7 Groups Dynamics&Teamwork
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Transcript of 7 Groups Dynamics&Teamwork
Gholipour A. 2006. Organizational Behavior. University of Tehran
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
WhatMakesPeopleJoin
Groups?
WhatMakesPeopleJoin
Groups?
StatusStatusSecuritySecurity
PowerPowerGoal
AchievementGoal
Achievement
Self-Esteem
Self-Esteem
AffiliationAffiliation
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 GroupsFunctions of Formal GroupsOrganizational FunctionsOrganizational Functions Individual FunctionsIndividual 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 powerless- ness.5. Provide a problem-solving mechanism for personal and interpersonal problems.
Gholipour A. 2006. Organizational Behavior. University of Tehran
Theories of Group Theories of Group FormationFormation
• 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 TheoryTuckman’s Five-Stage Theoryof Group Developmentof Group Development
PerformingAdjourning
Norming
Storming
Forming
Return toIndependence
Dependence/interdependence
Independence
Gholipour A. 2006. Organizational Behavior. University of Tehran
Tuckman’s Five-Stage TheoryTuckman’s Five-Stage Theoryof Group Development of Group Development
(continued)(continued)
IndividualIssues
Forming Storming Norming Performing
“How do I fit in?”
“What’s myrole here?”
“What do theothers expectme to do?”
“How can I bestperform my role?”
GroupIssues
“Why are we here?”
“Why are wefighting overwho’s incharge and whodoes what?”
“Can we agreeon roles andwork as a team?”
“Can we do thejob properly?”
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 financialExamples: 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 goalsExamples: 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
• a standard to evaluate ourselvesnormative functioncomparative function
• In-groups can be secondary or primary groups, but in either case, they are always reference groups, real or imaginary .
Gholipour A. 2006. Organizational Behavior. University of Tehran
Group DynamicsGroup Dynamics• Leadership• Roles• Norms• Status• Size• Composition• Cohesiveness1. Socio-emotional2. Instrumental
Gholipour A. 2006. Organizational Behavior. University of Tehran
Different Role RequirementsDifferent Role Requirements
• Role Identity• Role Perception• Role Expectations• Role Conflict• Role Overload• Role Ambiguity
Gholipour A. 2006. Organizational Behavior. University of Tehran
Task RolesTask RolesRolesRoles DescriptionDescription
InitiatorInitiator Suggests new goals or ideasInformation seeker/giver Information seeker/giver Clarifies key issuesOpinion seeker/giver Opinion seeker/giver Clarifies pertinent issuesElaborator Elaborator Promote greater understandingCoordinatorCoordinator Pulls together key ideas and suggestions
OrienterOrienter Keeps group headed toward its stated goal(s)EvaluatorEvaluator Tests group’s accomplishments
EnergizerEnergizer Prods group to move along or to accomplish more
Procedural TechnicianProcedural Technician Performs routine duties
RecorderRecorder Performs a “group memory” function
Gholipour A. 2006. Organizational Behavior. University of Tehran
RolesRoles DescriptionDescription
EncouragerEncourager Fosters group solidarityHarmonizerHarmonizer Mediates conflict through reconciliation or humorCompromiserCompromiser Helps resolve conflict by meeting others”half way”Gate KeeperGate Keeper Encourages all group members to participate
Standard setterStandard setter Evaluates the quality of group
processesCommentatorCommentator Records comments on group
processes/dynamics
FollowerFollower Serves as a passive audience
Maintenance Roles Maintenance Roles
Gholipour A. 2006. Organizational Behavior. University of Tehran
Individual versus Group Decision Making
• Speed
• Clear Accountability
• Consistent Values
• Knowledge & Diversity
• High Quality Decisions
• Increased Acceptance
Individuals Groups
Gholipour A. 2006. Organizational Behavior. University of Tehran
Group DysfunctionsGroup 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 GroupthinkSymptoms of Groupthink
• 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 GroupthinkHow to Prevent Groupthink
Every group member a critical evaluatorAvoid rubber-stamp decisionsDifferent groups explore same problemsRely on subgroup debates and outside expertsAssign role of devil’s advocateRethink 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 TeamsGeneral Typology of Teams
• AdviceAdvice
• ProductionProduction
• ProjectProject
• ActionAction
Common Forms of TeamsCommon Forms of Teams
• Problem solvingProblem solving
• Self-managedSelf-managed
• Cross-functionalCross-functional
• VirtualVirtual
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 Self-Survey Evidence: What Self-Managing Teams ManageManaging Teams Manage
Percentage of Companies Saying Their Self-ManagingPercentage of Companies Saying Their Self-ManagingTeams Perform These Traditional Management Functions Teams Perform These Traditional Management Functions
by Themselves.by Themselves.
Schedule work assignments 67%Work with outside customers 67Conduct training 59Set production goals/quotas 56Work with suppliers/vendors 44Purchase equipment/services 43Develop budgets 39Do performance appraisals 36Hire co-workers 33Fire co-workers 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
•Task characteristics
•Team size
•Team composition
Team DesignTeam Design
• AchieveAchieve organizational organizational goals goals
• Satisfy memberSatisfy member needs needs
• Maintain teamMaintain team survival survival
TeamTeamEffectivenessEffectiveness
•Team developmentTeam development•Team normsTeam norms•Team rolesTeam roles•Team cohesivenessTeam cohesiveness
Team ProcessesTeam Processes
Organizational andOrganizational andTeam EnvironmentTeam Environment
• Reward systemsReward systems
• CommunicationCommunication systems systems
• Physical spacePhysical space
• OrganizationalOrganizational environment environment
• OrganizationalOrganizational structure structure
• OrganizationalOrganizational leadership leadership
Gholipour A. 2006. Organizational Behavior. University of Tehran
Homogeneous vs. Heterogeneous Teams
• Higher satisfaction
• Less conflict
• Faster team development
• More efficient coordination
• Performs better on simple tasks
• More conflict
• Slower team development -- takes longer to agree on norms and goals
• Better knowledge and resources for complex tasks
• Tend to be more creative
• Higher potential for support outside the team
Homogeneous TeamsHomogeneous Teams Heterogeneous teamsHeterogeneous teams
Gholipour A. 2006. Organizational Behavior. University of Tehran
Existing teams might regress back to an earlier stage of development
FormingForming
StormingStorming
NormingNorming
PerformingPerforming
AdjourningAdjourning
Stages of Team Development
Gholipour A. 2006. Organizational Behavior. University of Tehran
Team Norms• Norm: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
NormsNorms develop through:develop through:1. Explicit statements2. Critical events in team’s history3. Primacy4. Beliefs/values members bring to the team and team experiences
Why Norms Are Enforced Why Norms Are Enforced • 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
TeamTeamCohesivenessCohesiveness
MemberMemberSimilaritySimilarity
MemberMemberInteractionInteraction
TeamTeamSizeSize
SomewhatSomewhatDifficult EntryDifficult Entry
TeamTeamSuccessSuccess
ExternalExternalChallengesChallenges
Causes of Team Cohesiveness
Gholipour A. 2006. Organizational Behavior. University of Tehran
Team Cohesiveness Outcomes
• 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
Members of cohesive teams:
..
Gholipour A. 2006. Organizational Behavior. University of Tehran
Strong IncreaseIn Productivity
Moderate IncreaseIn Productivity
No Significant EffectOn Productivity
Decrease inProductivity
Cohesiveness
Alig
nm
en
t o
f g
rou
p a
nd
o
rgan
izat
ion
al g
oa
ls
High Low
Cohesiveness-Productivity Relationship
High
Low
Gholipour A. 2006. Organizational Behavior. University of Tehran
SelectionSelection
Shaping Team Players
TrainingTraining
RewardsRewards
Gholipour A. 2006. Organizational Behavior. University of Tehran
Effective Teamwork Through Effective Teamwork Through TrustTrust
How to Build TrustHow to Build Trust• CommunicationCommunication (keep everyone informed; give
feedback; tell the truth).• SupportSupport (be available and approachable).• RespectRespect (delegate; be an active listener).• FairnessFairness (give credit where due; objectively evaluate
performance).• PredictabilityPredictability (be consistent; keep your promises).• CompetenceCompetence (demonstrate good business sense and
professionalism).
Trust:Trust: “Reciprocal faith in others’ intentions and behavior.”
Effective Teamwork Through CooperationEffective Teamwork Through Cooperation
• CooperationCooperation• CompetitionCompetition
Gholipour A. 2006. Organizational Behavior. University of Tehran
Effective Teamwork Through Effective Teamwork Through CohesivenessCohesiveness
How to Enhance CohesivenessHow to Enhance Cohesiveness• Socio-Emotional CohesivenessSocio-Emotional Cohesiveness1. Keep the team relatively small.2. Increase the status and prestige of belonging.3. Encourage interaction and cooperation.4. Emphasize member,s common characteristics and interests.5. Point out environmental threats to rally the team.• Instrumental CohesivenessInstrumental Cohesiveness1. Regularly update and clarify the team,s goals.2. Give every team member a vital “piece of the action”.3. Channel each team member,s special talents to the common
goals.4. Recognize and equitably reinforce every member,s contributions.5. Frequently remind team members they need each other to get the
job done.
Cohesiveness:Cohesiveness: “A sense of we-ness helps team stick together.”
Gholipour A. 2006. Organizational Behavior. University of Tehran
Attributes ofAttributes of highhigh-performance-performance
TeamsTeams
ParticipativeParticipative LLeadershipeadership AlAligned onigned on
PurposePurpose
HighHighCommunicationCommunication
CreativeCreativeTalentsTalents
FutureFutureFocusedFocused
SharedSharedResponsibilityResponsibility
High-performance Teams
RapidRapidResponseResponse
FFocused onocused onTaskTask