Chapter 15 Managment 管理团队PPT.ppt

* * * * * * * * * * * * Understanding Groups Teams Groups Group: 2 or more people who come together to achieve a goal Formal groups Informal groups Stages of group development Forming Storming Norming Performing Adjourning How to make it work External conditions corporate, physical workspace Member resources knowledge, ability, skill, personality Group structure Group structure Roles- expected behavior Norms- standards accepted by group Conformity- pressure applied to think act like others (called groupthink)) Status systems- ranking people Group size- 2 pizzas (5 or 7 people) Cohesiveness- members like each other Relationship between cohesion productivity Advantages Disadvantages More complete knowledge and information More diverse alternatives Increase acceptance of solution Increase legitimacy Time consuming Minority domination Pressure to conform Ambiguous responsibility Group Decision Making Conflict Management Traditional view Conflict is ALWAYS bad Avoid it Human relations view It is inevitable Can succeed through it Interactionist Conflict is necessary Helps team be effective Its both functional dysfunctional Conflict about… Task About goals Relationship Between people Process How to DO the work Conflict Performance Situation Level of Group Performance Low High Level of Conflict Low High A C B A C B Level of Conflict Groups Internal Characteristics Type of Conflict Low or none Optimal High Dysfunctional Functional Dysfunctional Apathetic Stagnant Unresponsive to Change Lack of New Ideas Viable Self-Critical Innovative Disruptive Chaotic Uncooperative Level of Group Performance Low High Low Conflict Resolution 自信 Uncooperative Cooperative Cooperativeness Avoiding Forcing Accommodating Collaborating Compromising Resolving conflicts by each partys giving up something of value. Resolving conflicts by withdrawing from or suppressing them. Resolving conflicts by satisfying one’s own needs at the expense of another’s. Resolvi