Bài giảng Management: A Practical Introduction - Chapter 13 Groups & Teams: Increasing Cooperating, Reducing Conflict

Chapter ThirteenGroups & Teams:Increasing Cooperating, Reducing ConflictMcGraw-Hill/IrwinCopyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.Major Questions You Should Be Able to Answer13.1 How is one collection of workers different from any other?13.2 How does a group evolve into a team?13.3 How can I as a manager build an effective team?13.4 Since conflict is a part of life, what should a manager know about it in order to deal successfully with it?Why Teamwork Is ImportantTable 13.1Groups & TeamsGroup two or more freely acting individuals who share collective norms, collective goals, and have a common identityGroups & TeamsTeam small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountableVarious Types of TeamsTable 13.2Ways to Empower Self-Managed TeamsTable 13.3Five Stages of Group and Team DevelopmentFigure 13.1Building Effective TeamsCooperating efforts are systematically integrated to achieve a collective objectiveTrust reciprocal faith in others’ intentions and behaviorsCohesiveness tendency of a group or team to stick togetherHow to Enhance Cohesiveness in TeamsTable 13.5Roles & Norms Roles a socially determined expectation of how an individual should behave in a specific positiontask roles, maintenance rolesNorms general guidelines that most group or team members follow Symptoms of GroupthinkInvulnerability, inherent morality, and stereotyping of oppositionRationalization and self-censorshipIllusion of unanimity, peer pressure, and mindguardsGroupthink versus “the wisdom of the crowds”The Nature of ConflictConflict process in which one party perceives that its interests are being opposed or negatively affected by another partyThe Nature of ConflictDysfunctional conflict conflict that hinders the organization’s performance or threatens its interestFunctional conflict conflict that benefits the main purposes of the organization and serves its interestsRelationship Between Level of Conflict and Level of PerformanceFigure 13.2