• Avoid using power to avoid charges of political motivation. • Get disagreements and conflicts out in the open so that subordinates have less opportunity to engage in political behavior. • Avoid covert behaviors that give the impression of political intent even if none exists. Chapter Eighteen: Managing Work Groups and Teams Groups and Teams in Organizations •Group ¾ Two or more people who interact regularly to accomplish a common purpose or goal. •Types of Groups and Teams ¾ Functional Group A permanent group created to accomplish a number of organizational purposes with an indefinite time horizon. ¾ Informal or Interest Group A group created by its own members for purposes that may or may not be relevant to organizational goals. ¾ Task Group A group created by the organization to accomplish a relatively narrow range of purposes within a stated time horizon.
MGMT 309 - Wesson 90 Teams • Team ¾ An interdependent group of workers who function as a unit, often with little or no supervision, to carry out work- related tasks, functions, and activities. • Benefits of Teams ¾ Give more responsibility for task performance to workers who do the tasks. ¾ Empower workers by giving them greater authority and decision-making freedom. ¾ Allow organizations to capitalize on the knowledge and motivation of their workers. ¾ Enable the organization to shed its bureaucracy and to promote flexibility and responsiveness. Groups and Teams in Organizations (cont’d) • Stages of Group and Team Development ¾ Forming Attempting to define the task and how it will be accomplished through discussions of task-related concepts/issues. ¾ Storming Defensiveness, intragroup competition, and the formation of factions; arguing among members, even when they agree. ¾ Norming Establishing and maintaining team ground rules. More friendliness and confiding in one another. ¾ Performing The ability of the group/team to prevent or work through problems.
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