羅賓斯管理學(xué) 管理團(tuán)隊(duì)總結(jié)

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1、Chapter7-2 Managing Teams 管理團(tuán)隊(duì) ? Contents 1. Groups and Group Development 群體和群體的發(fā)展 2. Work Group Performance and Satisfaction 3. Turning Groups into Effective Teams 4. Current Challenges in Managing Teams 1. Groups and Group Development 群體和群體的發(fā)展 1.1 Definition of Groups ? Group群體 兩個(gè)或兩個(gè)以上相互作

2、用、相互依賴的個(gè)體，為了實(shí)現(xiàn)特定的目標(biāo)而組合在一起的集合體。 -非正式群體（社會(huì)團(tuán)體） 組獨(dú)立形成滿足其成員的社會(huì)需求。 -正式組織 工作組定義的組織結(jié)構(gòu),有指定的工作任務(wù)和任務(wù)。D Group群體 ? Work Team工作團(tuán)隊(duì) 為了實(shí)現(xiàn)一個(gè)共同而具體的目標(biāo)，個(gè)體成員通過他們正面的協(xié)同效應(yīng)、個(gè)體和相互的責(zé)任以及互補(bǔ)的技能組合而成 的正式群體。 -每個(gè)人都有自己的角色 -群體行為不僅僅是群體中所有個(gè)體行為的總和。 ? 個(gè)人在群體中的行為不同于他們獨(dú)處時(shí)的行為。Exhibit 13-1 Examples of Formal Groups Exhibit 13-1 Exampl

3、es of Formal Groups 任務(wù)組任務(wù)型群體 一由個(gè)人組成的小組一起完成一項(xiàng)具體的工作任務(wù);他們的存在通常是暫時(shí)的，因?yàn)橐坏┤蝿?wù)完成，團(tuán)隊(duì)就解散。 跨職能團(tuán)隊(duì)交叉職能團(tuán)隊(duì) 一將來自不同工作領(lǐng)域或團(tuán)體的個(gè)人的知識(shí)和技能聚集在一起的團(tuán)體，他們的成員被訓(xùn)練來完成彼此的工作。 Exhibit 13-2 Stages of Group Development 命令組命令型群體 一由組織結(jié)構(gòu)圖確定的組，由直接向指定經(jīng)理報(bào)告的個(gè)人組成。 自我管理團(tuán)隊(duì)自我管理團(tuán)隊(duì) 一那些本質(zhì)上是獨(dú)立的，除了自己的任務(wù)之外，承擔(dān)傳統(tǒng)的責(zé)任，比如招聘、計(jì)劃和安排，以及績效評(píng)估 1.2集團(tuán)的發(fā)展階段

4、 1. 工作形成形成 成員加入,開始的過程定義組織的目的，結(jié)構(gòu)，和領(lǐng)導(dǎo)。 2. 風(fēng)暴震蕩 發(fā)生內(nèi)部沖突作為個(gè)人抵制由集團(tuán)控制,領(lǐng)導(dǎo)不同意。 3. 項(xiàng)目規(guī)范化規(guī)范 親密關(guān)系發(fā)展的團(tuán)體凝聚力和建立規(guī)范可接受的行為。 4. 執(zhí)行執(zhí)行 完全官能團(tuán)結(jié)構(gòu)允許該組織專注于手頭的任務(wù)。 5. 延期解體 集團(tuán)準(zhǔn)備解散，不再關(guān)心高水平的性能。 2. 工作小組的表現(xiàn)和滿意度 ?最成功的“團(tuán)隊(duì)” —頭士 -分組的大小 ?:?沖突的水平 ?:?成員內(nèi)部壓力符合集團(tuán)的標(biāo)準(zhǔn) -決定團(tuán)隊(duì)績效和滿意度的組件 22 2 5 2.3 2.1對(duì)集團(tuán)施加的外部條件 > 總體戰(zhàn)略 >

5、 權(quán)威關(guān)系(結(jié)構(gòu)) > 正式的規(guī)則和條例 > 組織資源的可用性 > 員工選擇標(biāo)準(zhǔn) > 績效管理系統(tǒng)(評(píng)估) > 組織文化 > 一般物理布局 2.2集團(tuán)成員資源 / 成員的知識(shí)、能力、技能和個(gè)性特征 / 人際關(guān)系技巧，尤其是管理和解決沖突，合作解決問題,和溝通 / 積極人格提高生產(chǎn)率;消極的性格,會(huì)導(dǎo)致工作效率降低 2.3組群結(jié)構(gòu)體結(jié)構(gòu) ⑴角色 針對(duì)社會(huì)組織中某一特定位置上的人的行為模式期待，期待其行為能夠幫助群體完成任務(wù)或維護(hù)群體成員的 滿足感。 ?：? 角色指向:完成任務(wù)或維持成員的滿意度 ?:? 個(gè)體扮演多種角色，并需要調(diào)整其角色以適應(yīng)他們所屬的群體 角色沖

6、突:體驗(yàn)不同的角色期望 Ex:任課老師的角色沖突 (2) 規(guī)范規(guī)范 一一是群體成員共同接受的標(biāo)準(zhǔn) 例:“到這儀式”科爾曼信任Inc.喝酒和聊天在工作當(dāng)員工到來之前在辦公室。 一一常見的規(guī)范類型 努力和性能;包括輸出水平，曠工，迅速(敏捷程度)，社交如禮服/忠誠 一一消極方面： 可以增加一個(gè)人的反社會(huì)行為。例:更容易作弊,偷竊、撒謊 (3) 從眾遵從 一一是個(gè)人遵循以被群體接受。個(gè)體為了被群體接受的服從行為。 ?:?組壓力可以影響個(gè)體成員的判斷和態(tài)度。 ?:?從眾的效果并不像以前那么強(qiáng)烈，盡管仍然是一股強(qiáng)大的力量。 roupthink群體思維 Two sources

7、: ?:?他人的廣泛壓力強(qiáng)凝聚力或威脅組導(dǎo)致個(gè)體成員的改變他們的觀點(diǎn)符合集團(tuán)。 ?:?明確身份，小組成員持有一個(gè)積極的形象的，他們想要保護(hù),該組織認(rèn)為集體威脅這正面的形象 (4) Status System 地位系統(tǒng) -群體中所處的威望等級(jí),位置或頭銜。 ?:? 正式和非正式的地位正式和非正式的地位關(guān)系的一致性問題 ?:? 正式地位系統(tǒng)有效個(gè)人的感知到的排名和地位象征賦予個(gè)人全等。?? (5) 群體結(jié)構(gòu):群體規(guī)模 ?小團(tuán)體 ?：? 完成任務(wù)的速度比更大的群體。 ? 更有效利用的事實(shí)。 ?：? 有效的采取行動(dòng):兩個(gè)比薩哲學(xué)，七國集團(tuán) 大群 ? 解決問題比小群體。 ?：

8、? 有益于獲得多樣化的輸入。 ? 在調(diào)查更有效。 組織大小:大群或小組？ ?積極：4 >1+1+1+ 1的市場(chǎng)研究團(tuán)隊(duì)的前績效 ?社會(huì)惰化 一一與單獨(dú)工作相比，個(gè)人在集體工作時(shí)付出更少的努力。 (6) 團(tuán)隊(duì)凝聚力群體內(nèi)聚力 D.群體互相吸引，及共同參與群體目標(biāo)的程度 ?：? 通常，高內(nèi)聚組比少粘性更有效和高效組當(dāng)他們的目標(biāo)與組織目標(biāo)保持一致。 ? 并不是那么簡(jiǎn)單 ?凝聚力和生產(chǎn)力之間的關(guān)系 Cohesiveness SC5O0(buoq(uze§o puQdno」。jo < Strong Increase in Productivity Moderate In

9、crease in Productivity Decrease in No Significant Effect Productivity on Productivity Low X 2.4集團(tuán)流程群體運(yùn)行過程 如 ?溝通 ?決策 ?沖突管理 對(duì)績效和滿意度都有枳極和消極的影響嗎? (1)群體決策 ?優(yōu)勢(shì) 產(chǎn)生更完整的信息和知識(shí)。 生成更多樣的選擇。 增加接受的解決方案。 增加決策的合法性。 ?缺點(diǎn) 耗費(fèi)時(shí)間 少數(shù)統(tǒng)治 壓力一致 模棱兩可的責(zé)任責(zé)任不明 ?小組和個(gè)人決策 ?:?組的大小影響群體決策的有效性 ?五或七，是最有效的決策

10、Docisioomaking groups that interact by using linked computers. Electronic Meetings Increased Creativity An idea-generating process that encourages alternatives while withholding criticism. v Brainstorming 電子會(huì)議 I Nominal Group 頭腦風(fēng)暴 Technique (NGT) 名義小組技術(shù) —"k A group decision-mak

11、ing technique in which group members are presented with ? problem： each member independently writes down his or her ideas on the problem; and then edd) member presents one idea to (he group until dll idedt have been presented. No discussion takes place until all ideas have been presented. 一一總的來說

12、更有創(chuàng)造性的組織決策的技術(shù) (2)差異管理 D Conflict > The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks.由于某種不一致或?qū)α顩r而使人們感知到彼此不相融合的差異。 ①②③ Traditional view 傳統(tǒng)觀點(diǎn)：conflict must be avoided. Human relations view 人際關(guān)系觀點(diǎn)：conflict is a natur

13、al and inevitable outcome in any group. Interactionist view 交互作用觀點(diǎn)：conflict can be a positive force and is absolutely necessary for effective group performance. Group Processes: Conflict Management 團(tuán)隊(duì)流程:沖突管理 ? According to Inter-actionist view 交互作用觀點(diǎn)： ? There are two kinds of conflicts > Functi

14、onal conflicts (積極沖突或功能性沖突)are constructive. > Dysfunctional conflicts (消極沖突或非功能性沖突)are destructive. ? Types of Conflict > Task conflict 任務(wù)沖突： ? content and goals of the work 工作的內(nèi)容和目標(biāo) > Relationship conflict 關(guān)系沖突： ? interpersonal relationships 人際關(guān)系 > Process conflict 過程沖突： ? how the work get

15、s done T作如何完成 ? Types of Conflict > Task conflict 任務(wù)沖突： ? Low to moderate task conflict is functional低到中等程度的任務(wù)沖突的功能 > Relationship conflict 關(guān)系沖突： ? Dysfunctional conflicts 功能失調(diào)的沖突 > Process conflict 過程沖突： ? Minimal process conflict is functional, otherwise, dysfunctional 最小沖突功能過程，否則，不正常 ? Ex

16、hibit 13-7 Conflict and Group Performance Level of Conflict A High High Level of Group Performance Situation A B C Lovd of Conflict Low or none Optimal High Type of Conflict Dysfunctional Functional Dyslunciional Group's Apathetic Viable Disru pliv? Internal Stagnant Self-

17、Critical Chaotic Characteristics Unresponsive to Change Lack of New Ideas Innovative Uncooperative Level of Group Performance Low High Low ? Techniques to Reduce Conflict:減少?zèng)_犬的技巧 > Avoidance 回避 > Accommodation 遷就 > Forcing 強(qiáng)制 > Compromise 妥協(xié) > Collaboration 協(xié)作 ? Exhibit 13-8 Confli

18、ct-Management Techniques MEOSSV ■ ? MtossecuD ss0M0>tess< 制 強(qiáng) .Forcing Resolving conflicts by Mtisfying one's own needs at the expense of ?nother*t. Resolving conflicts by withdrawing from or suppressing them. Avoiding Collaborating Resolving conflicts by Making Advantageous ?olu

19、tion for All parties. Compromising 協(xié)作 Resolving conflicts by each(>arty giving up something of value. Resolving conflicts by ptecing another's needs end concerns above your own. Accommo 遷就 Cooperative Uncooperative 2.5小組任務(wù)和小組效率 ?簡(jiǎn)單任務(wù)-常規(guī)和標(biāo)準(zhǔn)化 ?復(fù)雜的任務(wù)一一新奇的或非常規(guī)的 高度復(fù)雜和相互依賴的任務(wù)需要： ?：

20、?有效溝通:小組成員之間的討論。 ?:?控制沖突:小組成員之間的互動(dòng)。 ?通過自己學(xué)習(xí) 3 .項(xiàng)目把團(tuán)隊(duì)變成有效的團(tuán)隊(duì) 3.1什么是工作團(tuán)隊(duì)？ D Work Team工作團(tuán)隊(duì) >為了實(shí)現(xiàn)一個(gè)目標(biāo)而相互依賴的個(gè)體組合而成的正式群體，其成員通過他們正面的協(xié)同效應(yīng)、個(gè)體和相 互的責(zé)任以及互補(bǔ)的技能為實(shí)現(xiàn)一個(gè)共同而具體的目標(biāo)而認(rèn)真工作。 ? D Group 群體 Two or more interacting and interdependent individuals who come together to achieve specific goals. ( Formal grou

21、ps/lnformal groups)兩個(gè)或兩個(gè)以上相互作用、相互依賴的個(gè)體，為了實(shí)現(xiàn)特定的目標(biāo)而組合在一起的集合體。 -使用團(tuán)隊(duì)的優(yōu)勢(shì) ?工作團(tuán)隊(duì)的受歡迎程度 ?:? 80%的財(cái)富500強(qiáng)公司有一半以上的員工團(tuán)隊(duì) ?:? 70%美國公司使用的工作團(tuán)隊(duì) ?:? 利用團(tuán)隊(duì)優(yōu)勢(shì) ?:? 團(tuán)隊(duì)比個(gè)人。 ?:? 團(tuán)隊(duì)提供一種方法來更好地利用員工的人才。 ?:? 團(tuán)隊(duì)更加靈活和響應(yīng)。 ?:? 團(tuán)隊(duì)可以快速 ?:? 組裝、部署 ?:? 重新和解散。 ? Work Team工作團(tuán)隊(duì) ? Types of Teams > Problem-solving teams 問題解決團(tuán)隊(duì)

22、> Self-managed work teams 自我管理團(tuán)隊(duì) > Cross-functional teams 跨職能團(tuán)隊(duì) > Virtual teams 虛擬團(tuán)隊(duì) 3.2 Types of Work Teams ? Problem-solving Teams 問題解決團(tuán)隊(duì) ? Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems. ? Self-mana

23、ged Work Teams 自我管理團(tuán)隊(duì) ? A formal group of employees who operate without a manager and responsible for a complete work process or segment. > 30-50% of US employers now use this form of term. ? Cross-functional Teams 跨職能團(tuán)隊(duì) ? A hybrid grouping of individuals who are experts in various specialties a

24、nd who work together on various tasks. > EX: treatment team in hospital ? Virtual Teams 虛擬團(tuán)隊(duì) ? Teams that use computer technology to link physically dispersed members in order to achieve a common goal. ? Exhibit 13-9 Groups versus Teams 工作團(tuán)隊(duì) 工作群體 Work Teams Work Groups ? Leadership role is

25、shared ? Accountable to self and team ? Team creates specific purpose ? Work is done collectively ? Meetings characterized by open-ended discussion and collaborative problem-solving ? Performance is measured directly by evaluating collective work output ? Work is decided upon and done together

26、 ? Can be quickly assembled, deployed, refocused, and disbanded ? One leader clearly in charge ? Accountable only to self ? Purpose is same as broader organizational purpose ? Work is done individually ? Meetings characterized by efficiency; no collaboration or open-ended discussion ? Perform

27、ance is measured indirectly according to its influence on others ? Work is decided upon by group leader and delegated to individual group members ? Exhibit 13-10 Characteristics of Effective Teams ?Have externally supportive environments ?Have a clear understanding of their goals. ?Have co m pe

28、te nt me m be rs with relevant technical and interpersonal skills. ?Have internally supportive environments External Support Relevant Skills Exhibit high mutual trust in the character and integrity of their members. Internal Support EFFECTIVE TEAM Mutual 、Trust Appropri^ Readership Comm

29、 it m? -Have appropriate leadership legolia^nfl. Skills I Good X Communicatioi ?Are unified in their commitment to team goals. -Possess effective negotiating skills Exhibit 13-10 Characteristics of Effective Te^ms Have good communication systems. 4. Current Challenges in Managing Teams

30、 管理團(tuán)隊(duì)的當(dāng)前挑戰(zhàn) ?管理全球團(tuán)隊(duì) ?小組成員資源 ?:? 團(tuán)隊(duì)成員的獨(dú)特的文化特征 ? 避免刻板印象 ?組織結(jié)構(gòu) conformity-less 群體思維 status-varies文化間的重要性 社會(huì) loafing-predominately 西方偏見 ? cohesiveness-more 難 以實(shí)現(xiàn) Group processes 群體過程 ? Challenging for managers—capitalize on diverse ideas ? Collaborative conflict management style can be most ef

31、fective ? Manager's role管理者角色 ? a communicator sensitive to the type of globe team to use. ? Exhibit 13-11 Drawbacks and Benefits of Global Teams Benefits Drawbacks ? Dislike team members ? Greater diversity of ideas ? Mistrust team members ? Limited groupthink ? Stereotyping ? Increased att

32、ention on understanding ? Communication problems others' ideas, perspectives, etc ? Stress and tension 4.2 Understanding Social Networks 了 解社交網(wǎng)絡(luò) ? Social Network 社交網(wǎng)絡(luò) > The patterns of informal connections among individuals within groups 非正式群體內(nèi)部個(gè)體之間的連接的模式 ? The Importance of Social Networks 社交

33、網(wǎng)絡(luò)的重要性 > Relationships can help or hinder team effectiveness 關(guān)系可?以幫助或阻礙團(tuán)隊(duì)的有效性 > Relationships improve team goal attainment and increase member commitment to the team. 關(guān)系改善團(tuán)隊(duì)目方K 實(shí)現(xiàn)和增加成員對(duì)團(tuán)隊(duì)的承諾 ? Current Challenges in Managing Teams 管理團(tuán)隊(duì)的當(dāng)前挑戰(zhàn) ? Building team skills:構(gòu)建團(tuán)隊(duì)技能 > Cooperate with others 與

34、他人合作 > Share information 分享信息 > Confront differences 面對(duì)差異 > Sublimate personal interest for the greater good of the team 升華個(gè)人利益更好的團(tuán)隊(duì) Terms to Know . group ? forming ? storming . norming ? performing ? adjourning ? role . norms ? groupthink . status ? social loafing ? group cohesivene

35、ss ? conflict ? traditional view of conflict ? human relations view of conflict ? interactionist view of conflict ? functional conflicts ? dysfunctional conflicts ? task conflict ? relationship conflict ? process conflict ? work teams ? Terms to Know ? problem-solving team ? self-managed work team ? cross-functional team virtual team social network structure