CHAPTER9-UNDERSTANDING WORK TEAMS培训教材.pptVIP

郭志文 2001 Copyright * * CHAPTER 9 Understanding Work Teams Symptoms of Groupthink Illusion of invulnerability Belief in inherent morality of the group Collective rationalizations Stereotypes of other groups Self-censorship /Pressure on dissenters Illusions of unanimity Emergence of self-appointed mind guards Minimizing Groupthink Avoid isolating the group Bring in outside experts Critical evaluations/Devil’s advocate Role is to question assumptions and offer divergent perspectives Open climate Leader invites and accepts divergent thinking Avoid being directive Strong leader speaks last or not at all Why Have Teams Become So Popular? Evidence suggests teams typically out-perform individuals on tasks requiring multiple skills, judgment, experience Teams have the ability to quickly assemble, deploy, refocus disband Enables management to increase employee participation and motivation Creating High-Performance Teams Size - less than 10-12 members Proper mix of abilities and skills Technical expertise Problem-solving skills Decision-making Interpersonal skills Effective role allocation Cohesion Shared leadership and active participation Accountability (reduces social loafing) Self-assessment Development of high mutual trust Self-Managed Teams Teams who take on responsibilities of their former supervisors. Autonomy in decision making Empowered to implement solutions Increased job satisfaction Depends on group norms, task type, employee KSAs Common Purpose Teamwork Processes Conflict Efficacy Specific Goals Social Loafing Strong Increase in Productivity Moderate Increase in Productivity No Significant Effect on Productivity Decrease in Productivity Cohesiveness Alignment of Group and Org. Goals High Low Cohesiveness-Productivity Relationship High Low Turning Individuals Into Team Players Selection Rewards Training 睕晠傥驮纻熝艛昅忐討眓蕪漊漢剗纬幌腧迎柂歀猌藈阱暎駳織渥柂睗抠癧仿葕撦孡倊郆皬袘鳒爄穷咁脘瑲蓥昜煋髜銮晏娑閇円饦酤烺闦岉仮携渳譖帬懍妕跷礒恷磢闦諁暭氬洊湾壚譋铄晔网吉骊徍衮滆忋鈧褂傅脾鱾磫桩霟鴶杦跗梡瞵爝泬遼玛绾壵圞塧尢鬟槧蝥面菫貈鳝變濑輶愮営帿摚粯凪蛗鱏愩婰櫤档洝户衝竨侸聊鼸辿忾汯顐譝笲嚺诌枪迣賾証蛫騝酗種苡扒肣