CREATING AND MANAGING TEAMS 13 COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 1 LEARNING OBJECTIVES 1. Define groups and the stages of group development. Describe the major components that determine group performance and satisfaction. 3. Define teams and best practices influencing team performance. Know how to maximize outcomes through effective negotiating. Develop your skill at coaching team members. 4. Discuss contemporary issues in managing teams. 2. COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 2 WHAT IS A GROUP? Group - two or more interacting and interdependent individuals who come together to achieve specific goals. - Formal groups Work groups defined by the organization's structure that have designated work assignments and tasks. - Informal groups Groups that are independently formed to meet the social needs of their members. 13 - 3 COPYRIGHT 2016 PEARSON EDUCATION, INC. EXHIBIT 13-1 EXAMPLES OF FORMAL WORK GROUPS COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 4 STAGES OF GROUP DEVELOPMENT Forming stage - the first stage of group development in which people join the group and then define the group's purpose, structure, and leadership. Storming stage - the second stage of group development, characterized by intragroup conflict. Norming stage - the third stage of group development, characterized by close relationships and cohesiveness. COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 5 STAGES OF GROUP DEVELOPMENT (CONT.) Performing stage - the fourth stage of group development when the group is fully functional and works on group task. Adjourning - the final stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance. COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 6 EXHIBIT 13-2 STAGES OF GROUP DEVELOPMENT COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 7 WORK GROUP PERFORMANCE AND SATISFACTION Why are some groups more successful than others? -The abilities of the group's members -The size of the group -The level of conflict -The internal pressures on members to conform to the group's norms C O P YR I G H T 2 0 1 6 P E A R S O N E D U C A T I O N , I N C . 13 - 8 EXHIBIT 13-3 GROUP PERFORMANCE/SATISFACTION MODEL COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 9 EXTERNAL CONDITIONS IMPOSED ON THE GROUP Work groups are affected by the external conditions imposed on it: - - - - - - - The organization's strategy Authority relationships Formal rules and regulations Availability of resources Employee selection criteria The performance management system and culture The general physical layout of the group's work space COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 10 GROUP MEMBER RESOURCES A group's performance potential depends to a large extent on the resources each individual brings to the group. These include: - - - - Knowledge Abilities Skills Personality traits 13 - 11 C O P YR I G H T 2 0 1 6 P E A R S O N E D U C A T I O N , I N C . GROUP STRUCTURE Role - behavior patterns expected of someone occupying a given position in a social unit. Norms - standards or expectations that are accepted and shared by a group's members. Groupthink - when a group exerts extensive pressure on an individual to align his or her opinion with that of others. 13 - 12 COPYRIGHT 2016 PEARSON EDUCATION, INC. GROUP STRUCTURE (CONT.) Status - a prestige grading, position, or rank within a group. Social loafing - the tendency for individuals to expend less effort when working collectively than when working individually. Group cohesiveness - the degree to which group members are attracted to one another and share the group's goals. 13 - 13 COPYRIGHT 2016 PEARSON EDUCATION, INC. EXHIBIT 13-5 GROUP COHESIVENESS AND PRODUCTIVITY COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 15 GROUP STRUCTURE (CONT.) Group Size - Small groups are faster than larger ones at completing tasks - Large groups consistently get better problem solving results than smaller ones - Amazon founder and CEO Jeff Bezos uses a \"two-pizza\" philosophy; that is, a team should be small enough that it can be fed with two pizzas. COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 16 GROUP STRUCTURE (CONT.) Group Processes - processes that go on within a work group determines group performance and satisfaction. These include: - Communication - Decision-making - Conflict management COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 17 GROUP STRUCTURE (CONT.) Group Decision-making - most organizations use groups to make decisions. Advantages of group decision-making - More complete information and knowledge - A diversity of experience and perspectives - Increased acceptance of a solution Disadvantages of group decision-making - Groups almost always take more time to reach a solution - Dominant and vocal minority can influence the decision - Groupthink COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 18 EXHIBIT 13-6 CREATIVE GROUP DECISION MAKING COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 19 CONFLICT MANAGEMENT Conflict - perceived incompatible differences that result in interference or opposition. Traditional view of conflict - the view that all conflict is bad and must be avoided. Human relations view of conflict - the view that conflict is a natural and inevitable outcome in any group. COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 20 CONFLICT MANAGEMENT (CONT.) Interactionist view of conflict - the view that some conflict is necessary for a group to perform effectively. Functional conflicts - conflicts that support a group's goals and improve its performance. Dysfunctional conflicts - conflicts that prevent a group from achieving its goals. COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 21 CONFLICT MANAGEMENT (CONT.) Task conflict - conflicts over content and goals of the work. Relationship conflict - conflict based on interpersonal relationships. Process conflict - conflict over how work gets done. COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 22 EXHIBIT 13-7 CONFLICT AND GROUP PERFORMANCE COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 23 EXHIBIT 13-8 CONFLICT-MANAGEMENT TECHNIQUES COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 24 TURNING GROUPS INTO EFFECTIVE TEAMS Work teams - groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 25 EXHIBIT 13-9 GROUPS VERSUS TEAMS COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 26 TYPES OF WORK TEAMS Problem-solving team - a team from the same department or functional area that's involved in efforts to improve work activities or to solve specific problems. Self-managed work team - a type of work team that operates without a manager and is responsible for a complete work process or segment. 13 - 27 COPYRIGHT 2016 PEARSON EDUCATION, INC. TYPES OF WORK TEAMS (CONT.) Cross-functional team - a work team composed of individuals from various functional specialties. Virtual team - a type of work team that uses technology to link physically dispersed members in order to achieve a common goal. 13 - 28 COPYRIGHT 2016 PEARSON EDUCATION, INC. CREATING EFFECTIVE WORK TEAMS Clear Goals - high-performance teams have a clear understanding of the goal to be achieved. Relevant Skills - team members have the necessary technical and interpersonal skills. Mutual Trust - effective teams are characterized by high mutual trust among members. Unified Commitment - members are dedicated to team goals. COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 29 CREATING EFFECTIVE WORK TEAMS (CONT.) Good Communication - messages are clearly understood. Negotiating Skills - members need to be able to confront and reconcile differences. Appropriate Leadership - leaders motivate a team to follow through difficult situations. Internal and External Support - proper training, incentives, and resources. COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 30 EXHIBIT 13-10 CHARACTERISTICS OF EFFECTIVE TEAMS COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 31 CURRENT CHALLENGES IN MANAGING TEAMS Group Member Resources in Global Teams - managers need to clearly understand the cultural characteristics of group members. Group Structure - issues include conformity, status, social loafing, and cohesiveness. Group Processes - multicultural global team is better able to capitalize on the diversity of ideas. COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 32 EXHIBIT 13-11 GLOBAL TEAMS COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 33 UNDERSTANDING SOCIAL NETWORKS Social Network - The patterns of informal connections among individuals within groups. The Importance of Social Networks - Relationships can help or hinder team effectiveness. - Relationships improve team goal attainment and increase member commitment to the team. COPYRIGHT 2016 PEARSON EDUCATION, INC. 13 - 34 MANAGING COMMUNICATION 14 COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 1 LEARNING OBJECTIVES 1. Define the nature and function of communication. 2. Compare and contrast methods of interpersonal 3. 4. 5. 6. communication. Identify barriers to effective interpersonal communication and how to overcome them. Develop your skill at listening actively. Know how to identify the differences in how genders communicate. Explain how communication can flow most effectively in organizations. Describe how technology affects managerial communication and organizations. Discuss contemporary issues in communication. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 2 WHAT IS COMMUNICATION? Communication - the transfer and understanding of meaning. - Transfer means the message was received in a form that can be interpreted by the receiver. - Understanding the message is not the same as the receiver agreeing with the message. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14- 3 WHAT IS COMMUNICATION? (CONT.) Interpersonal Communication - communication between two or more people. Organizational Communication - all the patterns, networks, and systems of communications within an organization. 14 - 4 COPYRIGHT 2016 PEARSON EDUCATION, INC. FUNCTIONS OF COMMUNICATION Control - Formal and informal communications act to control individuals' behaviors in organizations. Motivation - Communications clarify for employees what is to be done, how well they have done it, and what can be done to improve performance. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 5 FUNCTIONS OF COMMUNICATION (CONT.) Emotional Expression - Social interaction in the form of work group communications provides a way for employees to express themselves. Information - Individuals and work groups need information to make decisions or to do their work. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 6 METHODS OF INTERPERSONAL COMMUNICATION Message - a purpose to be conveyed. Encoding - converting a message into symbols. Channel - the medium a message travels along. Decoding - retranslating a sender's message. 14 - 7 COPYRIGHT 2016 PEARSON EDUCATION, INC. METHODS OF INTERPERSONAL COMMUNICATION (CONT.) Communication process - the seven elements involved in transferring meaning from one person to another. Noise - any disturbances that interfere with the transmission, receipt, or feedback of a message. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 8 EXHIBIT 14-1 THE INTERPERSONAL COMMUNICATION PROCESS COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 9 NONVERBAL COMMUNICATION Nonverbal communication - communication transmitted without words. Body language - gestures, facial configurations, and other body movements that convey meaning. Verbal intonation - an emphasis given to words or phrases that conveys meaning. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 10 EXHIBIT 14-2 COMPARISON OF COMMUNICATION METHODS COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 11 EXHIBIT 14-2 COMPARISON OF COMMUNICATION METHODS (CONT.) COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 12 EXHIBIT 14-2: COMPARISON OF COMMUNICATION METHODS (CONT.) COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 13 BARRIERS TO COMMUNICATION Filtering - the deliberate manipulation of information to make it appear more favorable to the receiver. Information overload - occurs when information exceeds our processing capacity. Jargon - specialized terminology or technical language that members of a group use to communicate among themselves. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 14 OVERCOMING THE BARRIERS Use Feedback - ask questions about a message to determine whether it was received and understood as intended. Simplify Language - consider the audience to whom the message is directed and tailor the language to them. 14 - 15 COPYRIGHT 2016 PEARSON EDUCATION, INC. OVERCOMING THE BARRIERS (CONT.) Active listening - listening for full meaning without making premature judgments or interpretations. 14 - 16 COPYRIGHT 2016 PEARSON EDUCATION, INC. EXHIBIT 14-3 ACTIVE LISTENING BEHAVIORS COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 17 FORMAL VERSUS INFORMAL COMMUNICATION Formal communication - communication that takes place within prescribed organizational work arrangements. Informal communication - communication that is not defined by the organization's structural hierarchy. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 18 DIRECTION OF COMMUNICATION Town hall meeting - informal public meetings where information can be relayed, issues can be discussed, or just is a way to bring employees together to celebrate accomplishments. Downward communication - communication that flows downward from a manager to employees. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 19 DIRECTION OF COMMUNICATION (CONT.) Upward communication - communication that flows upward from employees to managers. Lateral communication - communication that takes place among any employees on the same organizational level. Diagonal communication - communication that cuts across work areas and organizational levels. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 20 ORGANIZATIONAL COMMUNICATION NETWORKS Communication Networks - the variety of patterns of vertical and horizontal flows of organizational communication. Grapevine - the informal organizational communication network. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 21 EXHIBIT 14-4 ORGANIZATIONAL COMMUNICATION NETWORKS COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 22 WORKPLACE DESIGN AND COMMUNICATION Open workplaces - workplaces with few physical barriers and enclosures. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 23 HOW TECHNOLOGY AFFECTS MANAGERIAL COMMUNICATION Networked Systems - in a networked system, an organization's computers are linked. Organizational members can communicate with each other and tap into information whether they're down the hall, across town, or halfway across the world. Wireless Capabilities - wireless communication technology has the ability to improve work for managers and employees. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 24 CURRENT COMMUNICATION ISSUES Managing Communication in an Internet World - Legal and security issues Inappropriate use of company e-mail and instant messaging. Loss of confidential and proprietary information due to inadvertent or deliberate dissemination or to hackers. - Lack of personal interaction Being connected is not the same as face-to-face contact. Difficulties occur in achieving understanding and collaboration in virtual environments. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 25 COMMUNICATION AND CUSTOMER SERVICE Communicating Effectively with Customers - Recognize the three components of the customer service delivery process: The customer The service organization The service provider - Develop a strong service culture focused on the personalization of service to each customer. Listen and respond to the customer. Provide access to needed service information. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 -26 GETTING EMPLOYEE INPUT In today's challenging environment, companies need to get input from their employees. Suggestion Boxes - managers do business in a world today where you can't afford to ignore such potentially valuable information. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 27 EXHIBIT 14-5 HOW TO LET EMPLOYEES KNOW THEIR INPUT MATTERS COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 28 COMMUNICATING ETHICALLY Ethical communication - communication that includes all relevant information, is true in every sense, and is not deceptive in any way. COPYRIGHT 2016 PEARSON EDUCATION, INC. 14 - 29 LECTURE 7- CHAPTER 13 13-1. Discuss how group structure, group processes, and group tasks influence group performance and satisfaction. 13-2. Compare groups and teams. COPYRIGHT 2016 PEARSON EDUCATION, INC. LECTURE 7- CHAPTER 14 14-1. What are the various communication methods managers can use? What criteria can managers use to evaluate those communication methods? 14-2. Discuss the five contemporary communication issues facing managers. COPYRIGHT 2016 PEARSON EDUCATION, INC