Transcript
CHAPTER 10 and 14 – COMMUNICATION AND ORGANIZATION STRUCTURE
Communication
Process by which information and meaning is transferred from a sender to a receiver
SENDER
Thinking
Encoding
Transmitting
RECEIVER
Perceiving
Decoding
Understanding
Non-verbal communication
Communication that is not linguistic (vs. verbal communication - words)
The sending and receiving of thoughts and feeling via nonverbal behaviour
Barriers to Communication
Communicator competence
Gender Differences
Information Richness
Noise
Conflicting Role Demands
Physical Distance
Communication Networks
Systematic lines of communication
Two Types - Figure 10.9
Centralized Communication
Decentralized Communication
Organigram
Hierarchy - who reports to who
Sociogram
Who actually speaks to who
Grapevine
Structure
How job tasks are formally divided, grouped and coordinated
Two basic dimensions
Vertical
The authority for planning and decision making
President
VPs
Etc..
Chain of command
Span of control
Horizontal
Grouping of areas of specialization
Different structures
Functional
Classic structure:
CEO
VP Marketing, VP Finance, VP HR
Divisional
Product
CEO
Product Division A, Product Division B, Product Division C
VP Marketing Division A, VP HR Div. A, VP Mark. Div B, etc..
Geographic
CEO
Region A (Canada), Region B (USA)
Maritimes, QC and ON
PRO- get to understand the region
Client based
CEO
Personal Banking, Small Busineses, Lending
…, Personal, Commercial
CHAPTER 11 – TEAMS AND DIVERSITY
Teams
2+ people who work interdependently over time toward a common goal related to task-oriented purpose accountable to one another
Types of Teams (p.357-360, ch.11)
Stages of Team Development (Figure 11.2)
Forming
Storming
Group members sorting roles and responsibilities
Power struggle
Norming
Roles, responsibilities, values, behaviours
Performing
Performing to the best of its abilities, highest stage of development
Adjourning
Punctuated Equilibrium Model
As the team is deciding what to do, they feel a sense of inertia - roles, values, goals etc. They then have a moment "midpoint" of realization that allows them to perform to the best of their abilities as a team.
Team Interdependence
Interdependence of…
Outcomes
Goals
Tasks
The degree to which teammates interact/rely on one another
Types of (task) Interdependence
Pooled interdependence
Everyone is working independently to the output, but not communication within one another , no coordination required, not accountable to one another (Figure 11-3)
Sequential interdependence
Assembly line model, one member to another - all the way until the output
Reciprocal Interdependence
Subgroups working together to attain a common goal, subspecialties with team ->ideal
Comprehensive interdependence
Everyone working together at the same time to attain a common goal, decisions are complex -> requires everyone's input, different expertise, requires a lot of collaboration - more time consuming
Using a type of task interdependence that is NOT called for
Poor goal accomplishment
Team Composition
Five aspects of Team Composition (Figure 11-4)
Member roles
Member ability
Member personality
Conscientiousness
Agreeableness
Helps have smooth team interactions
May not have someone to speak up when necessary
Team diversity
XEROX
Two Opposing Views
Similarity Attraction
Easy to converse
Value in diversity problem-solving
Explanation
Surface level diversity
Deep level diversity
Age of the group: Form, Storm, Norm before Perform
Team Size
Tasks
Disjunctive Task
One correct answer
Conjunctive Task
Not necessarily one correct answer
Additive Task
Everyone is working independently, you take the answer at the end, success depends on how much every single person is working, team won't fail if someone slacks off
Member Ability and Tasks
Disjunctive Tasks
One member with great ability = team success
Conjunctive Tasks
One member with poor ability = team failure
Additive Task
More member with great ability = team success
NORMS
First name basis or more formal
Shared expectations regarding behaviour within the group
Codes of conduct for the team
Provide regularity and predictability
PROCESS LOSS
Getting less than expected from the team
Coordination problems
Motivation problems
Social loafing
TEAM STATES Figure 11.8
Cohesion
When members have strong emotional bonds to other members and the team itself
Threat and competition
Success
Group size
Toughness of initiation
Good, but depends on the norms of the team…
Team Norms are productive + High team cohesion = high task performance
Team norms are counter-productive + high team cohesion = low task performance
Low team cohesion + team norms are productive = moderately high task performance
High team cohesion + team norms are counter-productive = moderately low task performance
Not Good if groupthink takes over…
Team mental models - p. 379-382
Shared knowledge of team members' knowledge, abilities
Shared understanding of work to be done