15–1 c h a p t e r 1 5 work group and team processes jon l. pierce & donald g. gardner with...

15–15–11

C H A P T E R 1 5

Work Group and Team Processes

Jon L. Pierce &Donald G. Gardnerwith Randall B. Dunham

Management

OrganizationalBehavior

PowerPoint Presentationby Charlie Cook

An Integrated Perspective

Copyright © 2002 by South-Western

Copyright © 2002 by South-WesternCopyright © 2002 by South-Western 15–15–22

Learning ObjectivesLearning Objectives

1.1. Discuss the assets and liabilities associated with group Discuss the assets and liabilities associated with group decision making.decision making.

2.2. Comment on how group characteristics and dynamics affect Comment on how group characteristics and dynamics affect group decision making.group decision making.

3.3. Discuss when groups should and should not be employed in Discuss when groups should and should not be employed in the decision-making process.the decision-making process.

4.4. Describe how leaders can capture the advantages of group Describe how leaders can capture the advantages of group decision making while controlling for its liabilities.decision making while controlling for its liabilities.

5.5. Define the meaning of conflict and explain how and why it Define the meaning of conflict and explain how and why it occurs.occurs.

6.6. Describe organizational politics and what you can do about Describe organizational politics and what you can do about them.them.

7.7. Explain the importance of organizational communication and Explain the importance of organizational communication and the nature of communication in borderless organizations.the nature of communication in borderless organizations.


Group Decision MakingGroup Decision Making—Assets and —Assets and LiabilitiesLiabilities

Assets Liabilities Assets or Liabilities

A greater wealth of knowledge or information

More individual styles

A greater number of alternatives discovered and considered

Increased acceptance of a decision

A better comprehension of a problem and decision

Social pressure to go along with group

Premature decisions in choosing first alternative with a positive outcome

Domination of the group by an individual

Secondary goals of subgroups or factions conflicting with group goals

Disagreement among group members

Diverse and conflicting interests of group members

Riskier decisions taken by groups than individuals

Groups often take more time to decide than individuals

Groups Do It BetterGroups Do It Better—Sometimes!—Sometimes!


Group Conflict and Decision MakingGroup Conflict and Decision Making

• Types of conflictTypes of conflict Cognitive conflict—task-oriented differences in Cognitive conflict—task-oriented differences in

information held, in judgment, and in perspective that information held, in judgment, and in perspective that facilitate the exchange of information.facilitate the exchange of information.

Affective conflict—emotion-based behaviors such as Affective conflict—emotion-based behaviors such as personality clashes, incompatibilities, and disputes that personality clashes, incompatibilities, and disputes that inhibit effective decision making.inhibit effective decision making.


When Should Groups Make DecisionsWhen Should Groups Make Decisions

• Using a group to make a decision is best if:Using a group to make a decision is best if: The problem is of moderate difficulty.The problem is of moderate difficulty. The problem can be subdivided (decomposed).The problem can be subdivided (decomposed). The group is limited to five to seven members.The group is limited to five to seven members. The group members have diverse backgrounds.The group members have diverse backgrounds. Interaction is structured to encourage free expression Interaction is structured to encourage free expression

of ideas and prevent premature evaluation of ideasof ideas and prevent premature evaluation of ideas There are no extreme status differences between group There are no extreme status differences between group

members.members. The group is moderately cohesive and has developed a The group is moderately cohesive and has developed a

good communication system and appropriate norms.good communication system and appropriate norms.


Managing Group Decision MakingManaging Group Decision Making

• Stepladder techniqueStepladder technique Enhances decisions by structuring Enhances decisions by structuring

the addition of group members and the addition of group members and their ideas into the process.their ideas into the process.

Process steps:Process steps: Assignment of tasks to decision-Assignment of tasks to decision-

making participants who will join core groupmaking participants who will join core group Presentation of preliminary solutions to the core groupPresentation of preliminary solutions to the core group Problem reconsidered at each presentation to the core Problem reconsidered at each presentation to the core

groupgroup Final decision based on the blending of core group Final decision based on the blending of core group

member contributionsmember contributions


Managing Group Decision Making Managing Group Decision Making (cont’d)(cont’d)•BrainstormingBrainstorming

The sharing of ideas in The sharing of ideas in a setting free of the a setting free of the interruptions and risks interruptions and risks that accompany that accompany immediate evaluation immediate evaluation and discussion.and discussion.

•AdvantagesAdvantages Reduces dependence on a Reduces dependence on a

single authority figuresingle authority figure Encourages the open Encourages the open

sharing of ideassharing of ideas Stimulates participationStimulates participation Provides individual safety in Provides individual safety in

a competitive groupa competitive group Maximizes output for a short Maximizes output for a short

periodperiod Is enjoyable and stimulatingIs enjoyable and stimulating


Managing Group Decision Making Managing Group Decision Making (cont’d)(cont’d)• Delphi techniqueDelphi technique

A group process that brings information A group process that brings information and the judgments of people together and the judgments of people together without physically assembling without physically assembling the contributors.the contributors.


Managing Group Decision Making Managing Group Decision Making (cont’d)(cont’d)•Stages in the Delphi technique:Stages in the Delphi technique:

Development of the Delphi question and Development of the Delphi question and the first inquirythe first inquiry

The first response from the contributorsThe first response from the contributors Analysis of the first response, feedback, Analysis of the first response, feedback,

and the second inquiryand the second inquiry The second response from the contributorsThe second response from the contributors Continuation of the process until a clear solution Continuation of the process until a clear solution

emergesemerges


Managing Group Decision Making Managing Group Decision Making (cont’d)(cont’d)• Nominal group technique (NGT)Nominal group technique (NGT)

A process that generates many creative potential A process that generates many creative potential decisions to a problem, evaluates them, and ranks them decisions to a problem, evaluates them, and ranks them from best to worst.from best to worst.

Useful when individual members have some expert Useful when individual members have some expert knowledge, but no one member has the knowledge to knowledge, but no one member has the knowledge to solve the problem completely.solve the problem completely.


Managing Group Decision Making Managing Group Decision Making (cont’d)(cont’d)Steps in the NGT:Steps in the NGT:

1.1. Silent idea generation by group membersSilent idea generation by group members

2.2. ““Round-robin” combination of ideas into a master listRound-robin” combination of ideas into a master list

3.3. Ideas discussed and evaluated sequentially by the groupIdeas discussed and evaluated sequentially by the group

4.4. Confidential vote on the relative importance of the ideasConfidential vote on the relative importance of the ideas


Managing Group Decision Making Managing Group Decision Making (cont’d)(cont’d)• SynecticsSynectics

A technique that develops creative ideas and attempts A technique that develops creative ideas and attempts to integrate diverse individuals into a problem-stating, to integrate diverse individuals into a problem-stating, problem-solving group.problem-solving group.

Based on the assumption that individuals are divided Based on the assumption that individuals are divided into two parts:into two parts:

An inhibiting self-censoring concern with safetyAn inhibiting self-censoring concern with safety——analytical, suspicious, logical, and cautiousanalytical, suspicious, logical, and cautious

A striving for learning—sensation-seeking, impulsive, A striving for learning—sensation-seeking, impulsive, and creativeand creative


Other Work Group and Team Other Work Group and Team ProcessesProcesses• Interpersonal ConflictInterpersonal Conflict

Conflict—a process that begins when one party Conflict—a process that begins when one party perceives that another party has frustrated, or is about perceives that another party has frustrated, or is about to frustrate, one or more of their concerns.to frustrate, one or more of their concerns.

Sources of conflict:Sources of conflict: Incompatibility of goalsIncompatibility of goals Scarcity of desired resourcesScarcity of desired resources Incompatible behavioral preferencesIncompatible behavioral preferences


Other Work Group and Team Other Work Group and Team ProcessesProcesses• Interpersonal Conflict (cont’d)Interpersonal Conflict (cont’d)

Dysfunctional conflict—produces negative effectsDysfunctional conflict—produces negative effects decreased performance, lowered satisfaction, decreased performance, lowered satisfaction,

aggression, and anxietyaggression, and anxiety Functional conflict—creates positive resultsFunctional conflict—creates positive results

resolution of underlying problemsresolution of underlying problems movement of the group forward to a more effective movement of the group forward to a more effective

stage of developmentstage of development


PersonExperiencedFrustration

Person’sConceptualization

of Conflict

ConflictStyle

ConflictResolution

ConflictAftermath

Other Person’sBehavior

The Conflict ProcessThe Conflict Process

FIGURE 15FIGURE 15–1–1


Conflict Behavior StylesConflict Behavior Styles

CooperativeUncooperative

Assertive

Unassertive

Compromising

Avoiding

Competing

Accommodating

Collaborating



Other Work Group and Team Other Work Group and Team Processes (cont’d)Processes (cont’d)

• Organizational politicsOrganizational politics Informal behaviors that protect or enhance the self-Informal behaviors that protect or enhance the self-

interests of an individual or group:interests of an individual or group: ““the management of influence to obtain sanctioned the management of influence to obtain sanctioned

ends through non-sanctioned means”ends through non-sanctioned means” The intensity of politics changes:The intensity of politics changes:

During periods of uncertaintyDuring periods of uncertainty Prior to resource allocation decisionsPrior to resource allocation decisions When there are strong resource interdependencies When there are strong resource interdependencies

between individuals and groupsbetween individuals and groups


Other Work Group and Team Other Work Group and Team Processes (cont’d)Processes (cont’d)

• Managing organizational politics:Managing organizational politics: Do not ignore organizational politics.Do not ignore organizational politics. Take advantage of organizational politics by “playing Take advantage of organizational politics by “playing

the game” astutely and when necessary.the game” astutely and when necessary. Be aware of the possible (likely) consequences of Be aware of the possible (likely) consequences of

“playing the game.”“playing the game.” Avoid using power as a show of force.Avoid using power as a show of force. Create an atmosphere of shared responsibility to reduce Create an atmosphere of shared responsibility to reduce

the role and effects of politics in the organization.the role and effects of politics in the organization.


Organizational CommunicationsOrganizational Communications

• The Communication ProcessThe Communication Process The process of transferring information from one The process of transferring information from one

person or group to another.person or group to another.

Ideation

(Intended

Message)

Message

Encoding

Channels/

Networks

Message

Decoding

Received

Message

Sender Receiver



Organizational Communications Organizational Communications (cont’d)(cont’d)• Communications and organizational bordersCommunications and organizational borders

Barriers to effective communication:Barriers to effective communication: Status differentials between individualsStatus differentials between individuals Occupying different levels in the organizational Occupying different levels in the organizational

hierarchyhierarchy Tight and narrowly defined job descriptionsTight and narrowly defined job descriptions Departmentalization by functional linesDepartmentalization by functional lines


Organizational Communications Organizational Communications (cont’d)(cont’d)• Communications and organizational borders Communications and organizational borders

(cont’d)(cont’d) Overcoming communication barriers:Overcoming communication barriers:

Reduce the number of levels in the organizational Reduce the number of levels in the organizational hierarchy to bring employees closer together.hierarchy to bring employees closer together.

Use MBWA (management by walking around) to Use MBWA (management by walking around) to increase face-to-face contact.increase face-to-face contact.

Hold “work-out” sessions to enable managers to work Hold “work-out” sessions to enable managers to work on pressing issues.on pressing issues.

Eliminate status barriers that inhibit communications.Eliminate status barriers that inhibit communications. Use self-managed work teams to create a system where Use self-managed work teams to create a system where

people must talk to one another.people must talk to one another.


Organizational Communications Organizational Communications (cont’d)(cont’d)• The Importance of Organizational The Importance of Organizational

CommunicationCommunication To make employees aware and help socialize them into To make employees aware and help socialize them into

the organization’s culture.the organization’s culture. To help employees know how their jobs (roles) To help employees know how their jobs (roles)

contribute to the larger organizational picture.contribute to the larger organizational picture. To provide information that assists in maintaining an To provide information that assists in maintaining an

effective employee involvement program.effective employee involvement program. To provide performance feedback information to To provide performance feedback information to

motivate employees. motivate employees.

15–1 c h a p t e r 1 5 work group and team processes jon l. pierce & donald g. gardner with...

Documents

group process

group conflict

group decision makingassets

advantages of group

work group

competitive group

group characteristics

core group final decision