In this chapter, major questions you should be able to answer: How is one collection of workers different from any other? How does a group evolve into a team? How can I as a manager build an effective team? Since conflict is a part of life, what should a manager know about it in order to deal successfully with it? | Chapter Thirteen Groups & Teams: Increasing Cooperating, Reducing Conflict McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Major Questions You Should Be Able to Answer How is one collection of workers different from any other? How does a group evolve into a team? How can I as a manager build an effective team? Since conflict is a part of life, what should a manager know about it in order to deal successfully with it? Why Teamwork Is Important Table Groups & Teams Group two or more freely acting individuals who share collective norms, collective goals, and have a common identity Groups & Teams Team small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable Various Types of Teams Table Ways to Empower Self-Managed Teams Table Five Stages of Group and Team Development Figure Building Effective Teams Cooperating efforts are systematically integrated to achieve a collective objective Trust reciprocal faith in others’ intentions and behaviors Cohesiveness tendency of a group or team to stick together How to Enhance Cohesiveness in Teams Table Roles & Norms Roles a socially determined expectation of how an individual should behave in a specific position task roles, maintenance roles Norms general guidelines that most group or team members follow A task role, or task-oriented role, consists of behavior that concentrates on getting the team’s tasks done. A maintenance role, or relationship-oriented role, consists of behavior that fosters constructive relationships among team members. Symptoms of Groupthink Invulnerability, inherent morality, and stereotyping of opposition Rationalization and self-censorship Illusion of unanimity, peer pressure, and mindguards Groupthink versus “the wisdom of the crowds” The Nature of Conflict Conflict process in which one party perceives that its interests are being opposed or negatively affected by another party The Nature of Conflict Dysfunctional conflict conflict that hinders the organization’s performance or threatens its interest Functional conflict conflict that benefits the main purposes of the organization and serves its interests Relationship Between Level of Conflict and Level of Performance Figure | Chapter Thirteen Groups & Teams: Increasing Cooperating, Reducing Conflict McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Major Questions You Should Be Able to Answer How is one collection of workers different from any other? How does a group evolve into a team? How can I as a manager build an effective team? Since conflict is a part of life, what should a manager know about it in order to deal successfully with it? Why Teamwork Is Important Table Groups & Teams Group two or more freely acting individuals who share collective norms, collective goals, and have a common identity Groups & Teams Team small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable Various Types of Teams Table Ways to Empower Self-Managed Teams Table Five Stages of Group and Team Development Figure Building Effective .
