management
Read chapter 9. Answer the following question.
1. What are some of the primary reasons people resist change? What are some of the ways a team leader can ensure that change is accepted or at least not resisted?
Read chapter 10. Based on case 10-1 on page 343 as reproduced below, answer the following question.
THE QUIET MEETING:Debbie Ronson, sales supervisor, was just opening a meeting she had called for members of her department. Debbie did most of the talking for the first five minutes, recounting her groups performance over the past week. Then she asked, Are there any questions? No one responded. Debbie then changed subjects. As you know, in two weeks well be going to a new format for scheduling our calls. This was outlined in the memo from the vice president, copies of which I sent to each of you. This is going to alter your calling schedules and significantly change the way weve been doing things. I have some ideas on how we can best work into this new system. But before getting into that, Id like to see if anyone here has any ideas … [pause]. Anyone care to contribute anything? No one in the group responded. Debbie continued, Well, heres what I think we should do. … She then spent eight minutes outlining her plan. After the meeting was over, Debbie discussed it with one of her fellow supervisors. I dont know what it is, she said, but I can never get my people to say much at meetings. I try to give them a chance, but I always end up doing most of the talking. It seems theyre either shy or disinterested, but I really dont know if thats the reason or not. I just wish theyd contribute their ideas.2. What might be some reasons for participants not saying much at Debbies meetings?
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CHAPTER 9
GROUP DEVELOPMENT AND TEAM BUILDING
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Identify the stages of group development
Compare the advantages and limitations of groups
Describe the variables that determine a groups effectiveness
Determine what is involved in team building
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LEARNING OBJECTIVES
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Describe what made team building successful at Resort Quest
Describe what made team building successful in the nonprofit area
Describe how to work with self-managing work groups
Describe what makes team building successful at SEI
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LEARNING OBJECTIVES
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EXHIBIT 9.1 – EXTERNAL AND INTERNAL CHANGE FORCES
Source: Donald C. Mosley, Paul Pietri, Leon Megginson, Management-Leadership in Action, 5th ed, 1996, HarperCollins, 425.
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EXHIBIT 9.2 – ORGANIZATIONAL EFFECTIVENESS RESULTS FROM CHANGING STRUCTURE, TECHNOLOGY, AND/OR PEOPLE
Source: Mosley, Pietri, Megginson, op. cit, 429.
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EXHIBIT 9.3 – DIFFERENT RESPONSES TO CHANGE
Source: William Walker, management consultant, presentation to the North Mississippi Health Services Board of Directors and staff, May 1, 1999. The Wynfrey Hotel, Birmingham, Alabama.
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Two or more people who communicate and work together regularly in pursuit of one or more common objectives
Help achieve synergy and gain the most from employees
Synergy: Two or more people working together in a cooperative, coordinated way can accomplish more than the sum of their independent efforts
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GROUPS
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Prescribed and/or established by the organization
Types
Network groups
Virtuoso groups
Virtual groups
Self-managing work groups
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FORMAL GROUPS
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EXHIBIT 9.4 – A MANAGERS MEMBERSHIP IN DIFFERENT GROUPS
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Evolve out of the formal organization, but are not formed by management or shown in the organizations structure
Help members meet affiliation and social needs
Types
Interest group – Members come together to seek increased fringe benefits or discuss common interests
Friendship group – Mostly social in nature
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INFORMAL GROUPS
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STAGES OF GROUP DEVELOPMENT
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ADVANTAGES AND LIMITATIONS OF GROUPS
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EXHIBIT 9.6 – MODEL OF GROUP EFFECTIVENESS
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EXHIBIT 9.7 – POSSIBLE EFFECTS OF SIZE ON GROUPS
Source: Adapted from Hellriegel/Slocum/Woodman. Organizational Behavior, 10E. 2004 South-Western, a part of Cengage Learning, Inc.
Reproduced by permission. www.cengage.com/permissions.
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Homogeneous group – Effective for simple tasks
Heterogeneous group – Effective for complex tasks
Being a team player and a good follower
Contributors
Collaborators
Communicators
Challengers
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MEMBER COMPOSITION AND ROLES
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TASK AND MAINTENANCE ROLES IN GROUPS
*The distinction between task and maintenance roles is somewhat arbitrary. Some of these terms could be classified in either column.
Effective roles Ineffective roles
Work or task functions Group maintenance functions
Initiating Consensus testing Displays of aggression
Information giving Harmonizing Blocking
Information seeking Gatekeeping Dominating
Clarifying Encouraging Playboy behavior
Summarizing Compromising Avoidance behavior
Reality Testing Sharing feelings Sniping
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Norms: Rules of behavior developed by group members to provide guidance for group activities
Group cohesiveness: Mutual liking and team feeling in a group
Influenced by the size of and frequency of communication in a group
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GROUP NORMS AND GROUP COHESIVENESS
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TEAM BUILDING
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CHARACTERISTICS OF AN EFFECTIVE TEAM
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Rating for communication among nurses, between doctors and nurses, and among the team is very high
Nurses know each job and are able to cover in emergencies
Nurses do not hesitate to approach any doctor if they need guidance or prescriptions
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PROVIDENCE HOSPITAL AND SACRED HEART HOSPITAL CANCER CENTERS EFFECTIVE TEAMWORK
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Regular meetings are held with the doctors and nurses to discuss opportunities for betterment
A staff member interviews all patients regarding care, treatment, positives, and any complaints
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PROVIDENCE HOSPITAL AND SACRED HEART HOSPITAL CANCER CENTERS EFFECTIVE TEAMWORK
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Organization is flexible, creative, and ready for constant transformation
Company is open and not hierarchical
Atmosphere and dress code is business casual
Employees are empowered
Buildings and artwork reflect the culture of the organization
SEI is a perennial member of Fortunes list of Best Companies to Work for in America
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SUCCESSFUL TEAMBUILDING IN SEI
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Challengers
Collaborators
Communicators
Contributor
External change forces
Formal group
Group
Group cohesiveness
Group maintenance roles
Group task roles
Informal group
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IMPORTANT TERMS
Internal change forces
Membership roles
Network group
Norms
Organizational effectiveness
Self-managing work teams
Synergy
Team
Virtual group
Virtuoso group 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER 10
MEETINGS AND FACILITATION SKILLS
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Explain how technology is enhancing meetings
Explain the four basic purposes of meetings
Differentiate between the leader-controlled approach and the group-centered approach used in meetings
Identify the advantages and disadvantages of meetings
Describe the actions a supervisor can take before, during, and after a meeting to make it effective
LEARNING OBJECTIVES
10*
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Explain the process of consensus decision making in meetings
Define group facilitation
Explain the role of group facilitator
Differentiate between process consultation and other models of consultation
Specifically identify what can be done to make teleconferencing more effective
LEARNING OBJECTIVES
10*
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Electronic meetings have gained popularity
Computers, smart phones, and videoconference equipment are used
High-tech support tools impact meeting effectiveness
High-quality visual presentation
Immediate electronic tabulation
Identifying, linking, and editing discussion/comments to evaluate feedback
CHANGING TECHNOLOGY OF MEETINGS
10*
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PURPOSES OF MEETINGS
10*
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Used at meetings of large groups when the leader clearly runs the show and open flow of information is impeded
LEADER-CONTROLLED APPROACH
10*
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EXHIBIT 10.2 – INTERACTION IN THE LEADER-CONTROLLED APPROACH
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Used at meetings where members interact freely and address and question one another
GROUP-CENTERED APPROACH
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EXHIBIT 10.3 – INTERACTION IN THE GROUP-CENTERED APPROACH
10*
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ADVANTAGES AND DISADVANTAGES OF MEETINGS
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Have a clear purpose
Preplan the meeting
Start on time
Designate someone to take minutes
Clarify your expectations
FACTORS TO CONSIDER BEFORE THE MEETING
10*
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Provide leadership by:
Keeping the meeting moving
Ensuring that all members contribute to the discussion
Summarizing from time to time
Addressing problems related to participant behavior
FACTORS TO CONSIDER BEFORE THE MEETING
10*
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EXHIBIT 10.7 – SUGGESTIONS FOR HANDLING DISRUPTIVE AND INAPPROPRIATE BEHAVIORS AT MEETINGS
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Source: Ten Deadly Sins of Poor Presentation from Presentation Plus by David Peoples, 5254. Copyright 1988 John Wiley & Sons, Inc., New York.
Reproduced with permission of John Wiley & Sons, Inc.
2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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EXHIBIT 10.7 – SUGGESTIONS FOR HANDLING DISRUPTIVE AND INAPPROPRIATE BEHAVIORS AT MEETINGS
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Source: Ten Deadly Sins of Poor Presentation from Presentation Plus by David Peoples, 5254. Copyright 1988 John Wiley & Sons, Inc., New York.
Reproduced with permission of John Wiley & Sons, Inc.
2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Encourage two-way communication
Work to achieve consensus decisions
Consensus: All members accept the decision reached
Get closure on items discussed
Closure: Successfully accomplishing the objective for a given item on the agenda
FACTORS TO CONSIDER DURING THE MEETING
10*
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STRATEGIES TO ACHIEVE CONSENSUS DECISIONS
10*
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EXHIBIT 10.9 – ELEVEN TEAM MEMBERS SCORING OF SIX ALTERNATIVES USING THE 10-4 SYSTEM
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Distribute copies of the minutes
Provide a permanent record of what has been agreed on and committed to at the meeting
Identify topics that have not been dealt with fully or have been suggested for a future meeting
Permit a smooth transition
Follow up on decisions made
FACTORS TO CONSIDER AFTER THE MEETING
10*
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Intervening to increase a groups effectiveness by improving:
Goal setting
Action planning
Problem solving
Conflict management
Decision making
Role of the facilitator
Process consultation
Facilitating teleconferencing
GROUP FACILITATION
10*
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EXHIBIT 10.10 – CORE SKILLS FOR THE EFFECTIVE FACILITATOR
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EXHIBIT 10.11 – BASIC AND DEVELOPMENTAL FACILITATION
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Source: Roger M. Schwartz, The Skilled Facilitator: Practical Wisdom for Developing Effective Groups by Roger M. Schwartz, Table 1.1, page 7, adapted as submitted. Copyright 1994 Jossey-Bass Inc. Reproduced with permission of John Wiley & Sons, Inc.
2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Produces a low rate of implementation of the consultants recommendations
Following assumptions must be met
Manager correctly diagnosed organizational needs
Manager communicated the needs to the consultant
PURCHASE-OF-EXPERTISE MODEL
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Manager accurately assessed the capabilities of the consultant to provide the information or the service
Manager considered the consequences of having the consultant gather information and is willing to implement changes recommended by the consultant
Based on a tell and sell method by the expert
PURCHASE-OF-EXPERTISE MODEL
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Places a lot of power in the hands of the consultant in that he or she makes a diagnosis and also prescribes a treatment
Success depends on whether the:
Initial client accurately identified which person, group, or department is unwell
Patient revealed accurate information
Patient accepts the prescription and does what the doctor recommends
DOCTOR-PATIENT MODEL
10*
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Involves others in making a joint diagnosis of the problem and provides others with the skills and tools to make their own diagnoses
Assumptions
Clients/managers do not know what is wrong and need special help in diagnosing their problems
Clients/managers need to be informed of the kind of help to seek from consultants
Most clients/managers need help to identify what to improve and how to improve it
PROCESS CONSULTATION MODEL
10*
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Organizations can be more effective if they learn to diagnose and manage their strengths and weaknesses
Unless remedies are worked out jointly with members of the organization, they are likely to be wrong or to be resisted because they come from an outsider
PROCESS CONSULTATION MODEL
10*
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Unless the client/manager learns to see the problem and thinks through the remedy, he or she will not be willing or able to implement the solution
Essential function of process consultation is to teach the skills of how to diagnose and fix organizational problems
PROCESS CONSULTATION MODEL
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Preparation
Decide who will be in on the call
Establish a clear set of desired outcomes
Create and distribute an agenda
Facilitation
Designate a timekeeper and note taker
Ask members to identify themselves when they speak
Call on those who remain quiet
TIPS FOR FACILITATING TELECONFERENCING
10*
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Poll each member
Track time
Consider alternatives for difficult issues
Review assignments and close positively
Follow-up
Prepare a to-do list with the deadlines and designees and send it out immediately
Solicit feedback about the usefulness of the call
TIPS FOR FACILITATING TELECONFERENCING
10*
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Closure
Consensus
Fact-finding meeting
Group-centered approach
Group facilitation
Information exchange meeting
IMPORTANT TERMS
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Information-giving meeting
Leader-controlled approach
Minutes
Problem-solving meeting
Process consultation
