大二上組織與管理課件week7chap

Chapter15UNDERSTANDINGGROUPSANDTEAMS15-1LearningObjectivesYoushouldlearnto:DifferentiatebetweenformalandinformalgroupsDescribethefivestagesofgroupdevelopmentIdentifyhowrolesandnormsinfluenceanemployee’sbehaviorDescribethekeycomponentsinthegroupbehaviormodelIdentifytheadvantagesanddisadvantagesofgroupdecisionmaking15-2LearningObjectives(cont.)Youshouldlearnto:ExplaintheincreasedpopularityofteamsinorganizationsDescribethefourmostcommontypesofteamsinorganizationsListthecharacteristicsofeffectiveteamsIdentifyhowmanagerscanbuildtrust15-315-4團(tuán)隊(duì)的重要性劉邦與項(xiàng)羽當(dāng)代的競(jìng)爭(zhēng)特點(diǎn)?ZhangJianjun領(lǐng)導(dǎo)團(tuán)隊(duì)搭配劉邦團(tuán)隊(duì)劉備團(tuán)隊(duì)唐僧團(tuán)隊(duì)蔣家父子強(qiáng)干弱枝、一超多強(qiáng)還是強(qiáng)強(qiáng)聯(lián)合尹衍梁的比喻?ZhangJianjun特洛伊戰(zhàn)爭(zhēng)

powerfulKingAgamemnonthemightywarriorAchillesthewilytacticianOdysseusthewiseelderNestor789關(guān)系類別強(qiáng)關(guān)系父-子兄-弟師-生恩人-被保護(hù)人家族親人姻親結(jié)義兄弟弱關(guān)系8.直接的職務(wù)上的上下級(jí)9.同鄉(xiāng)或同縣10.同事11.同省12.同學(xué)（同班同學(xué)要排的高一些）15-10?ZhangJianjun?ZhangJianjun能力搭配賢者居上、能者居中、智者居側(cè)、專者對(duì)口崗位要求：－－運(yùn)營類崗位:拿出經(jīng)營業(yè)績(jī)來（關(guān)注業(yè)績(jī)、善于分析成本效益、控制）－－咨詢類職位：提供咨詢和影響他人（專業(yè)化知識(shí)、理性化程度高、善于分析）－－協(xié)作類崗位：可控資源少卻同樣要負(fù)責(zé)（積極上進(jìn)、靈活多變、搜集信息、善于溝通）?ZhangJianjunH公司崗位素質(zhì)要求研發(fā)人員素質(zhì)市場(chǎng)人員素質(zhì)采購人員素質(zhì)思維能力影響力誠實(shí)正直成就導(dǎo)向關(guān)系建立主動(dòng)性團(tuán)隊(duì)合作人際理解信息收集學(xué)習(xí)能力成就導(dǎo)向人際理解堅(jiān)韌性信息搜集影響力主動(dòng)性堅(jiān)韌性服務(wù)精神組織意識(shí)團(tuán)隊(duì)合作客戶服務(wù)導(dǎo)向年齡搭配資歷的適當(dāng)運(yùn)用梯次互補(bǔ)?ZhangJianjun性別搭配宋美齡的功能用好女性管理者案例：海爾，華為；一房地產(chǎn)公司?ZhangJianjun相似性與互補(bǔ)性？哪些方面要相似？哪些方面要互補(bǔ)？?ZhangJianjunTheformsofComplementaryleadershiptaskexpertisecognitiverole?ZhangJianjunTheFourPillars四大支柱Communication溝通CommonVision共同的愿景CommonIncentives共同的激勵(lì)機(jī)制Trust

信任建設(shè)四大支柱之經(jīng)驗(yàn)湘軍的經(jīng)驗(yàn)華為的經(jīng)驗(yàn)百度的經(jīng)驗(yàn)19?ZhangJianjun案例：攜程團(tuán)隊(duì)的組建：桃園三結(jié)義+三顧茅廬季琦、梁建章、沈南鵬

梁建章1991年進(jìn)入全球最大企業(yè)級(jí)軟件Oracle公司的硅谷總部。1997年，回國擔(dān)任Oracle的中國區(qū)咨詢總監(jiān)。沈南鵬在耶魯大學(xué)完成了MBA，具有多年的投資銀行經(jīng)驗(yàn)，在融資能力和宏觀決策能力方面非常強(qiáng)。季琦，旅居美國多年，曾經(jīng)創(chuàng)辦過許多高科技企業(yè)，擁有豐富的管理和銷售經(jīng)驗(yàn)21案例：攜程一個(gè)月以后，同樣具有海外培訓(xùn)背景的已在旅游行業(yè)摸爬滾打了數(shù)年的范敏加入了核心團(tuán)隊(duì)兩個(gè)“海歸”＋兩個(gè)“土鱉”三個(gè)上海人＋一個(gè)南通人（季琦）三個(gè)交大畢業(yè)生＋一個(gè)復(fù)旦畢業(yè)生“你們4個(gè)人以后會(huì)一直在這里干嗎？”IDG問。

“這是我們的事業(yè)，這是我們一生所奮斗的東西?！?ZhangJianjun案例：攜程我們要蓋樓，季琦有激情、能疏通關(guān)系，他就是去拿批文、搞來土地的人；沈南鵬精于融資，他是去找錢的人；梁建章懂IT、能發(fā)掘業(yè)務(wù)模式，他就去打樁，定出整體框架。而我來自旅游業(yè)，善于攪拌水泥和黃沙，制成混凝土去填充這個(gè)框架。樓就是這樣造出來的。論及性格，季琦有激情、銳意開拓，沈南鵬風(fēng)風(fēng)火火，一股老練的投資家做派。而梁建章偏理性，用數(shù)字說話，眼光長(zhǎng)遠(yuǎn)；范敏則善于經(jīng)營，方方面面的關(guān)系處理得體。四人特長(zhǎng)各異，各掌一端；在公司內(nèi)部有相當(dāng)?shù)墓沧R(shí)。

——范敏打了一個(gè)比喻來形容四個(gè)創(chuàng)始人的定位誰做老大？季琦（在海里）－－梁建章－－范敏不斷創(chuàng)業(yè)的季琦（如家，漢庭等）投資者沈南鵬平等的伙伴關(guān)系和契約精神23?ZhangJianjun案例：攜程第一，大家都是愿意做犧牲的人，俗話說，一山不容二虎，在這么一個(gè)企業(yè)里有四個(gè)個(gè)字領(lǐng)域里的高人，為了大局，就必須做出包容和犧牲第二，有各自的專長(zhǎng)互補(bǔ)，分工上容易達(dá)成共識(shí)。就如范敏所說，四人特長(zhǎng)各異，各掌一端。第三，至少在當(dāng)時(shí)幾年內(nèi)，各人在各自領(lǐng)域都是最強(qiáng)的。民企高管團(tuán)隊(duì)組合：家族，朋友，因需組合運(yùn)作：家長(zhǎng)式，江湖式，職業(yè)化團(tuán)隊(duì)股權(quán)：從模糊到清晰?ZhangJianjunUnderstandingGroupBehaviorGrouptwoormoreinteractingandinterdependentindividualswhocometogethertoachieveparticulargoalsformalgroups-establishedbytheorganizationhavedesignatedworkassignmentsandspecifictasksdifferenttypesexistinformalgroups-occurnaturallyintheworkplaceinresponsetotheneedforsocialcontact15-2615-27AselfassessmentexerciseIhadsomethingimportantincommonwiththeothermembers.byjoiningthegroup,Ihadgreaterclout.peopleinthegroupsharedmyinterests.thegrouphelpedmefeelsafeandsecure.IenjoybeingwithotherpeopleIthoughtthepeopleinthegroupwouldmakemefeelgoodaboutmyself.Iwantedtofeellesslonely.Iexpectedthegroupmemberstorecognizemyplishments.ExamplesofFormalGroups15-28UnderstandingGroupBehavior(cont.)StagesofGroupDevelopmentforming-peoplejointhegroupeitherbecauseofaworkassignmentorforsomeotherbenefitbegintodefinethegroup’spurpose,structure,andleadershipstagemarkedbymuchuncertaintystorming-acceptanceofthegroup’sexistenceconflictoverwhowillcontrolthegroupnorming-relationshipsandasenseofgroupidentitydevelopgroupassimilatesacommonsetofexpectationsofwhatdefinescorrectmemberbehavior15-29UnderstandingGroupBehavior(cont.)StagesofGroupDevelopment(cont.)performing-groupstructureisfunctionalandacceptedgroupenergyhasmovedtotaskperformanceadjourning-grouppreparestodisbandattentiondevotedtowrappingupactivitiesgroupdoesnotnecessarilyemoreeffectiveasitmovesthroughthefirstfourstagesgroupeffectivenessisacomplexissuethatisaffectedbyfactorsotherthandevelopmentalstage15-30StagesOfGroupDevelopmentPrestageStageIFormingStageIIStormingStageIIINormingStageVAdjourningStageIVPerforming15-31UnderstandingGroupBehavior(cont.)BasicGroupConceptsRole-setofexpectedbehaviorpatternsattributedtosomeonewhooccupiesagivenpositioninasocialunitgroupmembershaveparticularrolesrolesorientedtowardstaskplishmentormaintaininggroupmembersatisfactionindividualsplaymultiplerolesroleconflict-individualconfrontedbydifferentroleexpectations15-32UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)Norms-acceptablestandardsorexpectationsthataresharedbythegroup’smemberseachgrouphas:itsownuniquesetofnormscommonnormsrelatedtolevelsofeffortandperformanceexertpowerfulinfluenceonperformanceConformity-acceptancebygroupmakessomememberssusceptibletoconformitypressuresgroupnormspushmemberstowardconformityresultsinalignmentofopinions15-33UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)Status-aprestigegrading,position,orrankinagroupmaybeconferredinformallybasedonpersonalcharacteristicsmaybeformallyconferredGroupSize-effectonbehaviorofgroupdependsuponthetypeofelargegroups-goodforgettingdiverseinputsmallgroups-goodatmakinguseofinformationdispersionofresponsibilityinlargegroupsleadstofreeridertendency15-34UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)GroupCohesiveness-degreetowhichmembersareattractedtoagroupandsharethegroup’sgoalsrelationshipbetweencohesivenessandgroupeffectivenessdependsuponthealignmentofgroupandorganizationalgoals15-35StrongIncreaseinProductivityDecreaseinProductivityNoSignificantEffectonProductivityModerateIncreaseinProductivityRelationshipBetweenCohesiveness

AndProductivityHighLowCohesivenessAlignmentofGroupandOrganizationalGoalsLowHigh15-36UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)ConflictManagementconflict-perceivedpatibledifferencesresultinginsomeformofinterferenceoroppositiondifferencesmayberealornottraditionalview-conflictmustbeavoidedhumanrelationsview-conflictisanaturalandinevitableeinanygroupconflictneednotbenegativeconflicthasthepotentialtobeapositiveforceforperformance15-37UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)ConflictManagement(cont.)interactionistview-someconflictisabsolutelynecessaryfunctionalconflict-supportsthegoalsoftheworkgroupandimprovesitsperformancedysfunctionalconflict-preventsgroupfromachievingitsgoals15-38UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)ConflictManagement(cont.)typeofconflicttaskconflict-contentandgoalsoftheworklow-to-moderatelevelsarefunctionalrelationshipconflict-interpersonalrelationshipsalmostalwaysdysfunctionalprocessconflict-howworkgetsdonelowlevelsarefunctionalconflictmayberesolvedinfivewaysnotechniqueisidealforeverysituation15-39ConflictandGroupPerformance15-40Conflict-ResolutionTechniquesUncooperativeCooperativeCooperativenessAssertivenessUnassertiveAssertiveForcingResolvingconflictsbysatisfyingone’sownneedsattheexpenseofanother’sAvoidingResolvingconflictsbywithdrawingfromorsuppressingthemCollaboratingRewardingconflictbyseekinganadvantageoussolutionforallpartiesCompromisingResolvingconflictbyeachpartygivingupsomethingofvaluemodatingResolvingconflictsbyplacinganother’sneedsandconcernsaboveyourown15-41GroupDecisionMakingAdvantageofGroupsinComparisonwithIndividualsProvidemorecompleteinformationGeneratemorealternativesIncreaseacceptanceofasolutionIncreaselegitimacyDisadvantagesofGroupsinComparisonwithIndividualsTimeconsumingMinoritydominationPressurestoconformAmbiguousresponsibility15-4215-43GroupVersusIndividualDecisionMakingCriteriaofEffectiveness

Groups

IndividualsAccuracy xSpeed xCreativity xDegreeofacceptance xEfficiency x15-43UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)EffectivenessandEfficiencyofGroupDecisionseffectivenessdependsoncriteriaofsuccesssizeofgroupaffectseffectivenessgroupsof5-7arethemosteffectiveoddnumberofmembershelpsavoiddeadlocksTechniquesforImprovingGroupDecisionMakingstepsmustbetakentoavoidgroupthinkgroupthink-conformitymarkedbywithholdingdifferentorunpopularviewsinordertogivetheappearanceofagreement15-44TechniquesforMakingMoreCreativeGroupDecisions15-45UnderstandingGroupBehavior(cont.)UnderstandingWorkGroupBehaviorExternalConditionsImposedontheGroupformalgroupisasubsystemofalargersystemgroupaffectedbytheoverallstrategy,authoritystructures,formalregulations,resources,performancemanagementsystem,andorganizationcultureGroupMemberResources-task-relevantandintellectualabilitiesofindividualmembersabilitiessetparametersoneffectivenessofperformanceinagrouppositiveattributes-sociabilityandself-reliancenegativeattributes-dominanceandunconventionality15-46UnderstandingGroupBehavior(cont.)UnderstandingWorkGroupBehavior(cont.)GroupStructure-structuralvariablesincluderoles,norms,status,andgroupsizeGroupProcesses-includecommunication,decisionmaking,leadership,andconflictprocessfactorscreatedinthegroupmayhaveapositiveornegativeeffectongroupperformanceGroupTasks

complexity-simpletasksareroutineandstandardizedcomplextasksarenovelandnonroutineimportanttohaveeffectivecommunicationandcontrolledconflictwhentaskiscomplex15-47GroupBehaviorModelExternalConditionsImposedontheGroupGroupMemberResourcesGroupStructureGroupProcessesPerformanceandSatisfactionGroupTasks15-4815-49非正式網(wǎng)絡(luò)的類型非正式網(wǎng)絡(luò)的類型1、建議網(wǎng)絡(luò)通過此網(wǎng)絡(luò)，可以發(fā)現(xiàn)一個(gè)組織里依賴于那個(gè)成員來解決問題和提供技術(shù)信息。2、信任網(wǎng)絡(luò)通過此網(wǎng)絡(luò)，可以發(fā)現(xiàn)一個(gè)組織里那些成員之間交流敏感的辦公室政治信息，出現(xiàn)危機(jī)的時(shí)候，那些員工互相支持。3、溝通網(wǎng)絡(luò)通過此網(wǎng)絡(luò)，可以發(fā)現(xiàn)一個(gè)組織里那些成員之間經(jīng)常溝通與工作有關(guān)的事情。15-50分析非正式網(wǎng)絡(luò)的步驟

第一步：使用員工問題調(diào)查表進(jìn)行非正式網(wǎng)絡(luò)關(guān)系調(diào)查第二步：核對(duì)調(diào)查結(jié)果的準(zhǔn)確性第三步：繪出詳細(xì)的非正式網(wǎng)絡(luò)關(guān)系圖15-51案例分析：你信任誰？

公司背景：15年成功經(jīng)驗(yàn)；擁有忠誠又專業(yè)的員工隊(duì)伍設(shè)計(jì)安裝部，創(chuàng)造了公司絕大多數(shù)收入公司的CEOLeers擔(dān)心失去競(jìng)爭(zhēng)力，準(zhǔn)備從各部門抽調(diào)人員，組成新業(yè)務(wù)發(fā)展小組，探索公司新業(yè)務(wù)增長(zhǎng)點(diǎn)。為了表示他仍然重視設(shè)計(jì)安裝部，任命該部門資深員工TomHarris擔(dān)任小組組長(zhǎng)15-52公司正常的組織結(jié)構(gòu)圖15-53案例分析：你信任誰？

-在剛開始的時(shí)候，小組工作很順利，但是過了一個(gè)月，工作進(jìn)展甚微-然而，對(duì)公司信任網(wǎng)絡(luò)和建議網(wǎng)絡(luò)分析幫助CEOLeers發(fā)現(xiàn)了問題15-54建議網(wǎng)絡(luò)：反映了誰是技術(shù)專家15-55信任網(wǎng)絡(luò)圖：Harris在哪里???15-56信任網(wǎng)絡(luò)圖：Harris在哪里???15-57信任網(wǎng)絡(luò)圖：Harris在哪里???15-58根據(jù)公司的信任網(wǎng)絡(luò)再次任命任命Benson和Harris共同領(lǐng)導(dǎo)這個(gè)項(xiàng)目團(tuán)隊(duì)獲得明顯改善解決方案15-59新問題的出現(xiàn)當(dāng)深入研究信任網(wǎng)絡(luò)時(shí)，發(fā)現(xiàn)了另外一個(gè)重大問題案例分析：你信任誰？15-60CEO眼中的信任網(wǎng)絡(luò)圖15-61實(shí)際的信任網(wǎng)絡(luò)圖15-62Calder眼中的信任網(wǎng)絡(luò)圖15-63實(shí)際信任網(wǎng)絡(luò)圖15-64解決辦法：任命Fleming為該部門領(lǐng)導(dǎo)Calder領(lǐng)導(dǎo)一個(gè)新的團(tuán)隊(duì)，這個(gè)團(tuán)隊(duì)專門處理老客戶的復(fù)雜問題。解決方案TurningGroupsIntoEffectiveTeamsWhatIsaTeam?workteam-formalgroupmadeupofinterdependentindividualswhoareresponsiblefortheattainmentofagoalworkteamsarepopularinorganizations15-6515-66WhyHaveTeamseSoPopularTeamstypicallyoutperformindividuals.Teamsuseemployeetalentsbetter.Teamsaremoreflexibleandresponsivetochangesintheenvironment.Teamsfacilitateemployeeinvolvement.Teamsareaneffectivewaytodemocratizeanorganizationandincreasemotivation.15-67ComparingWorkGroupsandWorkTeamsTurningGroupsIntoEffectiveTeams(cont.)TypesofTeamsteamsdifferintermsofmembershipfunctionalteams-composedofamanagerandher/hisemployeesfromonefunctionalareaissuesofauthority,decisionmaking,andleadershiparerelativelysimpleandclearattempttosolveproblemsinspecificfunctionalareacross-functionalteams-memberscomefromdifferentfunctionalareashybridgroupingofindividualswhoareexpertsinvariousspecialties15-68TypesofTeams(cont.)teamsdifferintermsofstructuresupervised-underthedirectionofamanagerself-managed-operatewithoutamanagerresponsibleforacompleteworkprocessorsegmentassumestheresponsibilitiesofmanagingitselfhaveauthoritytomakeandimplementdecisions,finishprojects,andaddressproblemsorganizationsplantoexpandtheiruseinthefutureTurningGroupsIntoEffectiveTeams(cont.)15-6915-70TypesofTeams15-71TypesofTeams(cont’d)TaskforcesCommittees15-72TypesofTeams