《管理学原理》英语教学课件CHAPTER-Understanding Work Teams.pptVIP

郭志文 2001 Copyright CHAPTER 9 Understanding Work Teams Group Decision Making Groupthink Norm for consensus overrides the realistic appraisal of alternative courses of action Results in poor decisions e.g., Bay of Pigs Invasion, Watergate cover-up, Challenger Disaster Antecedents High level of cohesion Stressful decision-making context External pressure, tight budgets, recent failures 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 * * Groupthink Group-shift Common Purpose Teamwork Processes Conflict Efficacy Specific Goals Social Loafing Strong Increase in Productivity Moderate Increase in Productivity No Significant Effect on Productiv