Convenience

Chapter 13:
Managing Work Groups and Teams
4 1 5
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The fourth approach is the cognitive approach, which recognizes that negotiators
often depart from perfect rationality during negotiation; it tries to predict how and
when negotiators will make these departures. Howard Raiffa’s decision analytic approach
focuses on providing advice to negotiators actively involved in negotiation.
42
Bazerman
and Neale have added to Raiffa’s work by specifying eight ways in which negotiators
systematically deviate from rationality.
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The types of deviations they describe include
escalating commitment to a previously selected course of action, overrelying on readily
available information, assuming that the negotiations can produce fixed-sum outcomes,
and anchoring negotiation in irrelevant information. These cognitive approaches
have advanced the study of negotiation a long way beyond the early individual and
situational approaches. Negotiators can use them to attempt to predict in advance
how the negotiation might take place.
SUMMARY OF LEARNING OUTCOMES AND KEY POINTS
1.
Define and identify types of groups and teams in
organizations, discuss the reasons people join
groups and teams, and list the stages of group and
team development.
• A group is two or more people who interact reg-
ularly to accomplish a common purpose or goal.
• General kinds of groups in organizations are
• functional groups.
• task groups and teams.
• informal or interest groups.
• A team is a group of workers that functions as a
unit, often with little or no supervision, to carry
out organizational functions.
2.
Identify and discuss four essential characteristics
of groups and teams.
• People join functional groups and teams to
pursue a career.
• Their reasons for joining informal or interest
groups include interpersonal attraction, group
activities, group goals, need satisfaction, and
potential instrumental benefits.
• The stages of team development include testing
and dependence, intragroup conflict and hos-
tility, development of group cohesion, and
focusing on the problem at hand.
• Four important characteristics of teams are role
structures, behavioral norms, cohesiveness, and
informal leadership.
• Role structures define task and socioemo-
tional specialists, and they may be disrupted
by role ambiguity, role conflict, or role
overload.
• Norms are standards of behavior for group
members.
• Cohesiveness is the extent to which members
are loyal and committed to the team and to
one another.
• Informal leaders are those leaders the group
members themselves choose to follow.
3.
Discuss interpersonal and intergroup conflict in
organizations.
• Conflict is a disagreement between two or more
people, groups, or organizations.
• Too little or too much conflict may hurt
performance; an optimal level of conflict may
improve performance.
• Interpersonal and intergroup conflict in orga-
nizations may be caused by personality differ-
ences or by particular organizational strategies
and practices.
4.
Describe how organizations manage conflict.
• Organizations may encounter conflict with
one another and with various elements of the
environment.
• Three methods of managing conflict are
• to stimulate it.
• to control it.
• to resolve and eliminate it.
5.
Describe the negotiation process
• Negotiation is the process in which two or
more parties reach agreement on an issue, even
though they have different preferences regard-
ing that issue.