeconditions,highlevelsofconflictarcconducivetohighgroupperformance.10. Teamsdonotalwaysproceedclearlyfromonestagetothenext.a)Sometimes

13、severalstagesarcgoingonsimultaneously.11. Itisbettertothinkofthesestagesasageneralframework.a)Groupsarcdynamiccnliticsandmanagersneedtoknowthestageagroupisin.II. FIVEMAJoRCONCElrISOFGROUPBEHAVIORA. Introduction1. Tounderstandgroupbehavior,theconceptsofroles,nomsandconformity,statussystems,groupsize,

14、andgroupcohesivenesswillbeexplored.B. Roles1. Arolereferstobehaviorpatternsexpectedofsomeonewhooccupiesagivenpositioninasocialunit.2. Individualsplaymultipleroles,adjustingtheirrolestothegrouptowhichtheybelongatthetime.3. Anindividualwhosconfrontedbydivergentroleexpectationsexperiencesroleconflict.Q

15、uestionOfEthiCSToomuchinformationcansometimesbeabadthing.Inthisexample,acoworkersharesWilhhiSteamhowhepreparesfora20-milebikeracethatincludesshavinghisentirebodyloreduceaerodynamicdrag.Afterhearingthis,anotherteammembersaid.Why.why.whydoweneedtogothere?Iliisisinformationatx)utacoworker,notsomeoneIre

16、allyconsiderafriend,andnowitsforeverburnedinnybrain.*DiscussThis: Whaibenefildrawbacksarisefromsharinginformationlikethis? Whatarctheethicalimplicationsofsharingsuchpersonalinformationintheworkplace?TCHChin找TM:Ithinkyouwillfindthatyoungercollegestudentshavebeenexposedtoalotofsuggestiveandxtentiallyo

17、ffendingbehaviorbythetimetheyareintheirearlytwenties.Withexposuretohundredsoftelevisionchannels,socialnetworking,(heInternet,alYouTube,thereisprobablynotmuchtlattheylaventseen.OneofthekeystoexploringthistypeofdynamicatworkiswhatPeOPIePerCeiyBasthelinebetweentheirworkandpersonalroles.Somestudentsmayh

18、aveblackalwhileviewsOfWharSworkandwhatspersonal.OtherMudentsmayseethesedistinctionsasShadUSofgray.C. Norms1. Normsarcacceptablestandardsthatarcsharedbythegroupsmembers.2. Normsmayberelatedtoeffortandperformance.3. Formaldresscodesarcalsonorms.D. Conformity1. Conformityisadjustingone,sbehaviortoalign

19、withthegroupsnorms.2. Wantingtobeacceptedmakeussusceptibletoconformitypressures.3. SeeFromPcisitoPresentboxformoreinformationonconformitystudies.FromthePaStIuthePreSentDoesthedesiretobeacceptedasapartofagroupleaveonesusceptibletoconformingtothegroup,snorms?Willthegroupexertpressurethat,sstrongenough

20、toChangeamembersattitudeandbehavior?AccordingtotheresearchbySolomonsch.theanswerappearstobeyes.AsclfsstudyinvolvedgroupsofsevenoreightpeoplewhosatinaCIaSSroomandwereaskedtocomparetwocardsheldbyaninvestigator.Onecardhadoneline:theotherhadthreelinesofvaryinglength.AsSowninExhibit10-4,oneofthelinesonth

21、eChree-Iinecardwasidenticaltothelineontheone-linecard.Thedifferenceinlinelengthwasquiteobvious;underordinar),conditions,subjectsmadeerrorsoflessthan1percent.hechallengewaswhethertheindividualswouldconformbasedongroupbehaviors.hetendency,asAschshowed,isforindividualmemberstogoalongwiththepack.Todimin

22、ishthenegativeaspectsofconformity.managersshouldcreateaclimateofopennessinwhichemployeesarcfreetodiscussproblemswithoutfearofretaliation.DiscussThis: DOESthedesiretobeacceptedasapartofagroupleaveonesusceptibletoconformingtothegroupsnorms?WI1.1.agroupexertpressurethat,sstrongenoughtochangeamcmbcr,sat

23、titudeandbehavior*?Discuss. Whatcanyouusefromthisdiscussiontohelpyoubeabettermanager?E. Statussystems1. Statusisaprestigegrading,position,orrankwithinagroup.Asfarbackasscientistshavebeenabletotracehumangroupings,theyveRnmdstatushierarchies.2. Statussystemsareasignificantmotivatorwithbehavioralconseq

24、uenceswhenindividualsseeadisparityIxMweenwhaltheyperceivetheirstatustobeandwhaothersperceiveittobe.3. Peopleneedcongruency-equitybetweenperceivedrankingofanindividualandthestatussymbolsheorshehastoavoidsurprisesinexpectations.F. GroupSize1. Smallgroupscompletetasksfasterthanlargerones,figuringoutwha

25、ttodoandgettingIhejobdone.2. 1.argegroupsarebetteralproblemsolving,findingfacts,andgainingdiverseinput.3. Dispersionofresponsibilityencouragesindividualstoslackoff;abehaviorreferredtoassocialloafing.4. Whentheresultsofthegroupcantbeatirihuiedtanysingleperson,therelationshipbetweenanindividualsinputa

26、ndthegroupsoutputisclouded.Insuchsiluations,individualsInaybeIempledtobecome4kfreeriders“andcoastonthegroupsefkrts.G. GroupCohesiveness1. Groupcohesiveness,thedegreetowhichmembersarcattractedtooneanotherandsharethegroupsgoals.2. Highlycohesivegroupsarcmoreeffectivethanthosewithlesscohesiveness.3. Sc

27、cExhibit10-3forresearchongroupcohesivenessandproductivity.a)Themorecohesiveagroup,themoreitsmemberswillfollowitsgoals.Ifthesegoalsarcfavorable,acohesivegroupismoreproductivethanalesscohesivegroup.III. HOVVAREGROUPSTURNEDINTOEFFECTIVETEAMS?A. AreWorkGroupsandWorkTeamstheSame?1. Aworkgroupinteractspri

28、marilyloshareinformationandlomakedecisionsthatwillhelpeachg11upInenlberperformwithinhisorherareaOfresponsibilily.a)Workgroupshavenoneedtoengageincollectiveworkthatrequiresjointeffort.2. Aworkteamreferstogroupswhosemembersworkintenselyonaspecificcommongoalusingtheirpositivesynergy,individualandmutual

29、accountability,andcomplementaryskills.3. Exhibit10-5highlightsIhemaindifferencesbetweenworkgroupsandworkteams.4. Managementislookingforthatpositivesynergythatwillincreaseperformance.a)TheextensiveuseoflearnscreatesthepotentialforanorganizationIogenerategreateroutputswithnoincreasein(orevenlever)inpu

30、ts.5. NothinginherentlymagicalintheCrealionofworkteamsguarantees(hatthispositivesynergy,anditsaccompanyingproductivity,willoccur.B. WhataretheDifferentTypesofVVorkTeams?1. Thefourmostcommonformsof(camsinanorganizationarcproblem-solving,self-managed,cross-functional,andvirtualteams.2. Problem-solving

31、teams:membersfromthesamedepart11wntorfunctionalareathatshareideasoroffersuggestionsonhowworkPrOCCSSCSandmethodscanbeimproved.3. Aself-managedworkteamisaformalgroupofemployeesthatoperateswithoutamanagerandisresponsibleforacompleteworkPrOCCSSorsegmentthatdeliversaPrOduCtorservicetoanexternalorinternal

32、customer.4. Across-functionalteamconsistsofemployeesfromaboutthesamehierarchicallevelbutfromdifferentworkareasintheorganization.5. Virtualteamsarcteamsthatusetechnology(olinkphysicallydispersedInCmbCrSinordertoachieveacommongoal.IVchnoIogyandtheManager,s.Iob-Keeping(nnectei:ITandTeamsWorkteamsneedin

33、formationtodotheirwork.Technologyhasenabledgreateronlinecommunicationandcollaborationforteamsofalltypes.ForCXamPlCtheInternetwasoriginallyawayofconnectingscientistsandresearchers.Searchengineshelpfindinformationwhilewikis,blogs,andvirtualrealitygamesshareinformation.Today,onlinecollaborativetoolshav

34、egivenworkteamsmoreefficientandeffectivewaystogetworkdone.Inthisbreakout,wecanseehowToyoiausesITtohelpimprovethewayworkteamsgelIheirworktlone.DiscussThis: WhaichallengesdomanagersfaceinmanagingteamsIhalmustrdvonITlocommunicate? UsingExhibit10-6.discusshowthefourmajorcomponentsofteameffectivenesswoul

35、daffectandbeaffectedbyateamsuseofIT.C. WhatMakesaTeamEffective?1. Teamsdifferinformandsl11ciure.2. ThemclelinExhibit10-6assumesthatmanagershavealreadydele11ninedthatteamworkispreIerabletoindividualwork.3. Fourkeycomponentsofeffective(camsincludethecontext,theteamscomposition,workdesign,andprocessvar

36、iables.4. Fourcontextualfactorsappeartobemostsignificantlyrelatedtoteamperformance.a) Adequateresourcescanincludetimelyinformation,properequipment,encouragement,adequatestaffing,andadministrativeassistance.b) Agreeingonthespecificsofworkandhowalltheteammembers*individualskillsfittogetherrequiresteam

37、leadershipandstructure.c) Membersofeffectiveteamstrusfeachother.d) The11nalcontextualfactorofaneffectiveteamisaperfonnanceevaluationandrewardsystemwhereteammembershavetobeaccountablebothindividuallyandjointly.5. Teamcompositionfactorsincludeteammemberabilities,personality,roleallocation,anddiversity

38、,sizeofteams,memberflexibility,andmemberpreferences.a) Partofateamsperformancedependsonitsmembersknowledge,skills,andabilities.b) Personalitysignificantlyinfluencesindividualbehavior.c) Ihereareninepotentialrolesthatworkteammembersoftencanplay.(SeeExhibit10-7.)d) Teanldiversityisanotherfactorthatcan

39、influenceteameffectiveness.e) Sizeofteamscanimpacteffectiveness.Generally,themosteffectiveteamshavefivetoninemembers.f) Teammemberpreferencesneed(obeconsidered.6. HowDoesWorkDesignAffectTeamEffectiveness?a)Iniporlanlworkdesignelementsincludeautonomy,usingavarietyofskills.beingableIocompleteawholeand

40、identifiabletaskorproduct,andworkingonataskorprojectthathasaSigniJtcamimpactonothers.7. WhatTeamPnxressesAreRdaicxlToTeamEfectiveness?a) Aneffecliveteamhasacommonplanandpurpose.Thiscommonpurposeprovidesdirection,InOmCnlUn,andcommitmentforteammembers.b) Teamsalsoneedspecific(HilxthatfacilitateclearCo

41、mmunicalionandhelpteamsmaintain(heirfocusongettingresults.c) TeamefficacydescribeswhenlearnsbelieveinIhemselvesandbelievetheycansucceed.EflectiveteamshaveconfidenceinIhemselvesandintheirmembers.d) Effeciivelearnsneedsomeconflictthatismanaged.e) EffectivelearnsworktominimizeIhetendencyforsocialloafin

42、g.D. HowCanaManagerShapeTeamBehavior?1. Thethreemostpopularwaysincludeproperselection,employeetraining,andrewardingtheappropriateteambehaviors.2. Whatroledocsselectionplay?a)Whenhiringteammembers,theorganizationshouldensurethatapplicantscanfulfillteamroles.(1) Somcjobapplicantslackteamskills.(2) Ift

43、eamskillsarewoefullylacking,donthirethatcandidate.(3) Acandidatewhohassomebasicteamskillsbutneedsmorerefinementcanbehiredonaprobaiionarj,basisandberequiredtoundergotraining.3. Canindividualsbetrainedtobeteamplayers?a) Pertbriningwellinateaminvolvesasetofbehaviors,andnewbehaviorscanbelearned.b) Peopl

44、ewhowereraisedontheimportanceofindividualaccomplishmentcanbetrainedtobecometeamplayers.c) Trainingspecialistscanconductexerciseschatallowemployeestoexperiencethesatisfactionthatteamworkcanprovide.d) Theworkshopsofferedusuallycoversuchtopicsasteamproblemsolving,communications,negotiations,conflictres

45、olution,andcoachingskills.e) Employeesareremindedoftheimportanceofpatience,becauseteamstakelongertodosomethings-suchasmakedecisions一thandoemployeesactingalone.4. Whatroledorewardsplayinshapingteamplayers?a) Theorganizationsrewardsystemneedstoencouragecooperativeeffortsrather(hancompetitiveones.b) Pr

46、omotions,payraises,andotherlc)11nsofrecognitionshouldbegiventoemployeeswhoareeffectivecollaborativeteammembers.(1) IndividualcontributionisbalancedwithselflessConlribulionstothe(cam.(2) Examples,(miningnewcolleagues,sharinginformationwithteammates,helpingresolveteamconids,andmasteringnewskillsinwhic

47、htheIeamisleficienl.C)ManagerscannotforgettheinherentrewardsIhalemployeescanreceivefromteamwork,(1) Workteamsprovidecamaraderie.(2) Ilsexcitingandsatisfyingtobeanintegralpartofasuccessfulteam.IV.VVHATCURRENTISSUESDOMANAGERSFACEINMANAGINGTEAMS?A. VhatsinvolvedwithManagingGIobalTeams?1. Todaysorganiza

48、tionsareglobalandworkisincreasinglydonebyteams.(SeeExhibit10-8.)2. Teamcompositionfactorsaffectmanagingaglobalteam.a)Managersneed(orecognizeteammembers*abilitieskskills,knowledge,andpersonality,plustheyneedtobefamiliarwithandclearlyunderstandtheculturalCharaclerislicsoftheg11)usandIhegroupmemberstheymanage.3. Teamstructureaffectsmanagingaglobalteam.a) Differencesinmanagingglobalteamsincludeconformity,status,socialIoafing4andcohesiveness.b) Arcconformityfindingsgeneraliz