【正文】 2023 Pearson Canada Inc. Chapter 7 / Slide 92 Research on Work Group Effectiveness (continued) ? Group processes are the best predictors of group effectiveness. ? Overall, research has shown improvements in team productivity, quality, customer satisfaction, and safety following the implementation of selfmanaged work teams. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 88 Supporting SelfManaged Teams (continued) ? Training – Members of selfmanaged teams require extensive training in areas such as technical training, social skills, language skills, and business training. ? Rewards – Rewards should be tied to team acplishment rather than to individual acplishment while still providing team members with some individual performance feedback. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 84 Tasks for SelfManaged Teams ? Tasks assigned to selfmanaged work teams should be plex and challenging. ? They should require high interdependence among team members for acplishment. ? The tasks should have the qualities of enriched jobs. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 80 Collective Efficacy ? When it es to teams, collective efficacy is important to ensure high performance. ? Collective efficacy consists of shared beliefs that a team can successfully perform a given task. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 76 The Sucker Effect ? In the sucker effect, people lower their effort because of the feeling that others are free riding. ? They are trying to restore equity in the group. ? What are some ways to counteract social loafing? Copyright 169。 in less cohesive groups, there is more variation in productivity. ? Highly cohesive groups tend to be more or less productive than less cohesive groups, depending on a number of variables. ? Cohesiveness is more likely to pay off when the task requires more interdependence. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 69 Consequences of Cohesiveness (continued) ? More Participation in Group Activities – There is more participation in cohesive groups in terms of lower voluntary turnover and absenteeism, and greater munication. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 65 Competition, Success, and Cohesiveness Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 61 Reducing Status Barriers ? Because they inhibit the free flow of munication, many anizations downplay status differentiation by doing away with status symbols. ? The goal is to foster a culture of teamwork and cooperation across the ranks. ? Email seems to have leveled status barriers. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 57 Formal Status Systems ? Represents management’s attempt to publicly identify those people who have higher status than others. ? Status symbols are tangible indicators of status (., titles, pay packages, work schedules). ? Formal anization status is based on seniority in one’s group and one’s assigned role in the anization – one’s job. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 53 PersonRole Conflict ? Role demands call for behaviour that is inpatible with the personality or skills of a role occupant. ? Many examples of “whistleblowing” are signals of personrole conflict. ? The anization has demanded some role behaviour that the occupant considers uhical. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 49 Role Conflict ? Role conflict exists when an individual is faced with inpatible role expectations. ? There are four types of role conflict: – Intrasender role conflict – Intersender role conflict – Interrole conflict – Personrole conflict Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 45 Roles ? Positions in a group that have a set of expected behaviours attached to them. ? Roles represent “packages” of norms that apply to particular group members. ? There are two basic kinds of roles in anizations: – Assigned roles – Emergent roles Copyright 169。 we are only aware of it in special circumstances. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 38 Group Size and Performance: Summary ? For additive and disjunctive tasks, larger groups might perform better up to a point but at increasing costs to the efficiency of individual members. ? Performance on purely conjunctive tasks should decrease as group size increases. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 34 Group Size, Productivity, and Process Losses Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 30 Disjunctive Tasks ? Tasks in which group performance is dependent on the performance of the best group member. ? The potential performance of groups doing disjunctive tasks increases with group size. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 26 Group Size and Satisfaction ? Members of larger groups consistently report less satisfaction with group membership than those in smaller groups. ? Chance to work on and develop friendships decrease as size increases. ? Larger groups might prompt conflict and dissension. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 22 The Punctuated Equilibrium Model of Group Development for Two Groups Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 18 Punctuated Equilibrium Model ? A model of group development that describes how groups with deadlines are affected by their first meetings and crucial midpoint transitions. ? Equilibrium means stability. ? Stretches of group stability punctuated by a critical first meeting, a midpoint change in group activity, and a rush to task pletion. ? Does the sequence sound familiar to you? Copyright 169。 2023 Pearson Canad