chapter 3 supervision_and_human_relation
TRANSCRIPT
© 2008 The McGraw-Hill Companies, Inc. All rights reserved
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ChapterChapter
McGraw-Hill/Irwin
33SUPERVISION SUPERVISION AND HUMAN AND HUMAN
RELATIONSHIPRELATIONSHIP
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Goals of the PresentationGoals of the Presentation Explain the concept of motivation. Describe the concept of group behavior
and teamwork. Explain the concept of cooperation and
conflict. Explain the conflict, emergence and
development. Determine how to managing conflict. Differentiate the conflict and disputes. Explain the developing group performance
and features of a good team.
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Goals of the PresentationGoals of the Presentation
Human relation skills – the ability to work effectively with other people.
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Defining MotivationDefining Motivation
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
Motivation
The processes that account for an individual’s intensity, direction, and persistence of effort toward
attaining a goal.
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Hierarchy of Needs Theory Hierarchy of Needs Theory (Maslow)(Maslow)
Hierarchy of Needs Theory
There is a hierarchy of five needs—physiological, safety,
social, esteem, and self-actualization; as each need is substantially satisfied, the next
need becomes dominant.
Self-Actualization
The drive to become what one is capable of becoming.
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Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsLower-Order NeedsNeeds that are satisfied externally; physiological
and safety needs.
Higher-Order NeedsNeeds that are satisfied
internally; social, esteem, and self-actualization
needs.
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Theory X and Theory Y (Douglas Theory X and Theory Y (Douglas McGregor)McGregor)
Theory XAssumes that employees dislike
work, lack ambition, avoid responsibility, and must be
directed and coerced to perform.
Theory YAssumes that employees like work, seek responsibility, are capable of making decisions,
and exercise self-direction and self-control when committed to a
goal.
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Two-Factor Theory (Frederick Two-Factor Theory (Frederick Herzberg)Herzberg)
Two-Factor (Motivation-Hygiene) Theory
Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with
dissatisfaction.
Hygiene Factors
Factors—such as company policy and administration, supervision,
and salary—that, when adequate in a job, placate workers. When factors are adequate, people will
not be dissatisfied.
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The conflict, emergence and The conflict, emergence and developmentdevelopment
ProblemsMisunderstanding of intent Belief that happy would increase productivity Led to laissez-faire supervision in schoolsSupervisors afraid to supervise - public nature of
personnel actions in schools
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What are some traits of effective leaders?
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Locus of
Control Locus of
Control Integrity Integrity High energy High energy Flexibility Flexibility
Dominance Dominance Sensitivity
to others
Sensitivity
to others
Self-confident Self-confident Intelligence Intelligence
99Traits ofTraits ofEffectiveEffectiveLeadersLeaders
Stability Stability
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Traits of Effective LeadersTraits of Effective LeadersDominance
Want to be in charge Affects all other traits
High Energy Drive, hard work, stamina, persistence
Self-confidence Trust own judgments, decisions, ideas,
capabilities
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Traits of Effective LeadersTraits of Effective Leaders
Locus of Control Belief in control of own destiny
Stability Emotionally in control, secure, positive
Integrity Honest, ethical, trustworthy
Intelligence Above average, educated
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Traits of Effective LeadersTraits of Effective Leaders
Emotional Intelligence Self-awareness, managing emotions,
motivating oneself, empathy, social skillsFlexibility
Change, adjust to changesSensitivity
Understand group members, communicate well, people centered
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“If you think you can,
you can,if you think you can’t,
you can’t.”What does this mean?
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TeamworkTeamwork involves working together to achieve something beyond the capabilities of individuals working alone.
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Introduction Introduction (1 of 2)(1 of 2)
Much of the work in organizations is completed through teamwork
Effective team members behave differently than ineffective members
Understanding group process can improve your team behavior and performance
The foundation of team performance is interpersonal skills
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Introduction Introduction (2 of 2)(2 of 2)
Organizations expect teams to achieve higher levels of performance in less time with fewer resources
Firms need to select team leaders and members who have the balance of technical and interpersonal skills
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The Team Performance ModelThe Team Performance Model
Team Performance is a function (f) of its structure, dynamics, and development:
To have high levels of performance team must: Have an effective structure for working together as a teamGood dynamic human relationsDevelop its ability to work as a team
Team PerformanceTeam Performance Team StructureTeam Structure Team DynamicsTeam DynamicsTeam DevelopmentTeam Development
StageStagef + +
Exhibit 12.1
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Types of TeamsTypes of Teams
Formal GroupsSanctioned by the organization
Informal GroupsDeveloped spontaneously when members join
together voluntarily because of similar interestOngoing Groups
Without ending or temporary discontinuing after the objective is met
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Formal GroupsFormal Groups
Functional GroupsFormal ongoing teamsComprised of managers
and their employeesEach work unit /
department is a functional group
Some are called self-directed or self-managed because team leadership is shared
Task GroupsComprised of functional
team members who work on specific tasksWith members of other
functional teamsCommonly cross-
functionalOften called committees
Ad hoc committee or task force
Standing committee
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Team Structure ComponentsTeam Structure Components
Team structure components affecting
behavior, human relations, and group
performance
Leadership Composition
ConflictProblem Solving and Decision Making
Exhibit 12.2
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Team DynamicsTeam Dynamics
Refers to the patterns of interactions that emerge as groups develop
Also called group processTeam success is
dependent upon the process team members use to interact with each other to accomplish work
Components of Team Dynamics
Objectives
Size
Norms
Cohesiveness
Status
Roles
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Components of Team Dynamics: Components of Team Dynamics: ObjectivesObjectives
To be effective, teams must:agree on clear objectivesbe committed to achieving
themLeader should allow the
group to have input in setting objectives
Implications for ManagersManagers should be certain
that their functional groups:have measurable
objectivesknow priorities
Team objectives should be coordinated with organization goals
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Components of Team Dynamics: Components of Team Dynamics: SizeSize
Ideal team size varies, depending on the team’s purpose
No consensus on the ideal size for groups
Team size affects leadership, members, and its process of getting the job done
Implications for ManagersUsually managers have no
say in the size of their functional groups
The appropriate leadership style may vary with team size
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Components of Team Dynamics: Components of Team Dynamics: NormsNorms
Norms – the group’s shared expectations of its members’ behavior
Norms determine what should, ought, or must be done in order for the group to maintain consistent and desirable behavior
Developed spontaneously as group members interact through team routine
Implications for ManagersManagers should be aware
of their group’s normsThey should work toward
maintaining and developing positive norms
Managers should confront groups with negative norms and try to work out agreeable solutions
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RidiculeRidicule OstracismOstracism
SabotageSabotage PhysicalPhysicalAbuseAbuse
How Teams Enforce NormsHow Teams Enforce Norms
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Components of Team Dynamics:Components of Team Dynamics:CohesivenessCohesiveness (1 of 2)(1 of 2)
Group cohesiveness – the attractiveness and closeness group members have for themselves and the group
The more cohesive the group, the more it sticks together as a team
The more desirable group membership is, the more willing members are to behave according to team norms
Factors Influencing Cohesiveness
Objectives
Size
Homogeneity
Participation
Competition
Success
Group cohesiveness – the attractiveness and closeness group members have for themselves and the group
The more cohesive the group, the more it sticks together as a team
The more desirable group membership is, the more willing members are to behave according to team norms
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Components of Team Dynamics:Components of Team Dynamics:CohesivenessCohesiveness (2 of 2)(2 of 2)
How Cohesiveness Affects Team Performance
Cohesive teams tend to have a higher level of success at achieving their objectives with greater job satisfaction
Cohesive team members:miss work less oftenare more trustinghave less tension and hostility
Implications for ManagersManagers should strive to
develop cohesive groups that accept their level of productivity
Participation helps develop cohesiveness
Managers should focus on inter-group competition
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Components of Team Dynamics: Components of Team Dynamics: StatusStatus
Status – the perceived ranking of one member relative to other members of the group
Group status depends upon the groups objectives, norms, and cohesivenessStatus congruence
High-status members have a major impact on the group’s performance
Implications for ManagersTo be effective, the manager
needs to have high status within the functional group
The manager should maintain good human relations with the group
Managers should be aware of conflicts resulting from lack of status congruence
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Components of Team Dynamics: Components of Team Dynamics: Roles Roles (1 of 3)(1 of 3)
Roles – are shared expectations of how group members will fulfill the requirements of their position
People develop their roles based on:their own expectationsthe organizational
expectationsthe group’s expectations
People often have multiple roles within the same position
Group roles may be classified as:task rolesmaintenance rolesself-interest roles
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Components of Team Dynamics: Components of Team Dynamics: SummarySummary
Effective groups should have:Clear objectives with agreement and commitment to
those objectives by its membersAppropriate group size to achieve its objectivesPositive normsCohesivenessStatus congruenceMembers who play task and maintenance roles while
minimizing self-interest roles
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Team Dynamics ComponentsTeam Dynamics Components
Size Norms
Cohesiveness
RolesStatus
Objectives
Team dynamics components affecting behavior, human
relations, and performance of groups
Exhibit 12.3
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Team DevelopmentTeam Development
Team development affects team dynamics, satisfaction, effort, and performance
All teams are unique with dynamics that change over time
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OrientationOrientation
DissatisfactionDissatisfaction
ResolutionResolution
ProductionProduction
TerminationTermination
Team Development StagesTeam Development Stages
(2)
(3)
(4)
(5)
(1)
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Team Development Stages Team Development Stages (1 of 2)(1 of 2)
Stage 1:Orientation
Forming stageCharacterized by low development level (D1), high commitment, and low competence
Stage 2:Dissatisfaction
Storming stageCharacterized by moderate development level (D2), lower commitment, and some competence
Stage 3:Resolution
Norming stageCharacterized by high development level (D3), variable commitment, and high competence
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Team Development Stages Team Development Stages (2 of 2)(2 of 2)
Stage 4:Production
Performing stageCharacterized by outstanding development level (D4), high commitment, and high competence
Stage 5:Termination
Adjourning stageNot reached unless there is some drastic reorganizationDoes occur in task groups
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Group Situational SupervisionGroup Situational Supervision
Group Development Stage (D)Low Development (D-1)
High commitment / low competence
Moderate Development (D-2) Low commitment / some
competenceHigh Development (D-3)
Variable commitment / high competence
Outstanding Development (D-4) High commitment / high
competence
Supervisory Styles/Roles (S)Autocratic (S-A)
High task / low maintenance
Consultative (S-C) High task / high maintenance
Participative (S-P) Low task / high maintenance
Laissez-Faire (S-L)
Low task / low maintenance
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Meeting Leadership SkillsMeeting Leadership Skills
Planning MeetingsPlanning Meetings
Conducting Conducting MeetingsMeetings
Handling Team Handling Team Problem MembersProblem Members
The success or failure of meetings rests primarily with the leader and interpersonal communications
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Planning MeetingsPlanning Meetings
ObjectivesParticipants and assignmentsAgendaDate, time, and placeLeadershipThe written plan
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Conducting MeetingsConducting Meetings
First meeting: orientation stageThree parts of the meeting:
ObjectivesAgendaSummarize and review assignments
Leadership, group structure and dynamics, and emotions
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Handling Team Problem MembersHandling Team Problem Members
Some of the problem members in a team are: The silent memberThe talkerThe wandererThe bored memberThe arguer
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The Team Performance Model The Team Performance Model ComponentsComponents
Team Performance is a function ( f ) of its structure, dynamics, and development:
Team PerformanceTeam Performance Team StructureTeam Structure Team DynamicsTeam DynamicsTeam DevelopmentTeam Development
StageStagef + +
High Low Leadership
Composition
Problem solving & decision making
Conflict
Objectives
Size
Norms
Cohesiveness
Status
Roles
1. Orientation
2. Dissatisfaction
3. Resolution
4. Production
5. Termination
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Global Team DifferencesGlobal Team Differences
Level of teamwork variesAsian countries (including Japan):
teamwork is considered very importantleadership and decision making are participativegroup composition is not very diversified with shared norms
and cohesivenessless conflict than within the U.S. and many European
countries
U.S. and many European countries:there are fewer status differences
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Family Support Supervision Family Support Supervision ScenariosScenarios
Traditional vs. Reflective Strength-Based Supervision
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Supervision Models ComparedSupervision Models Compared
Traditional Remediative Supervision
Focuses on what’s wrong Relies on “super”-vision Fosters reliance on supervisor Hierarchical Give directives Provides structure for compliance Evaluation primarily summative
Uses evaluation primarily for accountability
Uses investigative language
Strength-BasedReflective Supervision
Focuses on successes Encourages “inner”-vision Fosters self efficacy, autonomy Emphasizes collaboration Teaches and mentors Provides structure for staff
development Evaluation both formative &
summative Uses evaluation primarily as basis
of development plan Uses reflective language
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Theoretical UnderpinningsGeneral Systems, Developmental, Adult Education, Justice
Guiding PrinciplesCompetency-based, Strengths-based, Outcomes-oriented, Evidence-based, Cultural Competence, Reflective Practice
Organizational and Individual Development
ContextLegal, Economic, Organizational, Social,
Technological, Ethical
Purpose of SupervisionSupport mission of agencyEnsure quality of services
Foster worker professional growth/developmentPrepare for supervisory succession
Domains of ResponsibilityCase/Clinical Human Resources
Public and Community Relations Safety and Well Being
CompetenciesGeneral and Domain Specific
Conceptual Model of Supervision
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Human Resources & Workforce Development
Case/Clinical Supervision
Public & Community Relations
Safety & Wellbeing
Supervisory Domains
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Administration
Education
Consultation
Counseling
Evaluation
Supervisory Functions
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Fundamentals of Group BehaviorFundamentals of Group Behavior
Group two or more freely interacting people with shared
norms and goals and a common identity
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Formal and Informal GroupsFormal and Informal Groups
Formal group formed by the organization.
Informal group formed by friends
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Functions of Formal GroupsFunctions of Formal Groups
Organizational Functions 1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals. 2. Generate new or creative ideas and solutions. 3. Coordinate interdepartmental efforts. 4. Provide a problem-solving mechanism for complex problems requiring varied information and assessments. 5. Implement complex decisions. 6. Socialize and train newcomers.
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Functions of Formal GroupsFunctions of Formal Groups
Individual Functions
1. Satisfy the individual’s need for affiliation.
2. Develop, enhance, and confirm the individual’s self-esteem and sense of identity.
3. Give individuals an opportunity to test and share their perceptions of social reality.
4. Reduce the individual’s anxieties and feelings of insecurity and powerlessness.
5. Provide a problem-solving mechanism for personal and interpersonal problems.
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Tuckman’s Five-Stage Theory of Group Tuckman’s Five-Stage Theory of Group DevelopmentDevelopment
Figure 6-1
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Group Development Group Development
Stage 1: Forming Group members tend to be uncertain and
anxious about their roles, whose in charge and the group’s goals
Mutual trust is low
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Group DevelopmentGroup Development
Stage 2: Storming Time of testing Individuals try to determine how they fit into
the power structure Procrastination may occur
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Group DevelopmentGroup Development
Stage 3: Norming Questions about authority and power are
resolved through unemotional, matter-of-fact group discussion
Group cohesiveness – “we feeling” binding group members together
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Group DevelopmentGroup Development
Stage 4: Performing Activity focused on solving task problems Climate of open communication, strong
cooperation, and lots of helping behavior
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Group DevelopmentGroup Development
Stage 5: Adjourning Work is done Time to move on to other things
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Group Member RolesGroup Member Roles
Roles expected behaviors for a given position
Task roles task-oriented group behavior Keep the group on track
Maintenance roles relationship-building group behavior Keep the group together
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Task and Maintenance RolesTask and Maintenance Roles
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NormsNorms
Norms shared attitudes, opinions, feelings, or
actions that guide social behavior Ostracism
rejection by other group members
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How Norms are DevelopedHow Norms are Developed
1. Explicit statements by supervisors or co-workers
2. Critical events in the group’s history
3. Primacy
4. Carryover behaviors from past situations
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Question?Question?
What is a small group with complementary skills who hold themselves mutually accountable for common purpose?
A. Group
B. Huddle
C. Team
D. Platoon
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Teams, Trust, and TeamworkTeams, Trust, and Teamwork
Team small group with complementary skills who hold
themselves mutually accountable for common purpose, goals, and approach.
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TeamsTeams
A group becomes a team when: Leadership becomes a shared activity Accountability shifts from strictly individual to
both individual and collective The group develops its own purpose or mission Problem solving becomes a way of life, not a
part-time activity Effectiveness is measured by the group’s
collective outcomes and products
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Developing Teamwork CompetenciesDeveloping Teamwork Competencies
Helping the team understand its problem-solving situation
Helping the team get organized and measure its performance
Promoting a positive team environment Handling conflict Promoting one’s point of view appropriately
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Trust: A Key Ingredient of TeamworkTrust: A Key Ingredient of Teamwork
Trust reciprocal faith in
other’ intentions and behavior.
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Three Dimensions of TrustThree Dimensions of Trust
Overall trust expecting fair play, the truth, and empathy
Emotional trust having faith that someone will not misrepresent
you to others or betray you Reliableness
believing that promises and appointments will be kept and commitments met
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How to Build and Maintain TrustHow to Build and Maintain Trust
1. Communication
2. Support
3. Respect
4. Fairness
5. Predictability
6. Competence
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Self-Managed TeamsSelf-Managed Teams
Self-managed teams groups of employees granted administrative
oversight for their work
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Indirect Influence Tactics of Indirect Influence Tactics of Self Managed TeamsSelf Managed Teams
Relating Scouting Persuading Empowering
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TeamsTeams
Cross-functionalism team made up of technical specialists from
different areas
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Effectiveness of Self Managed Effectiveness of Self Managed TeamsTeams
Have a positive effect on productivity Have a positive effect on specific attitudes
relating to self-management No significant effect on general attitudes No significant effect on absenteeism or
turnover
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Question?Question?
What type of team uses information technology to allow group members in different locations to conduct business?
A. Psychic team
B. Virtual team
C. Fundamental team
D. Internet team
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Virtual TeamsVirtual Teams
Virtual team information technology allows group members in
different locations to conduct business.
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Threats to Group and Team Threats to Group and Team EffectivenessEffectiveness
Groupthink Janis’s term for cohesive in-group’s
unwillingness to realistically view alternatives.
Read an article on groupthink
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Threats to Group and Team Threats to Group and Team EffectivenessEffectiveness
Symptoms of groupthink Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer pressure Mindguards
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Social LoafingSocial Loafing
Social Loafing decrease in individual effort as group size
increases
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Reasons for Social LoafingReasons for Social Loafing
• Equity of effort• Loss of personal accountability• Motivational loss due to sharing of
rewards• Coordination loss as more people perform
the task
© 2008 The McGraw-Hill Companies, Inc. All rights reserved
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ChapterChapter
McGraw-Hill/Irwin
Chapter 14Chapter 14
UNDERSTANDING WORK UNDERSTANDING WORK GROUPSGROUPS
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““Management Talk”Management Talk”
“Teams, training, and increased authority for workers are key elements of quality-improvement efforts…To help
accomplish their objectives, teams are aided by company-trained employees, who provide skills training
and serve as resources throughout all phases of the teams’ work.”
National Institute of Standards and Technology, describing its 1992 Malcolm Baldrige National Quality Award winner, AT&T Network Systems Group (Lucent Technologies)
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ObjectivesObjectives
Explain the difference between formal and informal work groups
Discuss group norms, group cohesiveness, and group conformity
Understand why individuals conform to group norms
Recognize the importance of work groups to an organization
Suggest ways to build effective work groups
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Understanding ManagementUnderstanding Management
When Lucent Technologies spun off from its parent company, AT&T, it gained the freedom to organize its workforce differently. Most Lucent
employees work in teams designed to foster efficiency, creativity, and innovation. This
approach gives employees the flexibility to solve problems and invent new products. In fact,
Lucent can boast of earning about two patents per working day, as well as the Malcolm Baldrige
National Quality Award.
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Management SkillsManagement Skills
Why would it be important for tam members to receive continual training?
If you were on a team responsible for inventing a communications system, what qualities would you appreciate in your team members?
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Sec. 14.1: How Groups BehaveSec. 14.1: How Groups Behave
Brainwrite/Brainstorm: What are the pros and cons of group work? What kinds of group work have you
experienced?
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What You’ll LearnWhat You’ll Learn
The differences between formal and informal work groups
Why employees join informal work groups The factors that influence how groups
behave The meaning of “groupthink.”
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Why is this important?Why is this important?
“To supervise groups effectively, managers must understand the dynamics of group
behavior”
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Groups Within OrganizationsGroups Within Organizations
Two or more people who interact to meet a shared goal
A shared sense of purpose sets a group apart from just a gathering of people
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Types of GroupsTypes of Groups
1. Formal Work Groups Exist for short or long period
of time Task Force
A single goal to resolve a problem or design a new product
Functional Group Consists of manager and all
the employees he or she supervises in an ongoing manner
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Types of GroupsTypes of Groups
2. Informal Work Groups Formed voluntarily by members of an organization Develop personal contact and interactions among
people Interest Groups
Share a purpose or concern Women executives form a group to share ideas about
issues facing women in management The workplace is where socialization takes place
and friendships emerge Affects of Informal Work Groups
Productivity Morale Success of Managers Sense of Loyalty Work for or against organizational goals
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Groups Within OrganizationsGroups Within Organizations
Management does not recognize informal groups that revolve around friendship, interests, or shared working space and tasks.
An understanding of informal groups can improve managers’ work with formal work groups
Satisfaction from informal groups should be duplicated in a formal work group environment
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Group NormsGroup Norms
Informal rules a group adopts to regulate the behavior of group members
Expectations of group members to improve: Productivity levels Operating procedures Other work-related activities
Group norms can be written, spoken, or acted out by group members to show new members how to behave
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Group BehaviorGroup Behavior
Group Cohesiveness Degree of attraction among group members, or who tightly knit a group is More Cohesiveness = Greater likelihood that Group Norms will be
followed
Factors affecting cohesiveness of informal work group
Size Small work groups
Success High Success
Status High Status
Outside PressuresConflicts with management increase group cohesiveness (Us Against Them)
Stability of Membership
Long-Standing Members
Communication Easy lines of communication in social Areas
Physical Isolation Forces workers into close contact with each other and strengthens bonds
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Group BehaviorGroup Behavior
Group Conformity Degree to which group members accept
and follow group norms Group seeks to control members’
behavior for two reasons: Independent behavior can cause
disagreements that threaten a group’s survival
Consistent behavior creates an atmosphere of trust that allows members to work together and socialize comfortably
Individuals conform to group norms when they are:
Similar to personal attitudes, beliefs, and behavior
Do not agree with the group’s norms but feel pressure to accept them
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Group BehaviorGroup Behavior
Group Pressure and Conformity
Group pressure can break-down a group when one member goes above and beyond the rest of the group
(Case Study) A textile employee began to produce more than the group norm of 50 units per day. After two weeks, the group started to pressure this worker to produce less, and she quickly dropped to the group’s level. After three weeks, all the members of the group were moved to other jobs except for this worker. Once again, her production quickly climbed to double the group norm.
Why would the other workers try to slow their co-worker down?
Was it fair for other workers to try to slow her down?
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Group BehaviorGroup Behavior Groupthink
When group members lose their ability to think as individuals and conform at the expense of their good judgment
Members become unwilling to say anything against the group or any member
Groupthink members will justify any action, stereotype outsiders as enemies of the group, and pressure unwilling members to conform
Groupthink is disruptive because it affects employees’ ability to make logical decisions
Imagine that you are the new manager of a department that has succumbed to groupthink. What steps would you take to encourage individual thinking?
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Extension Activity!!!Extension Activity!!!
Have students write an opinion piece, act out a workplace situation, or design a cartoon illustrating the concept of groupthink
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14. 1: Chapter Summary14. 1: Chapter Summary
Organizations have two kinds of work groups, formal and informal
Informal work groups develop around friendship, shared interests, or similar work responsibilities
Informal groups have their own norms, are cohesive, and develop ways to maintain conformity
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Sec. 14.2: Managing Formal GroupsSec. 14.2: Managing Formal Groups
Review the explanation formal groups and predict what role managers play in helping formal groups succeed
What qualities might be helpful to a manager in the team building process?
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What You’ll LearnWhat You’ll Learn The importance of formal work groups How managers can influence group
cohesiveness and conformity Methods of encouraging teamwork in formal
groups The characteristics of successful group leaders
Why is this Important?
“Formal work groups are an important way of organizing work and managers
must help them succeed.”
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The Importance of Formal Work The Importance of Formal Work GroupsGroups
Groups have more knowledge and information than individuals
Ease the process of communicating and solving problems
Creates more efficiency Managing groups effectively will enable a
company to: Improve production Maintain a competitive edge (advantage)
Managers must overcome cultural and gender differences
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Influencing Work GroupsInfluencing Work Groups
Hawthorne Effect – giving special attention to a group of employees changes the employees’ behavior
Job factor variance Employee pay Supervision Lighting Length of rest periods Number of hours worked
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Building Effective Work GroupsBuilding Effective Work Groups
“Managers are responsible for developing shared values and group loyalty in formal work groups”
Linking-Pin Concept Since managers are members of overlapping groups,
they link formal work groups to the total organization
Managers improve communication and ensure that organizational and group goals are met
Managers themselves are the “linking pins”
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Building Effective Work GroupsBuilding Effective Work Groups
Team Building
Process of establishing a cohesive group that works together to achieve its goals
Managers can encourage teamwork by: Selecting group members carefully
Creating a positive work environment
Building Trust
Increasing Group Cohesiveness
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Building Effective Work GroupsBuilding Effective Work Groups
Creating Groups Identify qualified people Make the group attractive to these individuals
Increase of pay Job Satisfaction Benefits that are provided just like an informal work
group Consider office layout and physical factors
affecting group’s ability to work together successfully
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Building Effective Work GroupsBuilding Effective Work Groups
“You’ve got to pick a few people and really trust them.” - Bill Gates, Microsoft
Building Trust Sharing responsibility and making decisions togetherTrust enables members to stick to the group normsManagers must:
Have faith in employees Recognize the interests of the organization, the group, and the
employees Become personally involved, take a real interest in group
members, share information, and exhibit honesty
What kinds of managerial problems might arise if employees lose confidence or trust in a manager?
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Building Effective Work GroupsBuilding Effective Work Groups
Influencing Group Cohesiveness and Conformity Managers can affect formal group performance levels to
those individuals who are highly competitive and eager to succeed by: Keeping groups small Selecting group members carefully Finding a good personality fit between new and old employees Developing an office layout that improves communication Creating clear goals Inspiring group competition Rewarding groups rather than individuals Isolating groups from each other
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Building Effective Work GroupsBuilding Effective Work Groups
“Whether on the court or off, what I call for in my people is full awareness and attention.”
- Phil Jackson, Former Coach of the 6-time NBA Champion Chicago Bulls
Jackson’s approach teaches individuals: To value the needs of the team To surrender their egos so that the end result is bigger
than the sum of its parts
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Quality CirclesQuality Circles A group of employees from a single work unit (such as a
department) who share ideas on how to improve quality Encourage employees in decision making Membership is usually voluntary Members share a common bond – performing similar tasks Encourages communication and trust among members and
managers Inexpensive way to provide employees with training while giving
them a sense of control over their work lives May solve problems that have been around for years “Me” becomes “Us” in a good quality circle
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Groups and LeadersGroups and Leaders
Informal groups select a leader most capable of satisfying the group’s needs
Gaining Acceptance Managers assigned to formal work groups
must work to gain acceptance as leaders What makes a good teacher, makes a good
manager? Know their subject well Communicate information effectively Treat students with respect Make fair judgments
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Groups and LeadersGroups and Leaders
Encouraging Participation Managers encourage participation and shared
responsibility, acting more like a coach than a manager
How does one encourage team spirit? Provide the group with a shared vision Lead by example (Attitude and Performance) Encourage group to listen and support all members Function within a cohesive group
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14. 2: Chapter Summary14. 2: Chapter Summary
Formal work groups often lack the loyalty and shared values that characterize informal groups, so managers work hard to encourage participation
Managers can build effective teams by selecting the right candidates, building trust, and encouraging group cohesiveness
In order to be good team leaders, managers must be accepted by the group, understand how to provide a vision, and lead by example
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Managing ConflictManaging Conflict
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Why Conflict ArisesWhy Conflict Arises
Type “A” Personality
Vs.
Type “B Personality
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Type ”A” PersonalityType ”A” Personality
Highly Competitive Strong Personality Restless when
inactive Seeks Promotion
Punctual Thrives on deadlines Maybe jobs at once
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Type “B” PersonalityType “B” Personality
Works methodically Rarely competitive Enjoys leisure time Does not anger easily Does job well but
doesn’t need recognition
Easy-going
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Aggressive PeopleAggressive People
Body language Stiff and straight Points, bangs tables to emphasize points Folds arms across body
Verbal language “I want you to…” “You must…” “Do what I tell you!” “You’re stupid!”
Aggressive people are basically insecure….. Try toavoid them.
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Submissive peopleSubmissive people
Body Language Avoids eye contact Stooped posture Speaks quietly Fidgets
Verbal Language “I’m sorry” “It’s all my fault” “Oh dear”
Submissive people have a great senseof inferiority
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Assertive PeopleAssertive People
Body language Stands straight Appears composed Smiles Maintains eye contact
Verbal language “Let’s” “How shall we do this?” “I think… What do you think?” “I would like…”
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Types of ConflictTypes of Conflict
Within an individual Between two individuals Within a team of individuals Between two or more teams within an
organization
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Causes of conflict Causes of conflict
Conflict of aims- different goals Conflict of ideas- different
interpretations Conflict of attitudes - different opinions Conflict of behavior- different behaviors
are unacceptable
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Stages of Conflict Stages of Conflict Conflict arises Positions are stated and hardened Actions, putting into action their chosen
plan Resolution???
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Preventing ConflictPreventing Conflict Assess positive and negative personality
traits of people involved Determine personality type
Aggressive Submissive Assertive
Assess if people are introvert or extroverts...
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Preventing ConflictPreventing Conflict
Review past conflicts Assess communication skills of those
involved Read body language of participants
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Preventing ConflictPreventing Conflict
Try to reduce conflict Realize that communication is colored by
personal experience, beliefs, fear, prejudices
Try to be neutral Plan the timing and place of the
conversation Realize that outside stress may add to
confrontation Eliminate/reduce external interruptions
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Preventing Conflict Preventing Conflict
Manage the language used Neutral vs. loaded words Reduce technical language Allow for cultural differences in language Words may have different meanings for
different people…ask them to elaborate
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Aids to CommunicationAids to Communication Listen Actively Relax Observe body
language Develop interest in
others interests Ask for clarification Plan what you are
going to say
Tailor words to person
Determine the best timing
Determine the best place
Why is the conversation necessary
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Personalities who cause conflictPersonalities who cause conflict
Aggressor Passive Absentee Error prone Negative attitude Chatterbox Do nothing
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Personalities who cause conflictPersonalities who cause conflict
Unreliable Time waster Resentful person
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WAC’em methodWAC’em method
What’s bothering you?
A -What do you want to Ask the person to do?
Check in to see if what you’ve asked for can happen
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Turning Challenges intoPOSITIVE ACTION!
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ConflictsConflicts
Intra-role ( uncertainty within individual) Extra-role (others perceive conflict) Personality and expectations Self-expectations and those of others Numerous individual or group expectations Poor Communication Type of Organizational Structure Human Factors Competition over limited resources
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Primary Sources of ConflictPrimary Sources of Conflict
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Other Sources of ConflictOther Sources of Conflict Direction Clarity Terminology Role Ambiguity Inaccurate Perceptions Intensity Issues of Equity CAREFUL PERSONNEL SELECTION
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Dealing with ConflictDealing with Conflict
Compromise Consensus Avoidance Agree to Disagree Arbitration
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Role of Leader in Addressing ConflictRole of Leader in Addressing Conflict
Diagnose Mediate Build Trust Know when to meet each party
separately Turn down the heat Establish facts Create Win/Win situations Establish a basis for compromise
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Conflict Resolution ContinuumConflict Resolution Continuum
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Avoiding(Will it go
away?)
Avoiding(Will it go
away?)
Obliging(Accommodating)
Obliging(Accommodating)
Dominating(Force and power to resolve
conflict)
Dominating(Force and power to resolve
conflict)
Integrating(Cooperative, both sides are
satisfied)
Integrating(Cooperative, both sides are
satisfied)
Compromising(Each party gives so each wins and
loses)
Compromising(Each party gives so each wins and
loses)
Conflict Management Styles
Conflict Management Styles
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Productive Group Work is Productive Group Work is Based on…..Based on…..
Productive Group Work is Productive Group Work is Based on…..Based on…..
SecurityTrustValueSharing of GoalsCooperation and TeamworkCommonalities and Diversity
SecurityTrustValueSharing of GoalsCooperation and TeamworkCommonalities and Diversity
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Structure of an Effective Structure of an Effective MeetingMeeting
Structure of an Effective Structure of an Effective MeetingMeeting
PurposeAgendaAdvanced PlanningSetting (equipment, comfort)LeadingFacilitating Participation and DiscussionMinutes
PurposeAgendaAdvanced PlanningSetting (equipment, comfort)LeadingFacilitating Participation and DiscussionMinutes
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Resolving ConflictResolving ConflictResolving ConflictResolving Conflict
Members state their conflicting positionsAsk that group members state their opponents’ positionClarify with group members if conflict still existRequest that group members state why their viewpoints continue to be validAsk for a position that posses a compromise for the conflict or agree that no resolution can be achieved
Members state their conflicting positionsAsk that group members state their opponents’ positionClarify with group members if conflict still existRequest that group members state why their viewpoints continue to be validAsk for a position that posses a compromise for the conflict or agree that no resolution can be achieved