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Grou
p Group two or more
freely interacting
individuals who share
collective norms, share
collective goals, and
have a common identity
Tea
m Team
a small group of
people with
complementary skills
who are committed to a
common purpose, goal
and approach for which
they hold themselves
mutually accountable
Stage
o
o
o
Stage
o
o
o
Stage
o
o
o
o
Stage
o
o
Stage
o
o
Advantages
Better interaction offer more opportunity for personal discussion
and participation
Better morale better able to see the worth of their individual
contribution + more highly committed and satisfied
Disadvantages
Fewer resources less knowledge due to fewer hands
Possibly less innovation may be too small and show less creativity
Unfair work distribution uneven distribution of work among
members
o Large teams (10-16 members) for more resources and division of labor
Advantages
More resources more knowledge and experience etc
Division of labor work is divided to particular tasks that
are assigned to particular workers
Disadvantages
Less interaction less sharing of personal information etc. May lead
to cliques
Lower morale express more disagreements due to being less able
to see the worth of individual contributions
Social loafing tendency of people to exert less effort when
working in groups than working alone
Roles: How team members are expected to behave
o Roles socially determined expectations of how individuals should
behave in specific situations
Task Roles consists of behavior that concentrates on getting the
teams tasks done
Maintenance Roles behavior that fosters constructive
relationships among team members
Norms: Unwritten rules for team members
o Norms general guidelines or rules of behavior that most group
members follow
o 4 reasons why norms are enforced?
To help the group survive
To clarify role expectations
To help individuals avoid embarrassing situations
To emphasize the groups important values and identity
Cohesiveness: Importance of togetherness
o Cohesiveness tendency of a group or a team to stick together
o 8 factors that build collaborative teams
Investing in signature relationship practices
Modeling collaborative behavior
Creating a gift culture
Ensuring the requisite skills
Supporting a strong sense of community
Assigning team leaders that are both task and relationship oriented
Building on heritage relationship
Understanding role clarity and task ambiguity
Groupthink: When peer pressure discourages OTB thinking
o Groupthink a cohesive groups willingness to consider alternatives
Example groupthink was a major factor in US invasion of Iraq as too
many people in government tended to think alike and therefore failed to
challenge basic assumption about Iraqs weapons
o Symptoms of Groupthink
Invulnerability, inherent morality and stereotyping of opposition
Nature of Conflict
o Conflict process in which one party perceives that its interests are
being opposed or negatively affected by another party
Negative conflict (bad for organizations) conflict that hinders
the organizations performance/threatens its interests
Constructive conflict (good for organizations) benefits the main
purpose of the organization and serves its interests
Can too little/much conflict affect performance?
o Too little conflict brings upon indolence as work groups and teams tend to be
plagued by apathy, lack of creativity and missed deadlines
o Too much conflict brings upon warfare because of political infighting and lack of
teamwork
o MODERATE conflict to be sought after
Three Kinds of Conflicts
o Personality conflict interpersonal opposition based on personal
dislike, disagreement, or differing styles
Personality clashes individual differences cannot be resolves
Competition for scarce resources when two individuals want the same
things
Time pressure when people believe that there are not enough hours to
do the work
Communication failures when people misperceive and misunderstand
o Intergroup Conflicts clashes between work groups, teams and
departments
Inconsistent goals/reward systems when people pursue different
objectives
Ambiguous jurisdictions when job boundaries are unclear
Status differences when there are inconsistencies in power and influence
o Multicultural conflicts clashes between cultures
How to stimulate constructive conflict?
o If carefully monitored, conflicts can be productive and can stimulate performance
o 4 devices used to stimulate constructive conflict
Spur competition among employees
Change the organizations cultures and procedures
Bring in outsiders for new perspectives
Use programmed conflict
Programmed conflict elicit different opinions without
inciting peoples personal feelings