Framework for Analyzing Work Groups The start the thirteen a parar tetramarate t 2 of 19 - wa ta pattamait thathamar t at the pu in Wik at a tr atta laal aarti pay mai pener he unigai lasdar, aalatians . share , ) in a part heart attathariar alara titlets the print - . Te a da amid The More Capportowa prawna na point alaga Merit Corporation: Part 1 The MI tan transit unit is same We will add to the comme . GA tastar For the exclusive use of S. Marquez, 2021. ial art eat me turned the theatinas arihatan arat tind a natata tar in a a - - andal at - that lay , alar www. MEL M 16 mphariard athaal let mar, hare Mu , Mutts naan Nee yalis ladi nai akpal her 4 Titatins tail is a tes natuparna laai pat 10 years, , as d star tamil it n The buhaw dengan - it as all yamal hai rain The fast hail annot be the capacity and Terminathan d. They at heart ratel tatatty Haathir tea a ders to i ta tart Flare leakadai Ma Tha datalist tea , HERE Ah and tritiy to , 1 htted tea ls trai en pape pha thai - shouting and in the Wind of people who would give me to the ' . r y cewe , Group Contest White For the exclusive use of S. Marquez, 2021. part, in - , os, malature - , yars that Mamta tauty again pred the power but want , he tries to . Wysowe w wider Den we want theme we then the 11 , w mentem may www.mond aaye TM al - , MLA- penyelewe developen weet These comes the degree and For the exclusive use of s. Marquez, 2021. Mars Corporation: Part 2 | aanal , Christiapier Am, 28, 14 Mars, tah , y n at laste a trains Naa at rians at kaige Mathie Tharts arrahrail at a nilae 24, MA.. tries are parte Hats-Cutletart Ma Tangle art and artilage in the third test , Nari - Artin alpurilatta e Tatas 2, MA, et | P. Mariate Dan tamilar the firm has mar, E.ACate, wathy Mural wates les AN A HEA Mate Marie 2 - Clas. - Animals Me Hariharan Sweteryn wat wwwwww www gem For the exclusive use of S. Marquez, 2021, W www my Group Design Factors . Tutam trailer The latter M - hthat s - - Malar and that he handai Matar For the exclusive use of s. Marquez, 2021. N Tad OL wome 7 of 19 ask Requirements ht ND durant capable high be Formal Organisation hat we For the exclusive use of S. Marquez, 2021. . ther All the www www that NO wwww www The www hty www Shorts mange preg wwwww Merit Corporation: Part 3 Merwe www.com Awwww www For the exclusive use of S. Marquez, 2021. unded and the the two whe www. Tube www www V was com apg Kwww.thed fechnical expert with the wybud MA i iclay D For the exclusive use of S. Marquez, 2021. ch w De Ware theast Awwww w te www dhe depth wwwww the wenn w Caler - , www , otesta es - - Pithaale, stares, M par , MD : M The ne - wwwwww wher all catermit For the exclusive use of S. Marquez, 2021. the it. Here A pay has in idate NTR tech hele www.com.mm Therm - T - - - - - and way.cat wyd white ting - pe Maris Corporation Part 4 M NTD Tp hai la They ppcmwt with the at is that start ite, halt last tar attatturtam lalala Outcomes and Feedback Although managers may be tempted to think of what a group produces solely in terms of its work productivity, the outcomes of a group are actually multidimensional Consider here the varios outcomes that a group produces under three heading (1) productivity. sidactice and individual growth The productivity of the NPD group was quite high. The group produced a variety of new product ideas and successfully introduced a new product into a competitive marketplace. The maj purpose for establishing the group in the first place was met Beyond work productivity, an important outcome for the group was its sense of satisfaction with how it operated and what it achieved. The term satisfaction is a shorthand for the rich misture the domestre y Sot On Cam For the exclusive use of S. Marquez, 2021. Framework for Analyzing Wort Group of feelings that a member can experience as a result of being a part of a succesul group. These feelings can include strongly negative, as well as positive, ambivalent and sometimes even contradictory emotions. They are part of what fuels each member's participation or lack of it in the group. Think, for a moment of the groups in which you have specially enjoyed working What were the characteristics of those groups? How did you feel during the group meeting? How did that add to the amount and the quality of the work you did? Emotions, feelings of satisfaction or dissatisfaction can be powerful stimuli for behance in groups. As some scholars have phrased it, groups run on emotion. The feelings that result from period of work have reinforcing effects on existing aspects of group life. As group members see the group producing certain outcomes, this reinforces or weakens features in the group culture. For example, those in the NPD group who championed the product idea that proved to be a market access probably saw their standing increased. The success of the group and the attendant positive feelings reinforced the map and the group's noems about what was to be value and what was not In addition, feedback can reinforce or weaken the patterns of interaction between people, task and formal organization. Since the feedback in this case is positive patterns are strengthened. If the outcomes had been negative, the pattern of working together, which the greap had evolved, would be questioned Crucial for managing the group's long-term health is the extent to which individuals feel they are leaming and growing No direct information exists on the NPD group, but it appears that many of the eight see themselves as learning and growing O'Hara and Kris with non-business backgrounds, are learning to operate successfully in a business setting In exercising leadership skills Waters le growing and developing as a manager. Individual growth like this keeps a member involved and committed to the group's activities and provides a basis for even better performance over the long run. If such individual commitment was found lacking the manager of a group would have to resort to increasingly heavy extemal pressures that would eventually besef-defeating Work Group Behavior Model The concepts introduced to this point can now be brought together in a model of work group behavior that is devised for managers and focuses on the dominant features of how a group operates and the action available to a manager for managing a group. The model does not aim for conceptual elegance, nor is it totally inclusive, rather, it tries to distill the number of categories down to those that accurately portray the main features of group life See Figure for the major elements of the model) . For the exclusive use of S. Marquez, 2021. The www w - a uture the plan tural . The , yales - 1 aata , the - alata tant, , atars atpare all - wwwwwwwwwwwwwwwww potate. alatians - T Slowly made wheelcharte - Me , rasanaa thane ena taran Tara , to Merit Corporation: Parts : | The latu. Katerina Tucon : - Dail - The NR Paattaa - wwwwww Man w days Tamil Data at MD pai was a tal Tales her, has - Mart Corporation: Parts teenaam) Th alaimal www ata , aliate line them Eat - For the exclusive use of S. Marquez, 2021. www. at that is . Duratia in it - ts arai aligai athie 2. 1. Lai wi ital Delta Conclusion The model of group behavior presented here captures much of what happens in a work group and provides a platform for building further knowledge. Looking at groups in this way allows the reader to identify the multiple causes of a group's behavior and performance. Furthermore, the model in its attention to managerial action, and what is and is not under a manager's control suggests how one might think about participating in and leading a work group By showing how leadership functions can be distributed in a group and how a map is interactively constructed, the model refreshene's thinking about leadership in work groups. One does not have to be appointed the formal leader of a group to help build a culture that bringe together members, tasks, and organization. In high performing groups the behaviors that maintain a group socially and those that move it toward task accomplishment are usually shared among several members. Likewise, although the first attempt usually falls to the formal leader, informal leaders can play a major role in formulating or reformulating the map that guides a group's efforts. 17 This is what you may by Cherry Moto2021 Mar 2012 For the exclusive use of S. Marquez, 2021. Framework for Analyzing Work Groups 480-609 The culture that is constructed by group members represents a stance they take vis-a-vis the rest of the world and affects in direct ways how effective they are. They try it out and subsequent outcomes provide feedback for further action. Feedback from the rest of the world leads to reinforcing modifying or in unusual cases abandoning the map, norms, and roles that make up the group culture. The revived pattems of thinking and interacting go through additional cycles over the group's life. The possibilities lie within a group for either continued growth and development, or for settling into established routines In summary, group culture is closely connected to the outcomes that the group produces and yet culture is beyond the direct control of a manager. A manager works through three design factors-people, tasks, and formal organization to influence culture. There are the most readily available areas for actions for influencing group behavior. But managerial action should be taken only after a careful analysis of how the culture of the group will be affected and what the consequences will be for the group. It is a mistake to be concerned with productivity without also being concerned about emotional and individual growth. To improve a work group's performance, one must understand the multiple cause of the group's behavior. This model provides a practical starting point for acquiring such an understanding Chapter 5: THE HARVARD CHALLENGE Framework for Analyzing Workgroups (Harvard Business School Case 480009) This case examines the formation, success, and demise of the Merit New Product Development Team, an endeavor of the CEO to turn around the fortunes of a small struggling furniture maker. 1) Using the culture model provided in the case, what are the primary differences between the culture of the New Product Development Team, and that of the rest of the firm? 2) What do you think are the implications of any of these cultural differences diagnosed in your response to question #1