modern management 9 th edition

© Prentice Hall, 2002 17 - 1

Modern Management9th edition

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Objectives

• A definition of the term group as used in the context of management

• A thorough understanding of the difference between formal and informal groups

• Knowledge of the types of formal groups that exist in organizations

• An understanding of how managers can determine which groups exist in an organization

• An appreciation for what teams are and how to manage them

• Insights into managing corporate culture to enhance organizational success

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GROUPS

(1) Interact with one another(2) Psychologically aware of one another(3) Perceive themselves to be a group

In addition, Cartwright’s and Lippitt’s reasonswhy managers should study groups:

1. Groups exist in all kinds of organizations

2. Groups inevitably form in all facets of organizational existence

3. Groups can cause either desirable or undesirable consequences within organization

4. Understanding raises probability that groups will cause desirable consequences within organization.


KINDS OF GROUPS IN ORGANIZATIONS

Formal Groups

Kinds of Formal Groups

Command groups

Task groups

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Figure 17.1A formal group

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Formal Groups (con’t)

Examples of Formal GroupsCommittees

Major reasons for establishing committees:1. To allow organization members to exchange ideas

2. Generate suggestions and recommendations to offer to other units3. To develop new ideas for solving existing organizational problems4. To assist in the development of organizational policies

Why Managers should Use CommitteesImprove quality of decision making

Encourage expression of honest opinionsIncrease participation in decision-makingEnsure representation of important groups

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Figure 17.2Percent of companies that have committees, by size of company

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Examples of Formal Groups (con’t)Committees (con’t)

What Makes Committees Successful

Procedural StepsClearly define committee’s goals in writingSpecify committee’s authorityDetermine optimum size of committeeSelect chairperson on basis of ability to run efficient meetingAppoint permanent secretary to handle communicationsDistribute agenda and all supporting material before meetingStart meetings on time and announce ending time at outset

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Examples of Formal Groups (con’t)Committees (con’t)

People-Oriented GuidelinesRephrasing ideas already expressedBringing all members into active participationStimulating further thought by members

Groupthink

Work Teams

Special-Purpose and Self-Managed Teams

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Formal Groups (con’t)Stages of Formal Group Development

The Acceptance Stage

The Communication and Decision-Making Stage

The Group Solidarity Stage

The Group Control StageMembers function as a unit

Members participate effectively in group effort

Members oriented toward single goalMembers have equipment, tools, and skills

necessary to attain group’s goalsMembers ask and receive suggestions,

opinions, and information from one another

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Informal Groups

Kinds of Informal GroupsInterest groups

Friendship groups

Benefits of Informal Group Membership1. Perpetuation of social and cultural values

2. Status and social satisfaction

3. Increased ease of communication

4. Increased desirability of overall environment.



Figure 17.3Three informal groups that deviate significantly

from formal groups within the organization

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MANAGING WORK GROUPS

Determining Group Existence

Sociometric Analysis

Applying the Sociogram Model

Understanding the Evolutionof Informal Groups

Homans’ ModelApplying the Homans’ Model

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Figure 17.4Sample sociograms

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Figure 17.5Homans’ ideas on how informal groups develop

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TEAMS

Groups Versus TeamsNot all groups are teams

butall teams are groups

Types of Teams in Organizations

Problem-Solving Teams

Self-Managed Teams

Cross-functional Teams.


TEAMS

Figure 17.6Possible team types based on various combinations of

self-directed, problem-solving, and cross-functional teams.


TEAMS

Stages of Team Development

Forming

Storming

Norming

Performing

Adjourning.


TEAMS

Figure 17.7Factors contributing to team effectiveness

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TEAMS

Team Effectiveness

People-related steps:

1. Trying to make the team’s work satisfying

2. Developing mutual trust among team members andbetween the team and management

3. Building good communication—from management tothe team as well as within the team

4. Minimizing unresolved conflicts and power struggles withinthe team

5. Dealing effectively with threats toward and within the team

6. Building the perception that the jobs of team members aresecure

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TEAMS

Team Effectiveness (con’t)

Organization-related steps:

1. Building a stable overall organization or company structurethat team members view as secure

2. Becoming involved in team events and demonstratinginterest in team progress and functioning

3. Properly rewarding and recognizing teams for theiraccomplishments

4. Setting stable goals and priorities for the team

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TEAMS

Team Effectiveness (con’t)

Task-related steps:

1. Developing clear objectives, directions, and project plansfor the team

2. Providing proper technical direction and leadership forthe team

3. Establishing autonomy for the team and challenging workwithin the team

4. Appointing experienced and qualified team personnel

5. Encouraging team involvement

6. Building visibility within the organization for the team’s work

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TEAMS

Trust and Effective Teams

Communicate often to team members

Show respect for team members

Be fair to team members

Be predictable

Demonstrate competence

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CORPORATE CULTURE

Status Symbols

Traditions and History

Physical Environment

The Significance of Corporate CultureWhat leaders pay attention to, measure, and control

Leaders’ reactions to critical incidents and organizational crises

Deliberate role modeling, teaching, and coaching

Criteria for allocation of rewards and status

Criteria for recruitment, selection, promotion, and retirement of employees

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Chapter Seventeen

Questions

modern management 9 th edition

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