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  • Groups Teams - 2016

    Загружено:

    Amit Sapkale
    16 просмотров14 страниц
    The document discusses factors that influence why people join groups, the differences between groups and teams, and models of group development. It covers stages of group formation, factors that can undermine group performance, techniques for structuring group work, and considerations for effective team leadership. Key points include reasons for social identification with groups, critiques of linear stage models of group development, risks of groupthink, and the role of roles, personalities, and tools in assembling high-performing teams.

    Исходное описание:

    team woek

    Оригинальное название

    Groups Teams_2016

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    © © All Rights Reserved

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    The document discusses factors that influence why people join groups, the differences between groups and teams, and models of group development. It covers stages of group formation, factors that can undermine group performance, techniques for structuring group work, and considerations for effective team leadership. Key points include reasons for social identification with groups, critiques of linear stage models of group development, risks of groupthink, and the role of roles, personalities, and tools in assembling high-performing teams.

    Авторское право:

    © All Rights Reserved
    Скачайте в формате PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    16 просмотров14 страниц

    Groups Teams - 2016

    Загружено:

    Amit Sapkale
    The document discusses factors that influence why people join groups, the differences between groups and teams, and models of group development. It covers stages of group formation, factors that can undermine group performance, techniques for structuring group work, and considerations for effective team leadership. Key points include reasons for social identification with groups, critiques of linear stage models of group development, risks of groupthink, and the role of roles, personalities, and tools in assembling high-performing teams.

    Авторское право:

    © All Rights Reserved
    Скачайте в формате PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    из 14

    Groups&Teams

    OB101
    AbhishekGoel

    PGP1|LIMITEDDISTRIBUTION|

    WhyPeopleJoinGroups SocialIdentity
    Reduceuncertainty
    Positivelydifferentiateoneself(Tajfel &Turner,1986)
    Salience(Fitzsimmons,2013)
    Distinctiveness
    Perceivedprestige(Ashforth &Mael,1989)
    Takeprideoroffenceinaccomplishmentsofthegroup
    Seekinterdependencefortaskaccomplishment
    Couldbeformalorinformal
    PGP1|LIMITEDDISTRIBUTION|

    Groupsvs teams

    PGP1|LIMITEDDISTRIBUTION|

    FiveStageModel

    PGP1|LIMITEDDISTRIBUTION|

    Critique
    Assumption:thegroupbecomesmoreeffectiveasitprogresses
    throughthefirstfourstages

    Notalwaystrue groupbehaviorismorecomplex
    Highlevelsofconflictmaybeconducivetohighperformance
    Theprocessisnotalwayslinear
    Severalstagesmayoccursimultaneously
    Groupsmayregress

    Ignorestheorganizationalcontext
    Specialconditions Importanceofstormingandnorming
    PGP1|LIMITEDDISTRIBUTION|

    PunctuatedEquilibriumModel

    PGP1|LIMITEDDISTRIBUTION|

    NegativeSignals
    Socialloafing
    Cohesionmaynotleadtoproductivity
    Conformity
    Groupthink
    Abileneparadox
    Canconformitymakeyoulaugh?(Yes/No)

    PGP1|LIMITEDDISTRIBUTION|

    Groupthink
    Whendoesgroupthinkhappen?
    Averycohesivegroupisdeeplyinvolvedinsolvingsomeproblem
    Groupmembersstriveforunanimousdecisionsand,
    Theyfailtorealisticallyappraisemanyalternatives

    Factorsthatleadtogroupthink:

    Wearemorallysuperior
    Wearenotvulnerable
    Peoplewhoopposeusareevilandweak
    Weareunderthreat
    Dissentisnottolerated
    PGP1|LIMITEDDISTRIBUTION|

    Teameffectivenessmodel
    Caveat1:Thisisa
    generalguideonly.

    Caveat2:Themodel
    assumesthatteamwork
    ispreferableto
    individualwork.
    PGP1|LIMITEDDISTRIBUTION|

    Puttingteamstogether
    Roleallocation
    Roleofpersonality(?)
    EvidencefromBig5
    IndividualtraitinfluencevsInteractionoftwotraits(Humphrey,Hollenbeck,Meyer,&
    Ilgen,2007;2011)

    PGP1|LIMITEDDISTRIBUTION|

    10

    Tools
    Brainstorming:
    Anideagenerationprocessthatspecificallyencouragesanyandall
    alternativeswhilewithholdinganycriticismofthosealternatives

    Nominalgrouptechnique
    Discussionislimited
    Silentperiods

    Rankingofideas

    PGP1|LIMITEDDISTRIBUTION|

    11

    Puttingheadstogether
    TypeofGroup
    Interacting

    Brain
    storming

    Nominal

    Electronic

    Numberandqualityofideas

    Low

    Moderate

    High

    High

    SocialPressure

    High

    Low

    Moderate

    Low

    MoneyCosts

    Low

    Low

    Low

    High

    Moderate

    Moderate

    Moderate

    Moderate

    TaskOrientation

    Low

    High

    High

    High

    PotentialforInterpersonal
    Conflict

    High

    Low

    Moderate

    Moderate

    CommitmenttoSolution

    High

    N/A

    Moderate

    Moderate

    DevelopmentofGroup
    Cohesiveness

    High

    High

    Moderate

    Low

    EffectivenessCriteria

    Speed

    PGP1|LIMITEDDISTRIBUTION|

    12

    LeadershipinTeams
    Credibility
    Withsuperiors
    Withpeers
    Withsubordinates

    Importanceoffairness
    Useofbothsidedarguments

    Notalwaysthesameleaderforeverything
    Makesmembercareforoneanother
    Notlosingsightofgoals
    PGP1|LIMITEDDISTRIBUTION|

    13


    PGP1|LIMITEDDISTRIBUTION|

    14

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