produce the best decisions and highly cohesive groups make the poorest

Produce the best decisions and highly cohesive groups

This preview shows page 7 - 10 out of 15 pages.

produce the best decisions and highly cohesive groups make the poorest decisions o Prevention techniques: Assign each group member the role of critical evaluator Top level exec review already made decisions Different groups look over same policies
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8 Introduce fresh perspectives Assign someone to role of devils advocate After reach consensus, have everyone rethink position for flaws o Group think leads to defective decision making - Social Loafing: decrease in indiv effort as group size increases o Occurs when: Task is perceived as unimportant, simple, boring Group members think their input is not identifiable Group members expect co-workers to loaf o Prevent it by: Make each performer identifiable- reduce anonymity Make work tasks more important and interesting Reward indiv. For contributing to group’s performance - TEST YOUR KNOWLEDGE: o A group of employee’s w accnt experience need to adapt procedures in response to changes within their organization. The group decides to hol each member accountable for a meaningful task and to establish a process so that everyone openly expresses their opinion. The group was trying to prevent social loafing and groupthink respectively Ch. 11- Teams and Teamwork Objectives: o Explain how a work group becomes a team o Describe Tuckerman’s Theory of group/team development o Reflect on Student Group/Team Development and the nature of team work o Discuss characteristics and requirements of effective teamwork - Group: two or more freely interacting individuals, collective norms, collective goals, common identity o Interact primarily to share info and make decisions to perform within area of responsibility o No need to engage in collective work o Performance is a summation of group member’s individual contribution o No positive synergy that would create an overall level of performance that is greater than the sum of the inputs - Team: small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach o Teams measure success by the group’s collective outcomes and products o Accountability goes from strictly individual to collective o Leadership Shared activity Group develops its own purpose or mission
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9 Problem solving is a way of life, not a part-time activity o Most common size= 8 members... avg is 10, but 8 is most common GROUP TEAM GOAL Share information Collective performance SYNERGY Neutral (sometimes negative) Positive ACCOUNTABILI TY Individual Individual and mutual SKILLS Random and Varied Complementary - Evolution of Teams- When does a work group become a team? o Leadership becomes a shared activity o Accountability shifts from strictly indiv. To both indiv. and collective o The group develops its own purpose or mission o Problem solving becomes a way of life, not a part-time activity o Effectiveness is measured by the group’s collective outcomes and products - Tuckman’s Five-Stage Theory of Group/Team Development o Forming:
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