HROB 3100 Chapter Notes - Chapter 9: Groupthink, Advantageous

• School: University of Guelph
• Department: Human Resources and Organizational Behaviour
• Course: HROB 3100
• Professor: Jamie Gruman

Document Summary

Chapter 9 building effective teams and teamwork. Teams groups of people who are interdependent in the task they perform who affect o(cid:374)e a(cid:374)other"s (cid:271)eha(cid:448)iour through i(cid:374)tera(cid:272)tio(cid:374) a(cid:374)d (cid:449)ho see themselves as a unique entity. One reason for the escalation in the desirability of teamwork is that increasing amounts of data show improvements in productivity, quality, and morale when teams are utilized. Lawler, mohrman, and ledford found that among firms that were actively using teams, both organizational and individual effectiveness were above average and improving in virtually all categories of performance. Variety of factors can affect the performance and usefulness of teams. Hackman identified a set of common inhibitors to effective team performance, including: rewarding performance and recognizing individuals instead of the team, not maintaining stability of membership over time, not providing autonomy, not fostering interdependence, failure to orient. Groupthink occurs when the cohesiveness and inertia developed in a team drives out the good decision making and problem solving.