Management 8

Describe the four major stages of group development, and identify the appropriate management style usually associated with each.

(1) Forming is characterized by a low development level. The appropriate management style is generally autocratic. (2) Storming is characterized by a moderate development level. The appropriate management style is generally consultative. (3) Norming is characterized by a high development level. The appropriate management style is generally participative. (4) Performing is characterized by an outstanding development level. The appropriate management style is generally empowerment.

Status

Status is the perceived ranking of one member relative to other members in the group. It's common to strive for high status within the group

Roles

The three primary group roles are group task roles, group maintenance roles, and self-interest roles. - task roles are played by members who do and say things that directly aid in the accomplishment of the group's objectives. -maintenance roles are played by members who do and say things to develop and sustain the group process with cooperative behavior to benefit others or the entire team. -Self-interest roles are played by members who do and say selfish things (often hidden agendas) that help themselves at the expense of other members or the entire group.

decision making

decisions made by groups and teams have a direct effect on performance.

conflict resolution

unresolved conflicts can have a negative effect on performance. Unresolved conflict often leads to members' withdrawal from the group process and hurts cohesiveness. So you need to prevent disruptive conflicts and resolve conflicts to maintain productive working relationships

how to plan a meeting

- Limit Attendees -agenda tells the members what is expected and how the meeting will progress -Get team members' input on which days of the week and times of the day are best for meetings, but before lunch is usually the most productive time -The leaders' primary role is to facilitate discussion -Starting and ending meetings on time is important, because waiting for late members penalizes the members who are on time and develops a norm for coming late -

the six components of group process

-Group roles include task roles played to get the job done, -maintenance roles played to develop and sustain the group process, -self-interest roles played for personal gain at the expense of others. -Norms are unspoken rules that are expectations about behavior that are shared by group members. -Cohesiveness is the extent to which members stick together. -Status is the perceived ranking of group members. -Decision making refers to the level of participation used to make group decisions. -Conflict resolution refers to how well the group deals with conflict.

Cohesiveness

-Groups with the highest levels of productivity were highly cohesive and accepted management's level of productivity. -Groups with the lowest levels of productivity were also highly cohesive but rejected management's level of productivity; they set and enforced their own level below that of management. This can happen in organizations where employees and managers have an "us against them" attitude. -Groups with intermediate levels of productivity were low in cohesiveness irrespective of their acceptance of management's level of productivity. The widest variance of individual group members' performance was among the groups with lower cohesiveness. Members of such groups tended to be more tolerant of nonconformity to group norms.

conducting a meeting ( 3 parts)

-Identify objectives -Cover Agenda Items -Summarize and review

handling problem members in a meeting (3 types of problem people)

-silent type: Some employees choose silence over voice, and for others, it's part of their personality -talker: Talkers have something to say about everything, and they tend to ramble. They like to dominate the discussion. However, if they do, the other members do not get to participate -wanderer: Wanderers distract the group from the agenda items; they tend to change the subject and often like to complain. -bored member: Your group may have one or more members who are not interested/engaged in the meeting discussion.108 The bored person may be preoccupied with other issues and not pay attention or participate in the group meeting. Bored members may also feel superior and overestimate their value to the team. -Arguer: Like the talker, the arguer likes to be the center of attention. Arguers enjoy arguing for the sake of arguing rather than helping the group. They turn things into a win-lose situation, and they cannot stand losing. Social Loafer: are selfish slackers that withhold their effort and fail to perform their share of the work.

Norms

In addition to policies, procedures, and rules, all groups form their own unwritten norms that determine what is socially accepted as appropriate behavior