BUS 51 - Mosley7e ch09

© 2008 Thomson/South-Western© 2008 Thomson/South-Western All rights reserved. All rights reserved.

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

Part 3Leading

Mosley Mosley • Pietri• Pietri

Chapter 9Group Development and Team Building

© 2008 Thomson/South-Western. All rights reserved. 9–2

Learning ObjectivesLearning Objectives

1.1. Identify the stages of group development.Identify the stages of group development.

2.2. Compare the advantages and limitations of groups.Compare the advantages and limitations of groups.

3.3. Describe the variables that determine a group’s Describe the variables that determine a group’s effectiveness.effectiveness.

4.4. Determine what is involved in team building.Determine what is involved in team building.

5.5. Describe what made team building successful at Describe what made team building successful at Resort Quest.Resort Quest.

6.6. Describe the GE approach.Describe the GE approach.

After reading and studying this chapter, you should After reading and studying this chapter, you should be able to:be able to:


Learning Objectives (cont’d)Learning Objectives (cont’d)

7.7. Describe what made teambuilding successful in the Describe what made teambuilding successful in the nonprofit area.nonprofit area.

8.8. Describe how to work with self-managing work groups.Describe how to work with self-managing work groups.

After reading and studying this chapter, you should After reading and studying this chapter, you should be able to:be able to:


EXHIBIT 9.1 The Ritz-Carlton Credo


Forces Causing ChangeForces Causing Change• External Change ForcesExternal Change Forces

Forces outside the organization that have a great Forces outside the organization that have a great impact on organizational change.impact on organizational change.

Management has little control over these numerous Management has little control over these numerous external forces.external forces.

• Internal Change ForcesInternal Change Forces Pressures for change within the organization such as Pressures for change within the organization such as

cultures and objectives.cultures and objectives.• Results of Ignoring ChangeResults of Ignoring Change

Resistance leads to an inability to cope with new Resistance leads to an inability to cope with new forces, stagnation, decline, and failure.forces, stagnation, decline, and failure.


EXHIBIT 9.2 External and Internal Change Forces


Planned ChangePlanned Change• Organizational EffectivenessOrganizational Effectiveness

The result of activities that improve the organization’s The result of activities that improve the organization’s structure, technology, and people.structure, technology, and people.

Choosing the correct change technique is key to Choosing the correct change technique is key to producing the desired change outcome.producing the desired change outcome.

• Change Affects the Entire OrganizationChange Affects the Entire Organization Changing the organization’s structure involves Changing the organization’s structure involves

modifying and rearranging the internal relationships.modifying and rearranging the internal relationships. Changing the organization’s technology alters its Changing the organization’s technology alters its

physical assets, operating systems, work processes, physical assets, operating systems, work processes, inputs, and outputs.inputs, and outputs.


EXHIBIT 9.3 Organizational Effectiveness Results from Changing Structure, Technology, and/or People


EXHIBIT 9.4 Different Responses to Change

Source: William Walker, management consultant, presentation to the North Mississippi Health Services Board of Directors and staff, May 1, 1999. The Wynfrey Hotel, Birmingham, Alabama.


Importance of Work GroupsImportance of Work Groups• SynergySynergy

The concept that two or more people working The concept that two or more people working together in a cooperative, coordinated way can together in a cooperative, coordinated way can accomplish more than the sum of their independent accomplish more than the sum of their independent efforts.efforts.

• What Are Groups?What Are Groups? Group DefinedGroup Defined

Two or more people who communicate and work Two or more people who communicate and work together regularly in pursuit of one or more together regularly in pursuit of one or more common objectives.common objectives.


EXHIBIT 9.5 A Manager’s Membership in Different Groups

Source: Adapted from W. Alan Randolph, Understanding and Managing Organizational Behavior (Homewood, Ill.: Richard D. Irwin, 1985), p. 385.


Types of GroupsTypes of Groups• Formal GroupFormal Group

Is a group prescribed and/or established by the Is a group prescribed and/or established by the organization.organization.

• Informal GroupInformal Group Is a group formed out of employees’ need for social Is a group formed out of employees’ need for social

interaction, friendship, communication, and status.interaction, friendship, communication, and status. Is a group that evolves out of the formal organization Is a group that evolves out of the formal organization

but is not formed by management or shown in the but is not formed by management or shown in the organization’s structure.organization’s structure.

Types of informal groupsTypes of informal groups Informal interest groupsInformal interest groups Friendship groupsFriendship groups


How Groups DevelopHow Groups DevelopStage 1:Stage 1: FormingForming

The stage in which members first come The stage in which members first come together and form initial impressionstogether and form initial impressions

Stage 2:Stage 2: StormingStormingA period of conflict and—ideally—A period of conflict and—ideally—

organizationorganization

Stage 3:Stage 3: NormingNormingStage of developing teamwork and group Stage of developing teamwork and group

cohesion and creating openness of cohesion and creating openness of communications with information sharingcommunications with information sharing

Stage 4:Stage 4: PerformingPerformingStage in which the group shows how Stage in which the group shows how

efficiently and effectively it can operate to efficiently and effectively it can operate to achieve its goals.achieve its goals.


Evaluating GroupsEvaluating GroupsDisadvantages:1. Encourage social loafing2. Diffuse responsibility3. May be less effective than

individuals

Advantages:1. Provide opportunities for

need satisfaction2. May function more

effectively than individuals


EXHIBIT 9.6 Model of Group Effectiveness

NormsRules of behavior developed by group members to provide guidance for group activities.

Group Cohesiveness The mutual liking and team feeling in a group.


EXHIBIT 9.7 Possible Effects of Size on Groups

Source: Adapted from Organizational Behavior, 10th ed., by Don Hellriegel and John W. Slocum, Jr., p. 208. © 2004. Reprinted with permission of South-Western, a division of Thomson Learning: www.thomsonrights.com.

Group Size

2–7 8–12 13–16

Category/Dimensions Members Members Members

Leadership

1. Demands on leader Low Moderate High

2. Differences between leaders and members Low Low to moderate Moderate to high

3. Direction by leader Low Low to moderate Moderate to high

Members

4. Tolerance of direction from leader Low to high Moderate to high High

5. Domination of group interaction by a few members Low Moderate to high High

6. Inhibition in participation by ordinary members Low Moderate High

Group Process

7. Formalization of rules and procedures (norms) Low Low to moderate Moderate to high

8. Time required for reaching judgment decisions Low to moderate Moderate Moderate to high

9. Tendency for subgroups to form within group Low Moderate to high High


EXHIBIT 9.8 Task and Maintenance Roles in Groups

Effective Roles Ineffective Roles

Work or Task* Functions Group Maintenance* Functions

Initiating Consensus testing Displays of aggression

Information giving Harmonizing Blocking

Information seeking Gatekeeping Dominating

Clarifying Encouraging Playboy behavior

Summarizing Compromising Avoidance behavior

Reality Testing Sharing feelings Sniping

*The distinction between “task” and “maintenance” roles is somewhat arbitrary. Some of these terms could be classified in either column.


Team BuildingTeam Building• TeamTeam

A collection of people who must rely on group A collection of people who must rely on group cooperation if the team is to experience the most cooperation if the team is to experience the most success possible and thereby achieve its goals.success possible and thereby achieve its goals.

• Successful Teams Are “Empowered”Successful Teams Are “Empowered” They establish some or all of a team’s goals.They establish some or all of a team’s goals. They make decisions about how to achieve those They make decisions about how to achieve those

goals.goals. They undertake the tasks required to meet them.They undertake the tasks required to meet them. They are mutually accountable for their results.They are mutually accountable for their results.


EXHIBIT 9.10 Characteristics of an Effective Team

Source: Glenn M. Parker, Team Players and Teamwork (San Francisco: Jossey-Bass/John Wiley & Sons, 1991), p. 33. Used with permission of the publisher.

Clear PurposeInformalityParticipationListeningCivilized DisagreementConsensus DecisionsOpen CommunicationClear Roles and WorkAssignmentsShared LeadershipExternal RelationsStyle DiversitySelf-Assessment


Team BuildingTeam Building• Unsuccessful Teams Fail Because:Unsuccessful Teams Fail Because:

They lack effective leadership at the top of the team They lack effective leadership at the top of the team and/or organization.and/or organization.

They do not effectively recruitment of good and They do not effectively recruitment of good and talented people.talented people.

They do not create an environment so good and They do not create an environment so good and talented people grow and develop.talented people grow and develop.


EXHIBIT 9.11 Context-Based Leadership


EXHIBIT 9.12 Survey Results: Why Individual Executives Should Be Considered Great


EXHIBIT 9.13 Welch on Hiring, Firing, and Rewarding Employees

• Successful leaders must make very difficult decisions about the people who work for them.

• Despite possible confrontations and charges of favoritism, giving all employees similar raises is bad for an organization.

• “Making the numbers” by itself is not enough to secure pay raises and promotions.

• Leaders must deftly use the carrots and sticks of pay, promotion, and dismissal to boost productivity and inspire stellar performance.

Source: James W. Robinson, Jack Welch and Leadership (Roseville, Calif.: Prima Publishing Co., 2001), p. 147. Reprinted by permission of author James W. Robinson, a senior official with the U.S. Chamber of Commerce.


EXHIBIT 9.14 Jack Welch’s Vitality Curve for Differentiation


EXHIBIT 9.15 Patient Care at M.D. Anderson Cancer Center


Lessons Learned by Mike OdomLessons Learned by Mike Odom• People are your greatest asset.People are your greatest asset.

• Understand the principles of managing a project.Understand the principles of managing a project.

• Picking a good team is the first step to success.Picking a good team is the first step to success.

• A good coach works with people to help them be successful.A good coach works with people to help them be successful.

• You are not alone. We are a lot smarter as a team.You are not alone. We are a lot smarter as a team.

• Attitude can make all the difference in the world, not only for the Attitude can make all the difference in the world, not only for the team leader, but for all team contributors.team leader, but for all team contributors.

• A team leader management style can make the difference between A team leader management style can make the difference between a high-performing team and a team that just gets the job done.a high-performing team and a team that just gets the job done.

• Good coaching skills are more important than good technical skills Good coaching skills are more important than good technical skills in project management.in project management.


Successful Team Work in the U.S.Successful Team Work in the U.S.• Top management support and dedication is a must.Top management support and dedication is a must.

• Organize the plant for success and get people involved; Organize the plant for success and get people involved; focus structure and expectations on quality and focus structure and expectations on quality and production.production.

• Initiate job rotation so that everyone on the team knows Initiate job rotation so that everyone on the team knows all the jobs.all the jobs.

• The improvement process has to be real and sustainableThe improvement process has to be real and sustainable—develop and use a team facilitator.—develop and use a team facilitator.

• Give each team 30 minutes a week to talk and discuss Give each team 30 minutes a week to talk and discuss issues or opportunities as a team.issues or opportunities as a team.


Important TermsImportant Terms

• adaptive challengesadaptive challenges• external change forcesexternal change forces• formal groupformal group• groupgroup• group cohesivenessgroup cohesiveness• informal groupinformal group• internal change forcesinternal change forces• normsnorms• organizational effectivenessorganizational effectiveness• proactive (planned) process of changeproactive (planned) process of change• self-managing work teamsself-managing work teams• synergysynergy• teamteam

Business

BUS 51 - Mosley7e ch09