Fundamentals of Management, 8th ed

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.

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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.