Chapter15UNDERSTANDINGGROUPSANDTEAMS15-1LearningObjectivesYoushouldlearnto:DifferentiatebetweenformalandinformalgroupsDescribethefivestagesofgroupdevelopmentIdentifyhowrolesandnormsinfluenceanemployee’sbehaviorDescribethekeycomponentsinthegroupbehaviormodelIdentifytheadvantagesanddisadvantagesofgroupdecisionmaking15-2LearningObjectives(cont.)Youshouldlearnto:ExplaintheincreasedpopularityofteamsinorganizationsDescribethefourmostcommontypesofteamsinorganizationsListthecharacteristicsofeffectiveteamsIdentifyhowmanagerscanbuildtrust15-315-4團隊的重要性劉邦與項羽當代的競爭特點?ZhangJianjun領導團隊搭配劉邦團隊劉備團隊唐僧團隊蔣家父子強干弱枝、一超多強還是強強聯合尹衍梁的比喻?ZhangJianjun特洛伊戰爭

powerfulKingAgamemnonthemightywarriorAchillesthewilytacticianOdysseusthewiseelderNestor789關系類別強關系父-子兄-弟師-生恩人-被保護人家族親人姻親結義兄弟弱關系8.直接的職務上的上下級9.同鄉或同縣10.同事11.同省12.同學（同班同學要排的高一些）15-10?ZhangJianjun?ZhangJianjun能力搭配賢者居上、能者居中、智者居側、專者對口崗位要求：－－運營類崗位:拿出經營業績來（關注業績、善于分析成本效益、控制）－－咨詢類職位：提供咨詢和影響他人（專業化知識、理性化程度高、善于分析）－－協作類崗位：可控資源少卻同樣要負責（積極上進、靈活多變、搜集信息、善于溝通）?ZhangJianjunH公司崗位素質要求研發人員素質市場人員素質采購人員素質思維能力影響力誠實正直成就導向關系建立主動性團隊合作人際理解信息收集學習能力成就導向人際理解堅韌性信息搜集影響力主動性堅韌性服務精神組織意識團隊合作客戶服務導向年齡搭配資歷的適當運用梯次互補?ZhangJianjun性別搭配宋美齡的功能用好女性管理者案例：海爾，華為；一房地產公司?ZhangJianjun相似性與互補性？哪些方面要相似？哪些方面要互補？?ZhangJianjunTheformsofComplementaryleadershiptaskexpertisecognitiverole?ZhangJianjunTheFourPillars四大支柱Communication溝通CommonVision共同的愿景CommonIncentives共同的激勵機制Trust

信任建設四大支柱之經驗湘軍的經驗華為的經驗百度的經驗19?ZhangJianjun案例：攜程團隊的組建：桃園三結義+三顧茅廬季琦、梁建章、沈南鵬

梁建章1991年進入全球最大企業級軟件Oracle公司的硅谷總部。1997年，回國擔任Oracle的中國區咨詢總監。沈南鵬在耶魯大學完成了MBA，具有多年的投資銀行經驗，在融資能力和宏觀決策能力方面非常強。季琦，旅居美國多年，曾經創辦過許多高科技企業，擁有豐富的管理和銷售經驗21案例：攜程一個月以后，同樣具有海外培訓背景的已在旅游行業摸爬滾打了數年的范敏加入了核心團隊兩個“海歸”＋兩個“土鱉”三個上海人＋一個南通人（季琦）三個交大畢業生＋一個復旦畢業生“你們4個人以后會一直在這里干嗎？”IDG問。

“這是我們的事業，這是我們一生所奮斗的東西。”?ZhangJianjun案例：攜程我們要蓋樓，季琦有激情、能疏通關系，他就是去拿批文、搞來土地的人；沈南鵬精于融資，他是去找錢的人；梁建章懂IT、能發掘業務模式，他就去打樁，定出整體框架。而我來自旅游業，善于攪拌水泥和黃沙，制成混凝土去填充這個框架。樓就是這樣造出來的。論及性格，季琦有激情、銳意開拓，沈南鵬風風火火，一股老練的投資家做派。而梁建章偏理性，用數字說話，眼光長遠；范敏則善于經營，方方面面的關系處理得體。四人特長各異，各掌一端；在公司內部有相當的共識。

——范敏打了一個比喻來形容四個創始人的定位誰做老大？季琦（在海里）－－梁建章－－范敏不斷創業的季琦（如家，漢庭等）投資者沈南鵬平等的伙伴關系和契約精神23?ZhangJianjun案例：攜程第一，大家都是愿意做犧牲的人，俗話說，一山不容二虎，在這么一個企業里有四個個字領域里的高人，為了大局，就必須做出包容和犧牲第二，有各自的專長互補，分工上容易達成共識。就如范敏所說，四人特長各異，各掌一端。第三，至少在當時幾年內，各人在各自領域都是最強的。民企高管團隊組合：家族，朋友，因需組合運作：家長式，江湖式，職業化團隊股權：從模糊到清晰?ZhangJianjunUnderstandingGroupBehaviorGrouptwoormoreinteractingandinterdependentindividualswhocometogethertoachieveparticulargoalsformalgroups-establishedbytheorganizationhavedesignatedworkassignmentsandspecifictasksdifferenttypesexistinformalgroups-occurnaturallyintheworkplaceinresponsetotheneedforsocialcontact15-2615-27AselfassessmentexerciseIhadsomethingimportantincommonwiththeothermembers.byjoiningthegroup,Ihadgreaterclout.peopleinthegroupsharedmyinterests.thegrouphelpedmefeelsafeandsecure.IenjoybeingwithotherpeopleIthoughtthepeopleinthegroupwouldmakemefeelgoodaboutmyself.Iwantedtofeellesslonely.Iexpectedthegroupmemberstorecognizemyplishments.ExamplesofFormalGroups15-28UnderstandingGroupBehavior(cont.)StagesofGroupDevelopmentforming-peoplejointhegroupeitherbecauseofaworkassignmentorforsomeotherbenefitbegintodefinethegroup’spurpose,structure,andleadershipstagemarkedbymuchuncertaintystorming-acceptanceofthegroup’sexistenceconflictoverwhowillcontrolthegroupnorming-relationshipsandasenseofgroupidentitydevelopgroupassimilatesacommonsetofexpectationsofwhatdefinescorrectmemberbehavior15-29UnderstandingGroupBehavior(cont.)StagesofGroupDevelopment(cont.)performing-groupstructureisfunctionalandacceptedgroupenergyhasmovedtotaskperformanceadjourning-grouppreparestodisbandattentiondevotedtowrappingupactivitiesgroupdoesnotnecessarilyemoreeffectiveasitmovesthroughthefirstfourstagesgroupeffectivenessisacomplexissuethatisaffectedbyfactorsotherthandevelopmentalstage15-30StagesOfGroupDevelopmentPrestageStageIFormingStageIIStormingStageIIINormingStageVAdjourningStageIVPerforming15-31UnderstandingGroupBehavior(cont.)BasicGroupConceptsRole-setofexpectedbehaviorpatternsattributedtosomeonewhooccupiesagivenpositioninasocialunitgroupmembershaveparticularrolesrolesorientedtowardstaskplishmentormaintaininggroupmembersatisfactionindividualsplaymultiplerolesroleconflict-individualconfrontedbydifferentroleexpectations15-32UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)Norms-acceptablestandardsorexpectationsthataresharedbythegroup’smemberseachgrouphas:itsownuniquesetofnormscommonnormsrelatedtolevelsofeffortandperformanceexertpowerfulinfluenceonperformanceConformity-acceptancebygroupmakessomememberssusceptibletoconformitypressuresgroupnormspushmemberstowardconformityresultsinalignmentofopinions15-33UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)Status-aprestigegrading,position,orrankinagroupmaybeconferredinformallybasedonpersonalcharacteristicsmaybeformallyconferredGroupSize-effectonbehaviorofgroupdependsuponthetypeofelargegroups-goodforgettingdiverseinputsmallgroups-goodatmakinguseofinformationdispersionofresponsibilityinlargegroupsleadstofreeridertendency15-34UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)GroupCohesiveness-degreetowhichmembersareattractedtoagroupandsharethegroup’sgoalsrelationshipbetweencohesivenessandgroupeffectivenessdependsuponthealignmentofgroupandorganizationalgoals15-35StrongIncreaseinProductivityDecreaseinProductivityNoSignificantEffectonProductivityModerateIncreaseinProductivityRelationshipBetweenCohesiveness

AndProductivityHighLowCohesivenessAlignmentofGroupandOrganizationalGoalsLowHigh15-36UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)ConflictManagementconflict-perceivedpatibledifferencesresultinginsomeformofinterferenceoroppositiondifferencesmayberealornottraditionalview-conflictmustbeavoidedhumanrelationsview-conflictisanaturalandinevitableeinanygroupconflictneednotbenegativeconflicthasthepotentialtobeapositiveforceforperformance15-37UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)ConflictManagement(cont.)interactionistview-someconflictisabsolutelynecessaryfunctionalconflict-supportsthegoalsoftheworkgroupandimprovesitsperformancedysfunctionalconflict-preventsgroupfromachievingitsgoals15-38UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)ConflictManagement(cont.)typeofconflicttaskconflict-contentandgoalsoftheworklow-to-moderatelevelsarefunctionalrelationshipconflict-interpersonalrelationshipsalmostalwaysdysfunctionalprocessconflict-howworkgetsdonelowlevelsarefunctionalconflictmayberesolvedinfivewaysnotechniqueisidealforeverysituation15-39ConflictandGroupPerformance15-40Conflict-ResolutionTechniquesUncooperativeCooperativeCooperativenessAssertivenessUnassertiveAssertiveForcingResolvingconflictsbysatisfyingone’sownneedsattheexpenseofanother’sAvoidingResolvingconflictsbywithdrawingfromorsuppressingthemCollaboratingRewardingconflictbyseekinganadvantageoussolutionforallpartiesCompromisingResolvingconflictbyeachpartygivingupsomethingofvaluemodatingResolvingconflictsbyplacinganother’sneedsandconcernsaboveyourown15-41GroupDecisionMakingAdvantageofGroupsinComparisonwithIndividualsProvidemorecompleteinformationGeneratemorealternativesIncreaseacceptanceofasolutionIncreaselegitimacyDisadvantagesofGroupsinComparisonwithIndividualsTimeconsumingMinoritydominationPressurestoconformAmbiguousresponsibility15-4215-43GroupVersusIndividualDecisionMakingCriteriaofEffectiveness

Groups

IndividualsAccuracy xSpeed xCreativity xDegreeofacceptance xEfficiency x15-43UnderstandingGroupBehavior(cont.)BasicGroupConcepts(cont.)EffectivenessandEfficiencyofGroupDecisionseffectivenessdependsoncriteriaofsuccesssizeofgroupaffectseffectivenessgroupsof5-7arethemosteffectiveoddnumberofmembershelpsavoiddeadlocksTechniquesforImprovingGroupDecisionMakingstepsmustbetakentoavoidgroupthinkgroupthink-conformitymarkedbywithholdingdifferentorunpopularviewsinordertogivetheappearanceofagreement15-44TechniquesforMakingMoreCreativeGroupDecisions15-45UnderstandingGroupBehavior(cont.)UnderstandingWorkGroupBehaviorExternalConditionsImposedontheGroupformalgroupisasubsystemofalargersystemgroupaffectedbytheoverallstrategy,authoritystructures,formalregulations,resources,performancemanagementsystem,andorganizationcultureGroupMemberResources-task-relevantandintellectualabilitiesofindividualmembersabilitiessetparametersoneffectivenessofperformanceinagrouppositiveattributes-sociabilityandself-reliancenegativeattributes-dominanceandunconventionality15-46UnderstandingGroupBehavior(cont.)UnderstandingWorkGroupBehavior(cont.)GroupStructure-structuralvariablesincluderoles,norms,status,andgroupsizeGroupProcesses-includecommunication,decisionmaking,leadership,andconflictprocessfactorscreatedinthegroupmayhaveapositiveornegativeeffectongroupperformanceGroupTasks

complexity-simpletasksareroutineandstandardizedcomplextasksarenovelandnonroutineimportanttohaveeffectivecommunicationandcontrolledconflictwhentaskiscomplex15-47GroupBehaviorModelExternalConditionsImposedontheGroupGroupMemberResourcesGroupStructureGroupProcessesPerformanceandSatisfactionGroupTasks15-4815-49非正式網絡的類型非正式網絡的類型1、建議網絡通過此網絡，可以發現一個組織里依賴于那個成員來解決問題和提供技術信息。2、信任網絡通過此網絡，可以發現一個組織里那些成員之間交流敏感的辦公室政治信息，出現危機的時候，那些員工互相支持。3、溝通網絡通過此網絡，可以發現一個組織里那些成員之間經常溝通與工作有關的事情。15-50分析非正式網絡的步驟

第一步：使用員工問題調查表進行非正式網絡關系調查第二步：核對調查結果的準確性第三步：繪出詳細的非正式網絡關系圖15-51案例分析：你信任誰？

公司背景：15年成功經驗；擁有忠誠又專業的員工隊伍設計安裝部，創造了公司絕大多數收入公司的CEOLeers擔心失去競爭力，準備從各部門抽調人員，組成新業務發展小組，探索公司新業務增長點。為了表示他仍然重視設計安裝部，任命該部門資深員工TomHarris擔任小組組長15-52公司正常的組織結構圖15-53案例分析：你信任誰？

-在剛開始的時候，小組工作很順利，但是過了一個月，工作進展甚微-然而，對公司信任網絡和建議網絡分析幫助CEOLeers發現了問題15-54建議網絡：反映了誰是技術專家15-55信任網絡圖：Harris在哪里???15-56信任網絡圖：Harris在哪里???15-57信任網絡圖：Harris在哪里???15-58根據公司的信任網絡再次任命任命Benson和Harris共同領導這個項目團隊獲得明顯改善解決方案15-59新問題的出現當深入研究信任網絡時，發現了另外一個重大問題案例分析：你信任誰？15-60CEO眼中的信任網絡圖15-61實際的信任網絡圖15-62Calder眼中的信任網絡圖15-63實際信任網絡圖15-64解決辦法：任命Fleming為該部門領導Calder領導一個新的團隊，這個團隊專門處理老客戶的復雜問題。解決方案TurningGroupsIntoEffectiveTeamsWhatIsaTeam?workteam-formalgroupmadeupofinterdependentindividualswhoareresponsiblefortheattainmentofagoalworkteamsarepopularinorganizations15-6515-66WhyHaveTeamseSoPopularTeamstypicallyoutperformindividuals.Teamsuseemployeetalentsbetter.Teamsaremoreflexibleandresponsivetochangesintheenvironment.Teamsfacilitateemployeeinvolvement.Teamsareaneffectivewaytodemocratizeanorganizationandincreasemotivation.15-67ComparingWorkGroupsandWorkTeamsTurningGroupsIntoEffectiveTeams(cont.)TypesofTeamsteamsdifferintermsofmembershipfunctionalteams-composedofamanagerandher/hisemployeesfromonefunctionalareaissuesofauthority,decisionmaking,andleadershiparerelativelysimpleandclearattempttosolveproblemsinspecificfunctionalareacross-functionalteams-memberscomefromdifferentfunctionalareashybridgroupingofindividualswhoareexpertsinvariousspecialties15-68TypesofTeams(cont.)teamsdifferintermsofstructuresupervised-underthedirectionofamanagerself-managed-operatewithoutamanagerresponsibleforacompleteworkprocessorsegmentassumestheresponsibilitiesofmanagingitselfhaveauthoritytomakeandimplementdecisions,finishprojects,andaddressproblemsorganizationsplantoexpandtheiruseinthefutureTurningGroupsIntoEffectiveTeams(cont.)15-6915-70TypesofTeams15-71TypesofTeams(cont’d)TaskforcesCommittees15-72TypesofTeams