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![Page 1: Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.1 Chapter 12 Understanding Work Teams.](https://reader033.fdocuments.us/reader033/viewer/2022061306/55146c54550346284e8b5e06/html5/thumbnails/1.jpg)
FOM 12.1Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Chapter 12Understanding Work Teams
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FOM 12.2Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Learning Outcomes Define perception and describe the factors
that can shape or distort perception Explain how managers can shape employee
behaviour State how roles and norms influence
employees’ behaviour Describe how group size affects group
behaviour (continued)
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FOM 12.3Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Learning Outcomes(continued) Explain the growing popularity of work
teams in organizations Describe the five stages of team
development Contrast work groups with work teams Identify four common types of work
teams (continued)
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FOM 12.4Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Learning Outcomes(continued) List the characteristics of high-
performing work teams Discuss how organizations can create
team players Explain how managers can keep teams
from becoming stagnant Describe the role of teams in continuous
process improvement programs
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FOM 12.5Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Perception
Process Organizing Interpreting Impressions Meaning to the
environment
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FOM 12.6Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Factors That Can Influence Perception The perceiver The situation The target
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FOM 12.7Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Attribution Attribution
Theory andTheory and
IndividualIndividual
BehaviourBehaviour
ExternalExternal
ExternalExternal
ExternalExternal
InternalInternal
InternalInternal
InternalInternal
Attribution of Cause
DistinctivenessDistinctiveness
ConsensusConsensus
ConsistencyConsistency
HighHigh
LowLow
HighHigh
LowLow
HighHigh
LowLow
InterpretationObservation
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FOM 12.8Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Attribution Errors
FundamentalAttribution
ErrorSelf-serving
Bias
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FOM 12.9Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Halo Effect Stereotyping
Selectivity
Self-FulfillingProphecy
AssumedSimilarity
JudgmentalShortcuts
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FOM 12.10Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Managers and Perception
People react to perceptions
Reality is perception
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FOM 12.11Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Shaping Behaviour Positive reinforcement Negative reinforcement Punishment Extinction
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FOM 12.12Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Attitudes and Behaviour
Consistent
Alignment
“Walk the Talk”
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FOM 12.13Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Group
Two or more interacting and interdependent individuals who
come together to achieve objectives
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FOM 12.14Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Basic Group Concepts Group roles
Set of expected behaviour patterns Attributable to someone who occupies a
given position in a social unit Group norms
Acceptable standards Shared by group members
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FOM 12.15Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Asch Study
X A B C
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FOM 12.16Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Basic GroupBasic GroupConceptsConcepts
(continued)(continued)
StatusStatus
FormalFormal
SizeSize
SmallSmall
InformalInformal
LargeLarge
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FOM 12.17Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Strong Increasein Productivity
Moderate Increasein Productivity
No Significant Effecton Productivity
Decrease inProductivity
Cohesiveness
Ali
gn
men
t o
f G
rou
p a
nd
Org
. G
oal
s High Low
Cohesiveness-Productivity Relationship
High
Low
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FOM 12.18Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Why Are Teams So Popular?
Outperform individuals
Increased use of employee talents
Flexible and responsive
Quickly assembled Increased job
satisfaction
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FOM 12.19Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Stages of Team
Development
Forming
Storming
Norming
Performing
Adjourning
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FOM 12.20Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Teams vs. Groups
Collective performance
Share information
Individual and mutual
Positive Neutral
Complementary
Individual
Random and varied
Accountability
Synergy
Goal
Skills
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FOM 12.21Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Functional Team
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FOM 12.22Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Problem-Solving Team
?
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FOM 12.23Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Self-managed Work Team
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FOM 12.24Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Cross-Functional Team
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FOM 12.25Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Virtual Team
Technology
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FOM 12.26Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Effective Teams
Clear Goals
Relevant Skills
Mutual Trust
GoodCommunication
UnifiedCommitment
Negotiating Skills
Internal Support
EffectiveLeadership
External Support
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FOM 12.27Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Challenges of Creating Team Players
Individuals Culture Communication
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FOM 12.28Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Shaping Team Behaviour
Selection Rewards Learning
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FOM 12.29Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Reinvigorating Mature Teams
Prepare
Team
Encourage
Train
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FOM 12.30Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Contemporary Team Issues
Continuous improvement programs Workforce diversity