人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_10.docx

《人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_10.docx》由会员分享，可在线阅读，更多相关《人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_10.docx（16页珍藏版）》请在第壹文秘上搜索。

1、CHAPTER10UNDERSTANDINGGROUPSANDMANAGINGWORKTEAMS1.EARNINGOUTCOMESAfterreadingthischapter,studentsshouldbeableto:IO-1.Definegroupandlescribethestagesofg11updevelopment.10-2.Describethemajorconceptsofgroupbehavior.10-3.Discusshowgroupsareturnedintoeffectiveteams.10-4.Discusscontemporarj,issuesinmanagi

2、ngteams.ManagementMythMyth:Teamsalmostalwaysoutperformemployeesworkingindividually.Truth:Teamscanbeveryeffectivedevicesforaccomplishingtasks,butonesizedoesnotfitall.Fortasksthatdemandleapsincreativethinking,individualswilloftenoutperformteams.TeaChingNotes:When1talkcostudentsaboutteams.1alwaysgetmix

3、edreactions.Somestudentsliketo(split)workwithotherstudents:otherswouldratherdoprojectsandassignmentsbythemselves.Oneofthemaindifferencesbetweenteamsatworkandschoolistheeft-ortthatgoesintothetask.Youmaygetsomeinterestingresponsesbyaskingthefollowingquestions:1.Whenyouworkonprojectswithotherstudents,o

4、naverage,howmuchtimeisspenttalkingandcrdinatingwithotherstudents?2.Mostprojectsareassignedatthefirstpanofthesemesterandareusuallydueattheend.Giventhissortoftimeline,whendostudentsstarttomeetandworkontheirprojects?VVHATISAGROUPANDVVHATSTAGESOFDEVE1.OPMENTDOGROUPSGOTHROUGH?A. WhatIsaCroup?1. Agroupist

5、woorn)reinteractingandinterdependentindividualswhocometogethertoachievespecificgoals.2. Formalgroupsareworkgroupsthataredefinedbytheorganizationsstructureandhavedesignatedworkassignmentsandspecifictasksdirectedataccomplishingorganizationalgoals.3. Exhibit10-1providessomeexamplesofformalgroups.a) Com

6、mandgroupsgroups(aaredeie11ninedbytheorganizationchanandcomposedofindividualswhoreportdirectly(oagivenmanager.b) Taskgroupsgroupscomposedofindividualsbroughttogethertocompleteaspecificjobtask:theirexistenceisoftentenxrarybecausewhenthetaskiscompleted,thegroupdisbands.c) Cross-functionalteamsgroupsth

7、atbringtogethertheknowledgeandskillsOfindividualsfromvariousworkareasorgroupswhosemembershavebeen(rainedtodoeachothers,jobs.d) Sel-nanagedteamsgroupsthatareessentiallyindependentandthat,inaddition(otheirown(asks,takeontraditionalmanagerialresponsibilities,suchashiring,planningandscheduling,andevalua

8、tingperformance.4. Informalgroupsaresocialgroupsthatoccurnaturallyintheworkplaceandtendtoformaroundfriendshipsandcommoninterests.B. WhatAretheStagesof(*roupDevelopment?1. Most(earnsfindIliemselvesinacontinualstateofchange.2. There,sageneralpatterntomostteans,evoluionforming,storming,norming,performi

9、ng,andadjourning.(SeeExhibit10-2.)3. Formingischaracterizedbyagreatdealofuncertaintyaboutthegroupspurpose,structure,andleadership.a)Thisstageiscompletewhenmembersthinkofthemselvesaspartofagroup.4. Thestormingstageisoneofinlragroupconflict.a) ThereisresistanceIothecontrolthatthegroupimposesonindividu

10、alityarlconflictoverwhowillcontroltheteam.b) Whencomplete,therewillberelativelyclearleadershipwithinIheteam.5. Thenormingstageisoneinwhichcloserelationshipsdevelopandmembersbegintodemonstratecohesiveness.a) Thereisnowastrongersenseofteamidentityandcamaraderie.b) Itiscompletewhentheteamstructuresolid

11、ifiesandmembershaveassimilatedacommonsetofexpectationsofappropriateworkbehavior.6. Thefourthstageisperforming.a) Thestructureisfullyfunctionalandacceptedby(cammembers.b) Forpe11nanentteams,performingisIhClaststageoftheirdevelopment.7. ForIeinporaryteams,thereisanadjourningstagewheretheteampreparesIb

12、ritsdisbandment.8. SomeresearchersargueIhallhCClTeclivenessofworkunitsdoesincreasea(advancedstages.a)Althoughgenerallytrue,whatmakesateamc(ecliveiscomplex.9. Undersomeconditions,highlevelsofconflictarcconducivetohighgroupperformance.10. Teamsdonotalwaysproceedclearlyfromonestagetothenext.a)Sometimes

13、severalstagesarcgoingonsimultaneously.11. Itisbettertothinkofthesestagesasageneralframework.a)Groupsarcdynamiccnliticsandmanagersneedtoknowthestageagroupisin.II. FIVEMAJoRCONCElrISOFGROUPBEHAVIORA. Introduction1. Tounderstandgroupbehavior,theconceptsofroles,nomsandconformity,statussystems,groupsize,

14、andgroupcohesivenesswillbeexplored.B. Roles1. Arolereferstobehaviorpatternsexpectedofsomeonewhooccupiesagivenpositioninasocialunit.2. Individualsplaymultipleroles,adjustingtheirrolestothegrouptowhichtheybelongatthetime.3. Anindividualwhosconfrontedbydivergentroleexpectationsexperiencesroleconflict.Q

15、uestionOfEthiCSToomuchinformationcansometimesbeabadthing.Inthisexample,acoworkersharesWilhhiSteamhowhepreparesfora20-milebikeracethatincludesshavinghisentirebodyloreduceaerodynamicdrag.Afterhearingthis,anotherteammembersaid.Why.why.whydoweneedtogothere?Iliisisinformationatx)utacoworker,notsomeoneIre

16、allyconsiderafriend,andnowitsforeverburnedinnybrain.*DiscussThis: Whaibenefildrawbacksarisefromsharinginformationlikethis? Whatarctheethicalimplicationsofsharingsuchpersonalinformationintheworkplace?TCHChin找TM:Ithinkyouwillfindthatyoungercollegestudentshavebeenexposedtoalotofsuggestiveandxtentiallyoffendingbehaviorbythetimetheyarein