管理学基础精品教学（清华大学）chap011--2013-s.pptVIP

* * * * * * * * * * * * * * * * * * * Chapter 11 Effective Team Management 11–* Learning Objectives After studying the chapter, you should be able to: Explain why groups and teams are key contributors to organizational effectiveness. Identify the different types of groups and teams that help managers and organizations achieve their goals. Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams. 11–* Learning Objectives (cont’d) Explain why it is important for groups and teams to have a balance of conformity and deviance and a moderate level of cohesiveness. Describe how managers can motivate group members to achieve organizational goals and reduce social loafing in groups and teams. 11–* Groups, Teams and Organizational Effectiveness Group Two or more people who interact with each other to accomplish certain goals or meet certain needs. Team A group whose members work intensely with each other to achieve a specific, common goal or objective. All teams are groups but not all groups are teams. Teams often are difficult to form. It takes time for members to learn how to work together. 11–* Groups’ and Teams’ Contributions to Organizational Effectiveness Figure 11.1 11–* Groups and Teams as Performance Enhancers Performance Enhancement Making use of the synergy from employees in a group producing more or better output than employees working separately. Bounce ideas off one another. Correct each other’s errors. Bring more new ideas to bear on problems Accomplish projects beyond the scope of individuals Managers should build autonomous empowered groups composed of members of complementary skills and knowledge. 11–* Groups and Teams andResponsiveness to Customers Responsiveness to Customers Difficult to achieve given the many constraints. Safety issues, regulations, costs. Cross-functional teams can provide the wide variety of skills needed to meet customer demands. Teams consist of members of different departmen