Exhibit 15-1 Examples of Formal Groups 图表15一1正式群体的例子 ·Command Groups命令群体 >Groups that are determined by the organization chart and composed of individuals who report directly to a given manager. >由组织章程规定，由直接向某个管理者汇报工作的下属组成 ·Task Groups特别行动小组 >Groups composed of individuals brought together to complete a specific job task;their existence is often temporary because once the task is completed,the group disbands. >为了完成某一具体的任务由个人组建起来的群体；它们的存在往 往是暂时的，因为一旦任务完成，这个小组也就解散了。 2007 Prentice Hall,Inc.All rights reserved. 15-6
© 2007 Prentice Hall, Inc. All rights reserved. 15–6 Exhibit 15–1 Examples of Formal Groups 图表 15—1 正式群体的例子 • Command Groups 命令群体 ➢ Groups that are determined by the organization chart and composed of individuals who report directly to a given manager. ➢ 由组织章程规定，由直接向某个管理者汇报工作的下属组成 • Task Groups 特别行动小组 ➢ Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because once the task is completed, the group disbands. ➢ 为了完成某一具体的任务由个人组建起来的群体；它们的存在往 往是暂时的，因为一旦任务完成，这个小组也就解散了
Exhibit 15-1 Examples of Formal Groups(cont'd) 图表15一1正式群体的例子（续） ·Cross-Functional Teams跨职能团队 >Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others'jobs >汇集了来自不同工作领域和群体的个人的知识和技能，这个群体 的成员受过培训，因而能够相互替代工作 ·Self-Managed Teams自我管理团队 >Groups that are essentially independent and in addition to their own tasks,take on traditional responsibilities such as hiring, planning and scheduling,and performance evaluations >这是一种基本上独立的群体。除了完成本职工作外，还承担着一 些传统意义上的管理职责，如人员招聘、计划安排、绩效评估等 工作 2007 Prentice Hall,Inc.All rights reserved. 15-7
© 2007 Prentice Hall, Inc. All rights reserved. 15–7 Exhibit 15–1 Examples of Formal Groups (cont’d) 图表 15—1 正式群体的例子 （续） • Cross-Functional Teams 跨职能团队 ➢ Groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each others’ jobs. ➢ 汇集了来自不同工作领域和群体的个人的知识和技能，这个群体 的成员受过培训，因而能够相互替代工作 • Self-Managed Teams 自我管理团队 ➢ Groups that are essentially independent and in addition to their own tasks, take on traditional responsibilities such as hiring, planning and scheduling, and performance evaluations. ➢ 这是一种基本上独立的群体。除了完成本职工作外，还承担着一 些传统意义上的管理职责，如人员招聘、计划安排、绩效评估等 工作
Stages in Group Development 群体的发展阶段 ·Forming形成阶段 ·Performing执行阶段 > Members join and begin the > A fully functional group process of defining the group's structure allows the group to purpose,structure,and leadership. focus on performing the task at 成员加入组织并开始了确定组织目标、 hand. 基础和领导阶层的过程 > 组织的群体结构发挥着最大作用， ·Storming震荡阶段 并进入完成当前工作的任务上 >Intragroup conflict occurs as ·Adjourning解体阶段 individuals resist control by the >The group prepares to disband group and disagree over leadership. and is no longer concerned with 》群体成员抵制着群体对个体的控制， high levels of performance. 并在谁领导群体问题上出现了冲突 > 群体为解散做好准备，不再重点关 ·Norming规范阶段 注高工作业绩。 >Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior. >密切的群体关系得以发展，同时群体 中也表现除了内聚力，并建立了规范 的被接受的行为 2007 Prentice Hall,Inc.All rights reserved. 15-8
© 2007 Prentice Hall, Inc. All rights reserved. 15–8 Stages in Group Development 群体的发展阶段 • Forming 形成阶段 ➢ Members join and begin the process of defining the group’s purpose, structure, and leadership. ➢ 成员加入组织并开始了确定组织目标、 基础和领导阶层的过程 • Storming 震荡阶段 ➢ Intragroup conflict occurs as individuals resist control by the group and disagree over leadership. ➢ 群体成员抵制着群体对个体的控制， 并在谁领导群体问题上出现了冲突 • Norming 规范阶段 ➢ Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior. ➢ 密切的群体关系得以发展，同时群体 中也表现除了内聚力，并建立了规范 的被接受的行为 • Performing 执行阶段 ➢ A fully functional group structure allows the group to focus on performing the task at hand. ➢ 组织的群体结构发挥着最大作用， 并进入完成当前工作的任务上 • Adjourning 解体阶段 ➢ The group prepares to disband and is no longer concerned with high levels of performance. ➢ 群体为解散做好准备，不再重点关 注高工作业绩
Exhibit 15-2 Stages of Group Development 图表15一2群体发展的阶段 Prestage 1 Stage I Stage ll Forming Storming 前阶段1 阶段I形成 阶段Ⅱ震荡 Stage Ill Stage IV Stage V Norming Performing Adjourning 阶段Ⅲ规范 阶段IV执行 阶段V解体 2007 Prentice Hall,Inc.All rights reserved. 15-9
© 2007 Prentice Hall, Inc. All rights reserved. 15–9 Exhibit 15–2 Stages of Group Development 图表 15—2 群体发展的阶段 前阶段1 阶段Ⅰ 形成 阶段Ⅱ 震荡 阶段Ⅲ 规范 阶段Ⅳ 执行 阶段Ⅴ 解体
Exhibit 15-3 Group Behavior Model 图表15一3群体行为模型 群体 群体 任务 成员 作用于 资源 群体 群体 工作 运行 的外部 绩效与 过程 环境 满意度 群体 结构 2007 Prentice Hall,Inc.All rights reserved. 15-10
© 2007 Prentice Hall, Inc. All rights reserved. 15–10 Exhibit 15–3 Group Behavior Model 图表 15—3 群体行为模型 作用于 群体 的外部 环境 群体 成员 资源 群体 结构 群体 运行 过程 群体 任务 工作 绩效与 满意度