Mos - Ch 7 and 8

Mos - Ch 7 and 8 - Chapter 7 MOS Notes Groups and Teamwork...

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Chapter 7 MOS Notes – Groups and Teamwork Big Picture: Micro level Individual level phenomena Attitudes Motivation Personality Learning Meso level Group (or dyadic) level phenomena Leadership Teamwork Social influence Macro level Organizational level phenomena Org structure Organizational change Use of work teams is on the rise – ‘team revolution’…since the 1980’s – Hawthorne studies started the creation of groups Group – consists of two or more people interacting interdependently to achieve a common goal…interaction is the most basic aspect of a group Collections of individuals become more ‘group like’ when they are interdependent, share a common identity, have a group structure Group memberships are very important: groups exert a tremendous influence on us. . social mechanisms in which we gain many beliefs, values, attitudes and behaviors…also important because groups provide a context in which we are able to exert influence on others Romance of teams – Mismatch between enthusiasm for teams and modest evidence (team effectiveness) Belief in effectiveness of teams is very strong Stems from psychological benefits that team members receive Reality is that teams are not always that great Formal work groups – groups that organizations establish to facilitate the achievement of organizational goals… channel individual effort in an appropriate direction…most common is a manager with employees that report to that manager Task forces are temporary groups that meet to achieve particular goals Committees are usually permanent groups that handle recurrent assignments outside the usual work group structures 1
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Informal groups – groups that emerge naturally in response to the common interests of employees – seldom sanctioned by the organization and their membership often cuts across formal groups (can help or hurt an organization) Mistakes Managers Make: 1. Use team for work better done by individuals 2. Call performing unit a team but manage members as individuals 3. Fall off authority balance beam 4. Dismantle existing organizational structures 5. Specifiy challenging team objectives but skimp on organizational supports 6. Assume that members already have all the skills they need to work well as a team Typical Stages of Group Development Leaders and trainers have observed that many groups develop through a series of stages over time. Each stage presents the members with a series of challenges they must master in order to achieve the next stage. Forming. Group members try to orient themselves by “testing the waters”. – situation is often ambiguous and members are aware of their dependency on each other Storming. Confrontation and criticism (conflict) occur as members determine whether they will go along with the way the group is developing. – sorting out roles and responsibilities is common Norming. Members resolve the issues that provoked the storming, and they develop
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Mos - Ch 7 and 8 - Chapter 7 MOS Notes Groups and Teamwork...

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