【正文】 2023 Pearson Canada Inc. Chapter 7 / Slide 93 CrossFunctional Teams ? Work groups that bring people with different functional specialties together to better invent, design, or deliver a product or service. ? Members have to be experts in their own area but able to cooperate with others. ? Best known for their success in product development. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 91 Research on Work Group Effectiveness ? Task characteristics are related to most measures of group effectiveness. ? Group position is related to a few of the effectiveness measures. ? Teams perceived as too large for their tasks rated as less effective than teams perceived as an appropriate size or too small. ? Managerial support related to many measures of effectiveness and is one of the best predictors of group performance. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 89 Supporting SelfManaged Teams (continued) ? Management – Management should mediate relations between teams, deal with union concerns, and coach teams to be independent. Copyright 169。 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 83 SelfManaged Work Teams (SMWTs) ? Work groups that have the opportunity to do challenging work under reduced supervision. ? The groups regulate much of their own members’ behaviour. ? Critical success factors of selfmanaged teams include: – The nature of the task. – The position of the group. – Various support mechanisms. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 81 Designing Effective Work Teams ? According to J. Richard Hackman, a work group is effective when: – Its physical or intellectual output is acceptable to management and to other parts of the anization that use this output. – Group members’ needs are satisfied rather than frustrated by the group. – The group experience enables members to continue to work together. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 79 What Is a Team? ? The term “team” is generally used to describe “groups” in anizational settings. ? Teams have bee a major building block of anizations and are now quite mon in North America. ? Research has shown improvements in anizational performance in terms of both efficiency and quality as a result of teambased work arrangements. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 77 Counteracting Social Loafing ? Make individual performance more visible – Keep group size small. ? Make sure that the work is interesting – If work is involving, intrinsic motivation should counteract social loafing. ? Increase feelings of indispensability – Use training and the status system to provide group members with unique inputs. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 75 The Free Rider Effect ? In the free rider effect, people lower their effort to get a free ride at the expense of their fellow group members. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 73 Hypothetical Productivity Curves For Groups Varying in Cohesiveness 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 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 68 Consequences of Cohesiveness ? Is more or less group cohesiveness desirable? ? What are the consequences of group cohesiveness? Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 66 Factors Influencing Cohesiveness (continued) ? Size – Larger groups have a more difficult time being and staying cohesive. – Large groups have a more difficult time agreeing on goals and more problems municating and coordinating efforts to achieve those goals. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 64 Factors Influencing Cohesiveness (continued) ? Success – Groups bee more cohesive when they successfully acplish some important goal. – Cohesiveness will decrease after failure. ? Member Diversity – Groups that are more diverse can have a harder time being cohesive. – If there is agreement about how to acplish a task, its success will often outweigh surface dissimilarity in determining cohesiveness. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 62 Group Cohesiveness ? Group cohesiveness is a critical property of groups. ? It refers to the degree to which a group is especially attractive to its members. ? Members want to stay in the group and they describe the group in favourable terms. ? Cohesiveness is a relative, rather than absolute, property of groups. Copyright 169。 2023 Pearson Canada Inc. Chapter 7 / Slide 60 Consequences of Status Differences ? Most people like to municate