Professional Documents
Culture Documents
Chapter Thirteen
McGraw-Hill/Irwin
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two or more freely acting individuals who share collective norms, collective goals, and have a common identity
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Informal group
formed by people seeking friendship has no officially appointed leader, although a leader may emerge
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Self-Managed Teams
Self-Managed teams
groups of workers who are given administrative oversight for their task domains
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Figure 13.1
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Stage I: Forming
Forming
process of getting oriented and getting acquainted
Leaders should allow time for people to become acquainted and socialize
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Stage 2: Storming
Storming
characterized by the emergence of individual personalities and roles and conflicts within the group
Leaders should encourage members to suggest ideas, voice disagreements, and work through their conflicts about tasks and goals
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Stage 3: Norming
Norming
conflicts are resolved, close relationships develop, and unity and harmony emerge Group cohesiveness
Leaders should emphasize unity and help identify team goals and values
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Stage 4: Performing
Performing
members concentrate on solving problems and completing the assigned tasks
Leaders should allow members the empowerment they need to work on tasks
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Stage 5: Adjourning
Adjourning
members prepare for disbandment
Leaders can help ease the transition by rituals celebrating the end and new beginnings
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Question?
Jeffs workgroup is having a lot of disagreement over the direction the group should take. They are involved in the __________ stage of group development.
Disadvantages
Fewer resources Possibly less innovation Unfair work distribution
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Disadvantages
Less interaction Lower morale Social loafing
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Roles
Roles a socially determined expectation of how an individual should behave in a specific position Task roles behaviors that concentrate on
getting the teams tasks done maintenance roles (relationship-oriented roles) behaviors that foster constructive relationships among team members
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Norms
Norms
general guidelines that most group or team members follow
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Groupthink
a cohesive groups blind unwillingness to consider alternatives
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Symptoms of Groupthink
Invulnerability, inherent morality, and stereotyping of opposition Rationalization and self-censorship Illusion of unanimity, peer pressure, and mindguards Groupthink versus the wisdom of the crowds
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Results of Groupthink
Reduction in alternative ideas Limiting of other information
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Preventing Groupthink
Allow criticism make sure everyone contributes and encourage rethinking after consensus is reached Allow other perspectives bring in outsiders or assign a devils advocate
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Constructive conflict
conflict that benefits the main purposes of the organization and serves its interests
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Figure 13.2
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Compromising
Low
Avoidance
Low
Competition
High
Assertiveness
3. 4.
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