Ebook Essentials of organizational behavior (14/E): Part 2
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Ebook Essentials of organizational behavior (14/E): Part 2
www.downloadslide.netFrom Groups to TeamsPearson MyLab Management*Q Improve Your Grade!When you see this icon o. visit mymanagementlab.com for activit Ebook Essentials of organizational behavior (14/E): Part 2ties that are applied, personalized, and offer immediate feedback.LEARNING OBJECTIVESAfter studying this chapter, you should he able to:1Analyze the continued popularity of teams in organizations.2Contrast groups and teams.3Contrast the five types of team arrangements.4Identify the characteristics o Ebook Essentials of organizational behavior (14/E): Part 2f effective teams.5Explain how organizations can create team players.6Decide when to use individuals instead of teams.0 Chapter Warm-upIf your professEbook Essentials of organizational behavior (14/E): Part 2
or has chosen to assign this, go to the Assignments section of mymanagementlab.com to complete the chapter warm-up.WHY HAVE TEAMS BECOME so POPULAR?Whwww.downloadslide.netFrom Groups to TeamsPearson MyLab Management*Q Improve Your Grade!When you see this icon o. visit mymanagementlab.com for activit Ebook Essentials of organizational behavior (14/E): Part 2rform a brilliant individual every lime." writes Forbes publisher Rich Karlgaard.1 In some ways, he’s right. Teams can sometimes achieve feats an individual could never accomplish? Teams are more flexible and responsive to changing events than traditional departments or other forms of permanent200ww Ebook Essentials of organizational behavior (14/E): Part 2w.downloadslide.netChapter 11 • From Groups to Teams 201groups can be. They can quickly assemble, deploy, refocus, and disband. They are an effectiveEbook Essentials of organizational behavior (14/E): Part 2
means to democratize organizations and increase employee involvement. And finally, research indicates that our involvement in teams positively shapes www.downloadslide.netFrom Groups to TeamsPearson MyLab Management*Q Improve Your Grade!When you see this icon o. visit mymanagementlab.com for activit Ebook Essentials of organizational behavior (14/E): Part 2braced teamwork doesn’t necessarily mean teams are always effective. Team members, being human, can be swayed by fads and herd mentality that can lead them astray from the best decisions. What conditions affect their potential? How do members work together? Do we even like teams? Maybe not. To answe Ebook Essentials of organizational behavior (14/E): Part 2r these questions, let's first distinguish between groups and teams.DIFFERENCES BETWEEN GROUPS AND TEAMSGroups and teams are not the same thing. In ChEbook Essentials of organizational behavior (14/E): Part 2
apter IO. we defined a group as two or more individuals, interacting and interdependent, who work together to achieve particular objectives. A work grwww.downloadslide.netFrom Groups to TeamsPearson MyLab Management*Q Improve Your Grade!When you see this icon o. visit mymanagementlab.com for activit Ebook Essentials of organizational behavior (14/E): Part 2orkgroups have no need or opportunity to engage in collective work with joint effort, so the group’s performance is merely the summation of each member’s individual contribution. There is no positive synergy that would create an overall level of performance greater than the sum of the inputs. A work Ebook Essentials of organizational behavior (14/E): Part 2group is a collection of individuals doing their work, albeit with interaction and/or dependency.A work team, on the other hand, generates positive syEbook Essentials of organizational behavior (14/E): Part 2
nergy through coordination. The individual efforts result in a level of performance greater than the sum of the individual inputs.In both workgroups awww.downloadslide.netFrom Groups to TeamsPearson MyLab Management*Q Improve Your Grade!When you see this icon o. visit mymanagementlab.com for activit Ebook Essentials of organizational behavior (14/E): Part 2 making (even if just informally about the scope of membership). Both may generate ideas, pool resources, or coordinate logistics such as work schedules; for the w orkgroup, however, this effort will be limited to information gathering for decision makers outside the group.Whereas we can think of a Ebook Essentials of organizational behavior (14/E): Part 2work team as a subset of a workgroup, the team is constructed to be purposeful (symbiotic) in its member interaction. The distinction between a workgrEbook Essentials of organizational behavior (14/E): Part 2
oup and a work team should be kept even when the terms arc mentioned interchangeably in differing contexts. Exhibit 11-I highlights the differences bewww.downloadslide.netFrom Groups to TeamsPearson MyLab Management*Q Improve Your Grade!When you see this icon o. visit mymanagementlab.com for activit Ebook Essentials of organizational behavior (14/E): Part 2a of responsibility.Work teamA group whose individual elforts result in performance Hull is greater than rhe sum of rhe individual inputs.Work GroupsShare informationNeutral (sometimes negative)IndividualRandom and varied Ebook Essentials of organizational behavior (14/E): Part 2www.downloadslide.netFrom Groups to TeamsPearson MyLab Management*Q Improve Your Grade!When you see this icon o. visit mymanagementlab.com for activitGọi ngay
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