Chapter 13: Managing Groups and Tea

Chapter 13: Managing Groups and Teams



13.1 Case in Point: General Electric Allows Teamwork to Take Flight



13.2 Group Dynamics

Recognize and understand group dynamics and development.

LEARNING OBJECTIVES

1. Types of Groups: Formal and Informal
 Group: A collection of individuals who interact with each other such that one
person’s actions have an impact on the others.
- Informal work group: A group made up of two or more individuals who
are associated with one another in ways not prescribed by the formal
organization.
- Formal work group: A group made up of managers, subordinates, or
both with close associations among group members that influence the
behavior of individuals in the group.

2. Stages of Group Development
 Forming: The stage in which the group comes together for the first time.
 Storming: Group members begin to explore their power and influence and they
often stake out their territory by differentiating themselves from the other group
members rather than seeking common ground.
 Norming: The stage in which participants find it easy to establish their own
ground rules (or norms) and define their operating procedures and goals.
 Performing: The stage in which participants are not only getting the work
done, but they also pay greater attention to how they are doing it.
 Adjourning: Just as groups form, so do they end.

Figure 13.4 Stages of the Group Development Model


KEY TAKEAWAY

EXERCISES



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13.3 Understanding Team Design Characteristics

Understand the difference between groups and teams.

LEARNING OBJECTIVES

1. Differences Between Groups and Teams
 Process loss: Any aspect of group interaction that inhibits group functioning.
 Team: A cohesive coalition of people working together to achieve mutual
goals.

2. Team Roles
 Teams are based on many roles being carried out as summarized by the
Team Role Typology. These 10 roles include task roles (green), social roles
(yellow), and boundary spanning roles (orange).

Figure 13.9 Team Role Typology


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3. Team Leadership and Autonomy
Team leadership is a major determinant of how autonomous a team can be.

Figure 13.10 Team Leadership and Autonomy


KEY TAKEAWAY

EXERCISES



13.4 Organizing Effective Teams

Understand how to organize effective teams.

LEARNING OBJECTIVES

1. Establishing Team Norms and Contracts
 Team Norms: Shared expectations about how things operate within a group or
team.
 Team Contracts: A contract that includes agreements on established ground
rules, goals, and roles.

2. Team Meetings
 Before the Meeting
 During the Meeting
 After the Meeting

KEY TAKEAWAY

EXERCISES



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13.5 Barriers to Effective Teams

Recognize and address common barriers to team effectiveness.

LEARNING OBJECTIVES

1. Common Barriers to Effective Teams
 Challenges of Knowing Where to Begin
 Dominating Team Members
 Poor Performance of Some Team Members
 Poorly Managed Team Conflict

KEY TAKEAWAY

EXERCISES



13.6Developing Your Team Skills

Build and maintain cohesive teams.



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Chapter 14: Motivating Employees

 Motivation: This is defined as “the intention of achieving a goal, leading to
goal-directed behavior.”
 Ability: The characteristic of having the skills and knowledge required to
perform the job.

Figure 14.3 According to this equation, motivation, ability, and environment are the
major influences over employee performance.




14.1 Case in Point: Zappos Creates a Motivating Place to Work



14.2 Need-Based Theories of Motivation

Understand need-based theories of motivation.

LEARNING OBJECTIVES

1. Maslow’s Hierarchy of Needs
 Physiological needs: The need for air, food, and water.
 Safety: The need to be safe from danger, pain, or an uncertain future.
 Social needs: The need to bond with other human beings, to be loved, and to
form lasting attachments with them.
 Esteem needs: The desire to be respected by one’s peers, feeling important,
and being appreciated.
 Self-actualization: The quality of “becoming all you are capable of becoming.”

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Figure 14.5 Maslow’s Hierarchy of Needs


KEY TAKEAWAY

EXERCISES



14.3 Process-Based Theories

Understand process-based theories of motivation.

LEARNING OBJECTIVES

1. Expectancy Theory
 Expectancy: The extent to which a person believes that high levels of effort
will lead to outcomes of interest such as performance or success.
 Instrumentality: The degree to which the person believes that performance is
related to secondary outcomes such as rewards.
 Valence: The value of the rewards awaiting the person as a result of
performance.

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Figure 14.11 Summary of Expectancy Theory


2. SMART Goals
 SMART goals are specific, measurable, achievable, realistic, and timely.

Figure 14.17 SMART Goals


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KEY TAKEAWAY

EXERCISES



14.4 Developing Your Personal Motivation Skills

Develop your personal motivation skills.

ผลลัพธ์ (ไทย) 1:

Chapter 13: Managing Groups and Teams 13.1 Case in Point: General Electric Allows Teamwork to Take Flight 13.2 Group Dynamics Recognize and understand group dynamics and development. LEARNING OBJECTIVES 1. Types of Groups: Formal and Informal  Group: A collection of individuals who interact with each other such that one person’s actions have an impact on the others. - Informal work group: A group made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization. - Formal work group: A group made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group. 2. Stages of Group Development  Forming: The stage in which the group comes together for the first time.  Storming: Group members begin to explore their power and influence and they often stake out their territory by differentiating themselves from the other group members rather than seeking common ground.  Norming: The stage in which participants find it easy to establish their own ground rules (or norms) and define their operating procedures and goals.  Performing: The stage in which participants are not only getting the work done, but they also pay greater attention to how they are doing it.  Adjourning: Just as groups form, so do they end. Figure 13.4 Stages of the Group Development Model KEY TAKEAWAY EXERCISES Principles of Management Dr.YudhJayapravitra 21 September 2015 69 / 86 13.3 Understanding Team Design Characteristics Understand the difference between groups and teams. LEARNING OBJECTIVES 1. Differences Between Groups and Teams  Process loss: Any aspect of group interaction that inhibits group functioning.  Team: A cohesive coalition of people working together to achieve mutual goals. 2. Team Roles  Teams are based on many roles being carried out as summarized by the Team Role Typology. These 10 roles include task roles (green), social roles (yellow), and boundary spanning roles (orange). Figure 13.9 Team Role Typology Principles of Management Dr.YudhJayapravitra 21 September 2015 70 / 86 3. Team Leadership and Autonomy Team leadership is a major determinant of how autonomous a team can be. Figure 13.10 Team Leadership and Autonomy KEY TAKEAWAY EXERCISES 13.4 Organizing Effective Teams Understand how to organize effective teams. LEARNING OBJECTIVES 1. Establishing Team Norms and Contracts  Team Norms: Shared expectations about how things operate within a group or team.  Team Contracts: A contract that includes agreements on established ground rules, goals, and roles. 2. Team Meetings  Before the Meeting  During the Meeting  After the Meeting KEY TAKEAWAY EXERCISES Principles of Management Dr.YudhJayapravitra 21 September 2015 71 / 86 13.5 Barriers to Effective Teams Recognize and address common barriers to team effectiveness. LEARNING OBJECTIVES 1. Common Barriers to Effective Teams  Challenges of Knowing Where to Begin  Dominating Team Members  Poor Performance of Some Team Members  Poorly Managed Team Conflict KEY TAKEAWAY EXERCISES 13.6Developing Your Team Skills Build and maintain cohesive teams. Principles of Management Dr.YudhJayapravitra 21 September 2015 72 / 86 Chapter 14: Motivating Employees  Motivation: This is defined as “the intention of achieving a goal, leading to goal-directed behavior.”  Ability: The characteristic of having the skills and knowledge required to perform the job. Figure 14.3 According to this equation, motivation, ability, and environment are the major influences over employee performance. 14.1 Case in Point: Zappos Creates a Motivating Place to Work 14.2 Need-Based Theories of Motivation Understand need-based theories of motivation. LEARNING OBJECTIVES 1. Maslow’s Hierarchy of Needs  Physiological needs: The need for air, food, and water.  Safety: The need to be safe from danger, pain, or an uncertain future.  Social needs: The need to bond with other human beings, to be loved, and to form lasting attachments with them.  Esteem needs: The desire to be respected by one’s peers, feeling important, and being appreciated.  Self-actualization: The quality of “becoming all you are capable of becoming.” หลักการของการจัดการ Dr.YudhJayapravitra 21 2558 กันยายน 73 / 86 รูปที่ 14.5 มาสโลว์ลำดับชั้นความต้องการ อาหารที่สำคัญ ออกกำลังกาย 14.3 กระบวนการตามทฤษฎี เข้าใจกระบวนการตามทฤษฎีของแรงจูงใจ วัตถุประสงค์การเรียนรู้ 1. ทฤษฎี expectancy  Expectancy: ขอบเขตที่บุคคลเชื่อว่าสูงระดับความพยายาม จะนำไปสู่ผลลัพธ์ที่น่าสนใจเช่นประสิทธิภาพหรือความสำเร็จ ใหมีผล: เป็นระดับที่บุคคลเชื่อว่าประสิทธิภาพ ที่เกี่ยวข้องกับผลรองเช่นรางวัล วาเลนซ์: มูลค่าของรางวัลที่รอบุคคลเป็นผล การทำงาน หลักการของการจัดการ Dr.YudhJayapravitra 21 2558 กันยายน 74 / 86 รูปที่ 14.11 สรุปทฤษฎี Expectancy 2. เป้าหมายสมาร์ท สมาร์ทเป้าหมายเฉพาะเจาะจง วัดได้ ทำได้ สมจริง และทันเวลา รูปที่ 14.17 เป้าหมายแบบ SMART หลักการของการจัดการ Dr.YudhJayapravitra 21 2558 กันยายน 75 / 86 อาหารที่สำคัญ ออกกำลังกาย 14.4 พัฒนาทักษะส่วนบุคคลแรงจูงใจ พัฒนาทักษะส่วนบุคคลแรงจูงใจ