Scribd
Upload
52 views3 pages

Chapter 11 Study Guide

ch 11 for luthans Organizational Behavior: An Evidence-Based Approach, 13/e

Uploaded by

jacobalmanzar.98
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
52 views3 pages

Chapter 11 Study Guide

ch 11 for luthans Organizational Behavior: An Evidence-Based Approach, 13/e

Uploaded by

jacobalmanzar.98
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 3

Chapter 11 Study Guide

In-Depth Outline of Chapter 11: Groups and Teams


I. Learning Objectives
 Overview of group dynamics and their significance in organizational behavior.
 Implications of group research for evidence-based management.
 Examination of informal groups, groupthink, and the team concept.

II. The Nature of Groups


 Definition and Importance:
o Groups as fundamental sociological units; focus on dynamics among
formal and informal groups.
o Increasing reliance on groups/teams in modern organizations for
enhanced productivity and innovation.
 Key Concepts:
o Group dynamics include interaction and forces among group members.

o Generational and technological influences shaping team structures


(e.g., Millennials, remote teams).

III. Group Formation and Dynamics


 Theories Explaining Group Formation:
o Propinquity theory (spatial proximity leads to group formation).

o Homans’ theory (activities, interactions, and sentiments fostering


group cohesion).
o Balance theory (attraction based on shared attitudes and goals).

o Exchange theory (rewards outweigh costs for group affiliation).

 Stages of Development:
o Forming, Storming, Norming, Performing, and Adjourning stages.

 Practicalities of Group Formation:


o Reasons for group formation: economic, security, and social needs.

o Influence of modern models like the punctuated equilibrium model on


understanding group evolution.
IV. Types of Groups
 Categories:
o Primary groups (e.g., family and work teams) versus secondary groups.

o Formal (committees, task forces) and informal groups (friendships,


coalitions).
 Coalitions:
o Characteristics: shared goals, informal structures, mutual perception of
membership.

V. Implications from Research


 Benefits of Groups:
o Improved individual and organizational effectiveness.

o Enhanced learning, cohesion, and decision-making.

 Leadership's Role:
o Impact of leadership on cohesive group productivity and group
potency.
o Insights from Richard Hackman on conditions for group effectiveness.

VI. Group and Team Effectiveness


 Factors Influencing Effectiveness:
o Task interdependence, outcome interdependence, and group potency.

o Importance of diverse composition and shared goals.

 Examples of Effective Teams:


o Case studies (e.g., Hewlett-Packard, U.S. Navy SEALs).

VII. Dynamics of Informal Groups


 Norms and Roles:
o Norms guide acceptable behavior; roles involve patterns of
expectations (e.g., boundary spanner, negotiator).
 Informal Organization:
o Functions: bridging communication gaps, reducing managerial
workload.
o Dysfunctions: inertia, resistance to change, and conflicting objectives.

VIII. Dysfunctions in Groups and Teams


 Issues in Group Dynamics:
o Norm violations, role ambiguity/conflict.

o Groupthink: consequences of excessive cohesion (e.g., historical policy


failures).
o Risky shift and social loafing phenomena.

 Management Strategies:
o Encouraging dissent and diversity to reduce groupthink.

o Addressing social loafing by providing performance feedback and


assigning individual responsibilities.

IX. Work Teams


 Definition and Differentiation:
o Teams distinguished by mutual accountability and collective work-
products.
o Characteristics: shared leadership, specific goals, and open-ended
problem-solving.
 Types of Teams:
o Project, parallel, and permanent work teams.

o Self-managed and cross-functional teams.

 Examples:
o Massachusetts General Hospital trauma teams, cross-functional Navy
units.

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy