Transcript Document

Organizational Behavior:
Group Dynamics and
Teamwork
Gholipour A. 2006. Organizational Behavior. University of Tehran
Sociological Criteria of a group
• Two or more freely interacting people
(Interdependent -interact and influence each other);
• Mutually accountable for achieving common goals;
• Common Identity;
.
• Collective Norms.
Gholipour A. 2006. Organizational Behavior. University of Tehran
Security
SelfEsteem
Power
Status
What
Makes
People
Join
Groups?
Affiliation
Goal
Achievement
Gholipour A. 2006. Organizational Behavior. University of Tehran
Groups versus Teams
• All teams are groups
• Teams have task interdependence whereas some
groups do not (e.g., group of employees enjoying
lunch together)
• Teams have a positive synergy
.
• Skills in teams are complementary
Gholipour A. 2006. Organizational Behavior. University of Tehran
Functions of Formal Groups
Organizational Functions
Individual Functions
1. Accomplish complex, interdependent
tasks that are beyond the capabilities
of individuals.
2. Generate new or creative ideas and
solutions.
3. Coordinate interdepartmental efforts.
4. Provide a problem-solving mechanism
for complex problems requiring
varied information and assessments.
5. Implement complex decisions.
6. Socialize and train newcomers.
1. Satisfy the individual’s need for
affiliation.
2. Develop, enhance, and confirm the
individual’s self-esteem and sense of
identity.
3. Give individuals an opportunity to
test and share their perceptions of
social reality.
4. Reduce the individual’s anxieties and
feelings of insecurity and powerlessness.
5. Provide a problem-solving mechanism
for personal and interpersonal problems.
Gholipour A. 2006. Organizational Behavior. University of Tehran
Theories of Group
Formation
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Propinquity
Needs, Functions and Goals
Interaction
Balance Theory
Exchange Theory
Five-Stage Theory
Punctuated Equilibrium Model
Gholipour A. 2006. Organizational Behavior. University of Tehran
Tuckman’s Five-Stage Theory
of Group Development
Performing
Adjourning
Norming
Storming
Forming
Return to
Independence
Dependence/
interdependence
Independence
Gholipour A. 2006. Organizational Behavior. University of Tehran
Tuckman’s Five-Stage Theory
of Group Development (continued)
Forming
Individual
Issues
Group
Issues
Storming
Norming
Performing
“How do I fit
in?”
“What’s my
role here?”
“What do the “How can I best
others expect perform my
me to do?”
role?”
“Why are we
here?”
“Why are we
fighting over
who’s in
charge and who
does what?”
“Can we agree
on roles and “Can we do the
work as a
job properly?”
team?”
Gholipour A. 2006. Organizational Behavior. University of Tehran
NOT QUITE A SOCIAL GROUP
• Category
– People with common status (girls, doctors,
nurses)
• Aggregate
– People in the same place (people at the mall)
• Crowd
– Temporary cluster of people (spectators at a
game, passengers waiting to board an airplane)
Gholipour A. 2006. Organizational Behavior. University of Tehran
PRIMARY GROUPS
• Traits
– Small
– Personal orientation
– Enduring (long lasting)
– Frequent interaction
– Face-to-face
– Intimate
– sense of belonging
– emotional orientation: bond based on emotions
– loyalty
• Primary relationships
– First group experienced in life
– Irreplaceable
– Security
• Assistance of all kinds
– Emotional to financial
Examples: the family.
Gholipour A. 2006. Organizational Behavior. University of Tehran
Gholipour A. 2006. Organizational Behavior. University of Tehran
SECONDARY GROUPS
• Traits
–
–
–
–
Large membership: larger than primary groups
Goal or activity orientation
impersonal and formal
Infrequent interaction
– Secondary relationships
– Weak emotional ties between persons
– Short term
• Importance
– Networking
– Career goals
Examples: co-workers, political organizations
Gholipour A. 2006. Organizational Behavior. University of Tehran
In-Groups and Out-Groups
• In-group
– “group with which people identify and have a
sense of belonging”
– pronoun “WE”
• Out-group
– “group that people do not identify with
– pronoun “THEY”
– Loyalty to INGROUP
– Opposition to OUTGROUPS
Gholipour A. 2006. Organizational Behavior. University of Tehran
Reference Groups
• In-groups can be secondary or primary groups,
but in either case, they are always reference
groups, real or imaginary .
• a standard to evaluate ourselves
normative function
comparative function
Gholipour A. 2006. Organizational Behavior. University of Tehran
Group Dynamics
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1.
2.
Leadership
Roles
Norms
Status
Size
Composition
Cohesiveness
Socio-emotional
Instrumental
Gholipour A. 2006. Organizational Behavior. University of Tehran
Different Role Requirements
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Role Identity
Role Perception
Role Expectations
Role Conflict
Role Overload
Role Ambiguity
Gholipour A. 2006. Organizational Behavior. University of Tehran
Task Roles
Roles
Description
Initiator
Information seeker/giver
Opinion seeker/giver
Elaborator
Coordinator
Orienter
Evaluator
Energizer
Procedural Technician
Recorder
Suggests new goals or ideas
Clarifies key issues
Clarifies pertinent issues
Promote greater understanding
Pulls together key ideas and
suggestions
Keeps group headed toward its stated
goal(s)
Tests group’s accomplishments
Prods group to move along or to
accomplish more
Performs routine duties
Performs a “group memory” function
Gholipour A. 2006. Organizational Behavior. University of Tehran
Maintenance Roles
Roles
Description
Encourager
Harmonizer
Fosters group solidarity
Mediates conflict through
reconciliation or humor
Helps resolve conflict by
meeting others”half way”
Compromiser
Gate Keeper
Encourages all group members to
participate
Standard setter
Evaluates the quality of group
processes
Commentator
Records comments on group
processes/dynamics
Serves as a passive audience
Follower
Gholipour A. 2006. Organizational Behavior. University of Tehran
Individual versus Group
Decision Making
Individuals
Groups
• Speed
• Knowledge & Diversity
• Clear Accountability
• High Quality Decisions
• Consistent Values
• Increased Acceptance
Gholipour A. 2006. Organizational Behavior. University of Tehran
Group Dysfunctions
• Conformity (Sharif, Asch, Milgram,
Hofling)
• Groupthink
• Social loafing
• Risky shift
Gholipour A. 2006. Organizational Behavior. University of Tehran
GROUP CONFORMITY STUDIES
PRESSURES TO CONFORM TO GROUP DESIRES
• Asch’s research
– Willingness to COMPROMISE our own judgments
– Line experiment
• Milgram’s research
– Role authority plays
– Following orders
• Janis’ research
– Negative side of ‘groupthink’
• Lack of objectivity
Gholipour A. 2006. Organizational Behavior. University of Tehran
ASCH’S LINE EXPERIMENT
Gholipour A. 2006. Organizational Behavior. University of Tehran
Symptoms of Groupthink
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Invulnerability
Inherent morality
Rationalization
Stereotyped views of opposition
Self-censorship
Illusion of unanimity
Peer pressure
Mindguards
Gholipour A. 2006. Organizational Behavior. University of Tehran
How to Prevent Groupthink
Every group member a critical evaluator
Avoid rubber-stamp decisions
Different groups explore same problems
Rely on subgroup debates and outside experts
Assign role of devil’s advocate
Rethink a consensus
Gholipour A. 2006. Organizational Behavior. University of Tehran
Conditions for Social Loafing
• Low task interdependence
• Individual output not visible
• Routine, uninteresting tasks
• Low task significance
• Low collectivist values
Gholipour A. 2006. Organizational Behavior. University of Tehran
Types of Teams
General Typology of Teams
Common Forms of Teams
• Advice
• Problem solving
• Production
• Self-managed
• Project
• Cross-functional
• Action
• Virtual
Gholipour A. 2006. Organizational Behavior. University of Tehran
Virtual Teams
• Cross-functional teams that operate across space,
time and organizational boundaries using information
technology
• Increasingly possible because of:
– Technology
– Knowledge-based work
• Increasingly necessary because of:
– Globalization
– Knowledge management
– Need for team work
Gholipour A. 2006. Organizational Behavior. University of Tehran
Survey Evidence: What SelfManaging Teams Manage
Percentage of Companies Saying Their Self-Managing
Teams Perform These Traditional Management Functions
by Themselves.
Schedule work assignments
Work with outside customers
Conduct training
Set production goals/quotas
Work with suppliers/vendors
Purchase equipment/services
Develop budgets
Do performance appraisals
Hire co-workers
Fire co-workers
67%
67
59
56
44
43
39
36
33
14
Source: Adapted from “1996 industry Report: What Self-Managing Teams Manage,” Training, October 1996, p. 69
Gholipour A. 2006. Organizational Behavior. University of Tehran
Team Effectiveness Model
Organizational and
Team Environment
Team Design
• Reward systems
•Task characteristics
• Communication
systems
•Team size
•Team composition
• Physical space
• Organizational
environment
• Organizational
structure
• Organizational
leadership
Team Processes
•Team development
•Team norms
•Team roles
•Team cohesiveness
Team
Effectiveness
• Achieve
organizational
goals
• Satisfy member
needs
• Maintain team
survival
Gholipour A. 2006. Organizational Behavior. University of Tehran
Homogeneous vs. Heterogeneous
Teams
Homogeneous Teams
Heterogeneous teams
• Higher satisfaction
• More conflict
• Less conflict
• Slower team development -takes longer to agree on
norms and goals
• Faster team development
• More efficient coordination
• Performs better on simple
tasks
• Better knowledge and
resources for complex tasks
• Tend to be more creative
• Higher potential for support
outside the team
Gholipour A. 2006. Organizational Behavior. University of Tehran
Stages of Team Development
Performing
Norming
Storming
Forming
Existing teams
might regress
back to an
earlier stage of
development
Adjourning
Gholipour A. 2006. Organizational Behavior. University of Tehran
Team Norms
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Norm: “An attitude, opinion, feeling, or action -- shared by two or more people
-- that guides their behavior.”
Informal rules and expectations team establishes to regulate member
behaviors
Norms develop through:
1.
2.
3.
4.
Explicit statements
Critical events in team’s history
Primacy
Beliefs/values members bring to the team and team experiences
Why Norms Are Enforced
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Help the group or organization survive
Clarify or simplify behavioral expectations
Help individuals avoid embarrassing situations
Clarify the group’s or organization’s central values and/or unique identity
Gholipour A. 2006. Organizational Behavior. University of Tehran
Causes of Team Cohesiveness
Member
Similarity
External
Challenges
Team
Success
Member
Interaction
Team
Cohesiveness
Team
Size
Somewhat
Difficult Entry
Gholipour A. 2006. Organizational Behavior. University of Tehran
Team Cohesiveness Outcomes
Members of cohesive teams:
• Want to remain members
• Willing to share information
• Strong interpersonal bonds
• Want to support each other
• Resolve conflict effectively
• More satisfied and experience less stress
.
Gholipour A. 2006. Organizational Behavior. University of Tehran
Cohesiveness-Productivity Relationship
Cohesiveness
Alignment of group and
organizational goals
High
Low
High
Strong Increase
In Productivity
Moderate Increase
In Productivity
Low
Decrease in
Productivity
No Significant Effect
On Productivity
Gholipour A. 2006. Organizational Behavior. University of Tehran
Shaping Team Players
Rewards
Training
Selection
Gholipour A. 2006. Organizational Behavior. University of Tehran
Effective Teamwork Through Trust
Trust: “Reciprocal faith in others’ intentions and behavior.”
How to Build Trust
• Communication (keep everyone informed; give feedback; tell
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the truth).
Support (be available and approachable).
Respect (delegate; be an active listener).
Fairness (give credit where due; objectively evaluate
performance).
Predictability (be consistent; keep your promises).
Competence (demonstrate good business sense and
professionalism).
Effective Teamwork Through Cooperation
• Cooperation
• Competition
Gholipour A. 2006. Organizational Behavior. University of Tehran
Effective Teamwork Through Cohesiveness
Cohesiveness: “A sense of we-ness helps team stick together.”
How to Enhance Cohesiveness
• Socio-Emotional Cohesiveness
1.
2.
3.
4.
5.
Keep the team relatively small.
Increase the status and prestige of belonging.
Encourage interaction and cooperation.
Emphasize member,s common characteristics and interests.
Point out environmental threats to rally the team.
1.
2.
3.
4.
5.
Regularly update and clarify the team,s goals.
Give every team member a vital “piece of the action”.
Channel each team member,s special talents to the common goals.
Recognize and equitably reinforce every member,s contributions.
Frequently remind team members they need each other to get the job done.
• Instrumental Cohesiveness
Gholipour A. 2006. Organizational Behavior. University of Tehran
High-performance Teams
Shared
Responsibility
Future
Focused
Rapid
Response
Participative
Leadership
Attributes of
high-performance
Teams
Creative
Talents
Aligned on
Purpose
High
Communication
Focused on
Task
Gholipour A. 2006. Organizational Behavior. University of Tehran