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Summary MG3 people management
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Summary for MG3, people management, IMEM, NHTV. Management - Stephen P. Robbins, Mary Coulter Chapter 5, 12, 13, 14, 16, 17
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Samenvatting H14 boek Management - Stephen P. Robbins & Mary Coulter
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Par: fcaris • 7 année de cela
Par: oscarfaber1 • 7 année de cela
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managementChapter 13: creating and managing teams
Lecture 1
How to coach effectively
1. Know the goal
2. Know your team
3. Build a relationship of mutual trust
4. Provide feedback
5. Create an atmosphere of accountability
1. groups and group development
Group: two or more interacting and interdependent individuals who come
together to achieve specific goals.
Formal groups: work groups defined by the organization’s structure
that have designated work assignments and tasks directed at
accomplishing organizational goals.
Informal group: groups that are independently formed to meet the
social needs of their members. Occur naturally.
Group development:
1. Forming stage: people join the group and then define the group’s
purpose, structure and leadership. Complete: members think of
themselves as part of the group.
2. Storming stage: characterised by intragroup conflict. A relatively
clear hierarchy of leadership and agreements on the group’s direction
emerge.
3. Norming stage: characterised by close relationships and
cohesiveness. A strong sense of group identity and camaraderie.
Complete: the group structure solidifies and the group assimilated a
common set of expectations regarding member behaviour.
4. Performing stage: the group is fully functional and works on group
tasks. The structure is in place and accepted by everyone.
5. Adjourning: group members are concerned with wrapping up activities
rather than task performance. (temporary groups)
2. work group performance and satisfaction
some groups are more successful than others because of:
The ability of the group’s members.
The size of the group.
The level of conflict.
The internal pressures on members to conform the group’s norms.
, Workgroups are affected by external conditions. For example: the
organizations strategy, authority relationships, rules.
The group’s performance potential depends and the resources each
individual brings to the group and their personalities, this will influence
how someone interacts with other group members.
Group structure:
Role: behaviour patterns expected of someone occupying a given position
in a social unit.
Task accomplishment role: trying to focus people on getting things
done.
Satisfaction role: making sure members have the opportunity to offer
ideas and that they are satisfied with the experience.
Role expectations mismatch = conflict.
Norms: standards or expectations that are accepted and shared by a
group’s members.
Dress, performance and effort, loyalty.
Being part of a group can increase an individual’s antisocial behaviour.
Groups provide anonymity, it gives a false sense of security.
What are the norms in your group and how are they enforced?
Conformity:
Pressure to conform because people want to be accepted by the group.
Groupthink: when a group exerts extensive pressure on an individual
to align his or her opinion with that of others.
Status: a prestige grading, position, or rank within a group.
Can be formally conferred.
Informal: education, age, skills, experience, etc.
Do you acknowledge status within your project groups?
Motivator with behavioural consequences.
Consistency between perceived ranking and the status symbols he or
she is given.
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