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4Organizational-Behavior-Joseph-E.-Champoux-20102

Part 3GROUP AND.INTERPERSONAL.PROCESSES IN.ORGANIZATIONSPart 1 Introduction: The Context of Modern Organizational Behavior.and Management.Part 2 Individual Processes in Organizations.Part 3 Group and Interpersonal Processes in Organizations.Part 4 Organizational Processes.Part 5 Organizational Design and Organizational Change.Chapter 10 Groups and Intergroup Processes.Chapter 11 Conflict in Organizations.Chapter 12 Leadership and ManagementPart 3 introduces you to group dynamics and interpersonal processes in.organizations. The main topics include behavior in and between groups, conflict.in organizations, and leadership and management. Each chapter discusses.international aspects of the topics and the ethical issues they raiseThe first chapter in this part, Chapter 10, “Groups and Intergroup Processes,”.describes groups and intergroup processes in organizations. It begins by.distinguishing between formal and informal groups in organizations and then.lays a basic conceptual foundation. The chapter offers various perspectives on.groups in organizations. The chapter builds a model of group formation that.should help you understand how and why cohesive groups form in organizationsChapter 10 features sections on virtual groups, self-managing teams, workgroup.socialization, the effects of workforce diversity on group dynamics, and factors.that affect group effectiveness. The chapter also examines the functions and.dysfunctions of groupsChapter 11, “Conflict in Organizations,” focuses on conflict and conflict.management in organizations. It begins by defining conflict and discussing.functional conflict, dysfunctional conflict, and different levels of conflictConflict episodes and the dynamics of conflict behavior are then discussed. The.episodic feature of conflict in organizations is a key point. A section on conflict.frames and orientations notes their effects on a conflict episode. The chapter.develops a model of conflict management that can guide you in choosing when.to reduce conflict and when to increase conflict. The model can also help you.diagnose conflict in an organizationThe third chapter in this part, Chapter 12, “Leadership and Management,”.describes leadership processes and organizations. It views leadership as an.influence process that affects other people’s behavior. Several approaches to the.study of leadership have evolved over the years. Trait approaches looked for.personal qualities that distinguished effective from ineffective leaders or leaders.from followers. Behavioral approaches focused on leader behavior and leader.effectiveness. Contingency approaches studied the effects of different behaviors.in different situations. The chapter also describes several alternative views of.leadershipChapter 10GROUPS AND.INTERGROUP.PROCESSESAfter reading this chapter, you should be able to.I.I.I.I.I.I.I.I.I.I.I.I.IDistinguish between formal and informal groupsDefine the basic conceptual tools for understanding groupsCompare the functions and dysfunctions of groups in organizationsDescribe how and why cohesive groups form in organizationsDiscuss the role of activities, interactions, and sentiments in cohesive.group formationList the stages of group development and the behavior that likely occurs.in each stageDefine factors that affect group effectiveness, including minority.influence in groupsDiscuss the functioning of virtual groups in organizations and some.characteristics of virtual group technologyExplain the emergence and use of self-managing teams in organizationsDiscuss the management roles required by self-managing teamsDescribe workgroup socialization processesExplain intergroup processes in organizationsAppreciate some international and ethical issues that surround group.and intergroup processes in organizationsGROUPS AND INTERGROUP PROCESSESGroups, group dynamics, and intergroup processes are.inevitable and critical aspects of organizations and.their manage