【正文】 2023 Pearson Canada Inc. Chapter 7 / Slide 86 Composition of SelfManaged Teams (continued) ? Diversity – Group members should be similar enough to work well together and diverse enough to bring a variety of perspectives and skills to the task at hand. – One way of maintaining appropriate group position is to let the group choose its own members. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 71 Consequences of Cohesiveness (continued) ? More Success – Cohesiveness contributes to group success. – Cohesive groups are good at achieving their goals. – Group cohesiveness is related to performance. – There is a reciprocal relationship between success and cohesiveness. – Why are cohesive groups effective at goal acplishment? Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 55 Role Conflict (continued) ? Managers can help prevent employee role conflict by: – Avoiding selfcontradictory messages – Conferring with other role senders – Being sensitive to multiple role demands – Fitting the right person to the right role Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 40 Diversity of Group Membership (continued) ? Diverse groups sometimes perform better when the task requires cognitive, creativitydemanding tasks, and problemsolving. ? In general, any negative effects of “surface diversity” in age, gender, or race seem to wear off over time. ? “Deep diversity” in attitudes toward work or how to acplish a goal can badly damage cohesiveness. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 24 Group Structure and Its Consequences ? Group structure refers to the characteristics of the stable social anization of a group the way a group is “put together.” ? The most basic structural characteristics along which groups vary are size and member diversity. ? Other structural characteristics are group norms, roles, status, and cohesiveness. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 8 Informal Groups ? Informal groups are groups that emerge naturally in response to the mon interests of anizational members. ? They are seldom sanctioned by the anization. ? Informal groups can either help or hurt an anization, depending on their norms for behaviour. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 9 Group Development ? Groups are plex social devices. ? They require a fair amount of negotiation and trialanderror before individual members begin to function as a true group. ? How do groups develop? Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 25 Group Size ? The smallest possible group consists of two people, such as a manager and a particular employee. ? In practice, most work groups, including task forces and mittees, usually have between 3 and 20 members. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 41 Group Norms ? Social norms are collective expectations that members of social units have regarding the behaviour of each other. ? They are codes of conduct that specify the standards against which we evaluate the appropriateness of behaviour. ? Most normative influence is unconscious。 2023 Pearson Canada Inc. Chapter 7 / Slide 56 Status ? Status in the rank, social position, or prestige accorded to group members. ? It represents the group’s evaluation of a member. ? What is evaluated depends on the status system in question. ? All anizations have both formal and informal status systems. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 72 Consequences of Cohesiveness: Summary ? In highly cohesive groups, the productivity of individual group members is similar to other members。 2023 Pearson Canada Inc. Chapter 7 / Slide 87 Supporting SelfManaged Teams ? A number of support factors can assist selfmanaged teams in being and staying effective. ? Reports of problems with teams can usually be traced back to inadequate support. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 85 Composition of SelfManaged Teams ? Stability – Group membership should be fairly stable. ? Size – Selfmanaged teams should be as small as feasible. ? Expertise – Group members should have a high level of expertise about the task at hand as well as social skills. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 70 Consequences of Cohesiveness (continued) ? More Conformity – Highly cohesive groups are able to induce greater conformity to group norms. – Members of cohesive groups are especially motivated to engage in activities that will keep the group cohesive. – Can apply pressure to deviants to get them to ply with group norms. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 54 Role Conflict: Consequences ? The most consistent consequences of role conflict are job dissatisfaction, stress reactions, lowered anizational mitment, and turnover intentions. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 39 Diversity of Group Membership ? Diverse groups have a more difficult time municating effectively and being cohesive. ? Diverse groups might take longer to do their forming, storming, and norming. ? Once they do develop, more and less diverse groups are equally cohesive and productive. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 23 Punctuated Equilibrium Model (continued) ? Advice for managing teams: – Prepare carefully for the first meeting. – As long as people are working, do not look for radical progress during Phase 1. – Manage the midpoint transition carefully. – Be sure that adequate resources are available to actually execute the Phase 2 plan. – Resist deadline changes. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 7 Formal Work Groups ? F