Transcript Interpersonal Skills and Group Dynamics

Interpersonal Skills
and Group Dynamics
Denhardt, Chp. 11
Motivation:
Pay and job satisfaction (Hertzberg)

Hygiene factors: pay, working conditions
–

Related to job dissatisfaction
Motivators: oppty for achievement, recognition and
advancement
–
Related to job satisfaction
Maslow’s theory of human development:
A hierarchy of needs





Physiological needs - food, clothing, shelter
Safety and security
Social needs
Ego satisfaction/self-esteem
Self-actualization
Hawthorne studies

Purpose: determine effect of environmental variables on performance
–

Monitored effects of lighting on productivity
When results were surprising, added supervisory and social variables
–
–
–
Supposedly the results indicated that “a happy worker is a
productive worker” (controversy whether studies actually said
this)
Possibly it’s the other way – that better performance leads to job
satisfaction
Third possibility: that job satisfaction and performance are
associated only if rewards are based on performance
Reinforcement theory

Positive reinforcement: reward follows behavior
– behavior will repeat

Negative reinforcement: removal of something unpleasant follows
behavior
– behavior will repeat

Punishment follows behavior
– behavior less likely to repeat

Nothing follows behavior
– behavior may extinguish
Reinforcement principles

Response should promptly follow behavior

Patterns of response
–
–

Continuous (every time behavior occurs)
Partial (proportion of behaviors)
Frequency of response
–
–
Consistent: may learn quickly, then forget quickly when
responses stop
Random: slower to learn, persists even when responses stop
Reinforcement –
Applications to management

One-minute praising/one-minute reprimand (Blanchard and Johnson)
–
–
–

Follows the behavior closely
Is specific
Ends quickly, with a show of support
Pay-for-performance (PFP): assumptions
–
–
–
–
Must be able to accurately measure performance
PFP must influence individual decisions to remain with an
organization
PFP must influence individual decisions to work harder
Employees are highly motivated by financial rewards
Motivation through goal setting

Process
– Write it down
– Goal must be specific
– Means to reach goal must be clearly articulated
– Set a deadline
– Goal must be attainable
– Goal should be challenging

Participatory approach
– Subordinates might set more difficult goals than managers
– If limits are placed process might generate cynicism
Group decisionmaking:
Advantages





More information
Synergy - whole is greater than the sum of its parts
Loss of information when transmitted linearly
Communication patterns important
– Centralized: better for simple problems?
– Decentralized: better for complex issues?
Potentially less risk (?)
– Do groups really make less risky decisions than
persons working alone? (Denhardt is way out on the
limb on this one)
Group decisionmaking:
Disadvantages




Time constraint
Cost
Deferral of responsibility and accountability
Groupthink (opposite of synergy)
–


May be consequence of excessively cohesive groups, where
people feel obliged to conform
Groups might make more risky decisions
Can breed cynicism if members feel constrained
Groups:
Interpersonal dynamics





Personal animosities
Hidden agendas
Patterns of group development
– Initial dependence on leader
– May be followed by counterdependence - hostility to leader
– Goal: interdependence
Types of rebellion
– Flight / Fight / Pairing
Changing the composition of a homogeneous group
–
If badly outnumbered, “O’s” might be isolated or stereotyped
Groups:
Decisionmaking techniques

Brainstorming: generate as many ideas or solutions as possible
– Suspend judgment until done

Nominal group technique: avoid groupthink
– Present problem
– Members work alone to write solutions
– Members present one solution at a time until everyone is heard
– Members rank solutions on secret ballot, best to worst

Quality circles use various techniques

Group decisionmaking can breed dangerous (unified) cynicism and
discontent if solutions are ignored or unacceptable to higher-ups
Vroom-Yetton-Jago
Decisionmaking model


Key issue: When & to what extent should groups be involved in
making decisions?
Continuum (Autocratic/Consultative/Group)
– AI: Solve the problem yourself with information at hand
– AII: Obtain information from subordinates, then decide (may or
may not share problem)
– CI: Share problem with subordinates individually, then decide
– CII: Share problem with subordinates in a group meeting, then
decide
– GII: Share problem with subordinates and moderate their effort to
achieve a solution
http://www.css.edu/users/dswenson/web/LEAD/vroom-yetton.html
Vroom-Yetton-Jago decision
points (factors to consider)








QR - Does problem have a quality requirement? (L/H)
CR - Is acceptance of decision by subordinates important? (L/H)
LI - Do you have enough info to make a high-quality decision? (Y/N)
ST - Is the problem structured? (Y/N)
CP - Would a non-consultative decision be accepted by subordinates?
(Y/N)
GC - Do subordinates share the organizational goals that are intended to
be attained? (Y/N)
CO - Will a solution lead to conflict between subordinates? (Y/N)
SI - Do subordinates have the necessary information to make a decision?
(Y/N)
http://www.css.edu/users/dswenson/web/LEAD/vroom-yetton.html
QR
CR
LI
ST
CP
GC
CO
SI
http://www.css.edu/users/dswenson/web/LEAD/vroom-yetton.html
Change

Guidelines for facilitating change
–
–
–
–
Do people trust the person proposing the change?
Do people understand the implications of the change?
Have people been involved in developing the
proposal?
Is management sensitive to the personal impacts of
change?
Change technique:
Organization Development (OD)

Focus on human obstacles to change

Main focus: personal misunderstandings and mistrust
– Restrict patterns of behavior
– Limit organizational capabilities
– Makes it difficult to adapt to change
Goals of OD




Unfreeze problematic relationship patterns
Replace them with better relationships
Freeze the changes in place
For persistence: individuals must relearn their
theories of organizations - not just change their
behavior
OD Process



Use an external interventionist (change agent)
Change techniques
– Team building/development
– Intergroup problem solving/conflict resolution
– Goal setting and planning (like MBO)
– Sensitivity training
Issues
– Why the change? To benefit the organization? Employees?
– Will OD be perceived as a “sales” or “con job”? Is it?