Modern Management, 10e Certo

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Objectives

• 1. A definition of the term group as used in the
  context of management
• 2. A thorough understanding of the difference
  between formal and informal groups
• 3. Knowledge of the types of formal groups that
  exist in organizations
• 4. An understanding of how managers can
  determine which groups exist in an organization
• 5. An appreciation for what teams are and how to
  manage them
• 6. Insights into managing corporate culture to
  enhance organizational success

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Groups

• Group is any number of people who
• (1) interact with one another
• (2) are psychologically aware of one another
• (3) perceive themselves to be a group
• Why managers should study groups
• 1. Exist in all kinds of organizations
• 2. Form in all facets of organizational existence
• 3. Cause either desirable or undesirable
  consequences
• 4. Raise the probability of causing desirable
  consequences

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Kinds of Groups in Organizations

• Formal Groups
• Kinds of Formal Groups
• Command groups
• Task groups

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Kinds of Groups in Organizations
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Kinds of Groups in Organizations

• Formal Groups (continued)
• Examples of Formal Groups
• Committees
• Reasons for establishing committees
• 1. Allow organization members to exchange ideas
• 2. Generate suggestions and recommendations
• 3. Develop new ideas for solving existing
  organizational problems
• 4. Assist in the development of organizational
  policies
• Why Managers Should Use Committees
• Improve quality of decision making
• Encourage expression of honest opinions
• Increase members participation in
  decision-making
• Ensure representation of important groups in
  decision-making process

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Kinds of Groups in Organizations
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Kinds of Groups in Organizations

• Formal Groups (continued)
• Examples of Formal Groups (continued)
• Committees (continued)
• What Makes Committees Successful
• Procedural Steps
• Define goals clearly, preferably in writing
• Specify authority
• Determine optimum size
• Select chairperson
• Appoint permanent secretary
• Distrubute agenda and support material before
  meeting
• Start meetings on time-announce ending time at
  outset
• People-Oriented Guidelines.
• Rephrasing ideas already expressed
• Bringing all members into active participation
• Stimulating further thought by members
• Groupthink

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Kinds of Groups in Organizations

• Formal Groups (continued)
• Examples of Formal Groups (continued)
• Work Teams
• Special-Purpose and Self-Managed Teams
• Stages of Formal Group Development
• The Acceptance Stage
• The Communication and Decision-Making Stage
• The Group Solidarity Stage
• The Group Control Stage
• Members function as a unit
• Members participate effectively in group effort
• Members are oriented toward a single goal
• Members have equipment, tools, and skills
  necessary to attain goals
• Members exchange suggestions, opinions, and
  information

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Kinds of Groups in Organizations

• Informal Groups
• Kinds of Informal Groups
• Interest groups
• Friendship groups
• Benefits of Informal Group Membership
• 1. Perpetuation of social and cultural values
• 2. Status and social satisfaction
• 3. Increased ease of communication
• 4. Increased desirability of the overall work
  environment

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Kinds of Groups in Organizations
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Managing Work Groups

• Determining Group Existence
• Sociometric Analysis
• Applying the Sociogram Model
• Understanding the Evolution of Informal Groups
• Homans Model
• Applying the Homans Model

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Managing Work Groups
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Managing Work Groups
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Teams

• Groups Versus Teams
• Group consists of any number of people who
• Interact with one another
• Are psychologically aware of one another
• Think of themselves as a group
• Team is a group whose members
• Influence one another toward the accomplishment
  of objective(s)
• Types of Teams in Organizations
• Problem-Solving Teams
• Self-Managed Teams
• Cross-Functional Teams

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Teams
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Teams

• Stages of Team Development
• Forming
• Storming
• Norming
• Performing
• Adjourning

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Teams

• Team Effectiveness
• People-related steps
• 1. Trying to make the teams work satisfying
• 2. Developing mutual trust among team members and
• between the team and management
• 3. Building good communication
• 4. Minimizing unresolved conflicts and power
  struggles within the team
• 5. Dealing effectively with threats toward and
  within the team
• 6. Building the perception that the jobs of team
  members are secure

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Teams
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Teams

• Team Effectiveness (continued)
• Organization-related steps
• 1. Building a stable overall structure team
  members view as secure
• 2. Becoming involved in team events and
• demonstrating interest in team progress and
  functioning
• 3. Properly rewarding and recognizing teams for
  accomplishments
• 4. Setting stable goals and priorities for the
  team

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Teams

• Team Effectiveness (continued)
• Task-related steps
• 1. Developing clear objectives, directions, and
  project plans for the team
• 2. Providing proper technical direction and
  leadership for the team
• 3. Establishing autonomy for team and challenging
  work within the team
• 4. Appointing experienced and qualified team
  personnel
• 5. Encouraging team involvement
• 6. Building visibility within the organization
  for the teams 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 Culture
• Mechanisms for developing and reinforcing desired
  corporate culture
• What 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 employee recruitment, selection,
  promotion, and retirement

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