组织行为学foundationofgroupbehavior(编辑修改稿)

组织行为学foundationofgroupbehavior(编辑修改稿)内容摘要：

cceptance amp。 Groupthift • Groupthinkphenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action • groupshiftA chance in decision risk between the group’s decision amp。 the individual decision that members within the group would make。 can be either toward conservatism or greater risk DM Techniques • Interacting groupstypical groups,where members interact with each other facetoface • Brainstorming • nominal group technique • Delphi technique • Emeeting Class 7. Foundation of Group Behavior 167。 work group of cohesiveness • Time spent together • severity of initiation • group size • gender of member • external threats • previous successes on productivity • Cohesiveness,performance norms • (high,high),high。 (high,low),low。 (low,high),moderate。 (low,low), moderate to low。 Class Team 167。 Teams vs. Groups how do we explain the current popularity of teams? outperforming individuals when the tasks require multiple skill, judgement, experience(better utilize employee talents)。 facilitating employee participation in DM, motivational property. • Work Groupinteracting primarily to share information amp。 to make decisions to help each member perform with his area of responsibility. help each member do better。 Don’t share responsibility for each other’s results • TeamGroup whose individual efforts result in a performance that is greater than the sum of those individual inputs. working interdependently amp。 being jointly accountable for performance goals. of the difference • Work groups Work teams Share information Goal Collective performance Neutral(negative)SynergyPositive Individual Accountability Individual amp。 mutual Random amp。 variedSkills Complementary • Team work, Team playerembody teamwork valve, Intense sense of belonging, Interdependence, Joint responsibility Class 8. Work Team 167。 Types of Teams base on objective • ProblemSolving Teams:Group of 512 employees from the same department who meet for a few hours each week to discuss ways of improving quality,efficiency,amp。 the work setting(Psolving). Quality Circles(Total Q P)Q control,C reduction, P planning,P design • Selfmanagement teams: Group of 1015 people taking on responsibilities of their former supervisors(empower). Office of the Presidentcollectively assumes the role of the COO In managing internal operations • CrossFunctional team: employees from about the same hierarchical level,but from different wok area ing together to acplish a task(coordination) Transnational Teamjointventure team 2. Drucker’s 3 types failure amp。 allbutuniversal belief • Task forcetemporary crossfunctional team. Committeesgroups made up of members from across departmental lines • Baseball TeamSurgical operation team, assembly line. The players play on the team with fixed positions they never “in series”,taking turn • Football Teamthe symphony players play as a team with fixed positions,working “in parallel”. • Tennis Double TeamJazz bo, President’s Office. (57)The players have a primary position,adjusting to their teammate’s strengths,weakness and the changing demands of the “game”.totally break with the past 167。 Building highperformance team • Size of teamskeep them under a dozen. Given a larger working unit,breaking into subteams • Abilities of members3 diffe。