Organizational behavior core concepts by kinicki chapter6

Organizational Behavior core concepts Groups and Teamwork: How Groups Work and How to Lead Them 6-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill Companies, Inc All rights reserved Learning Objectives • Describe stages of group development • Contrast roles and norms, and give four reasons why norms are enforced in organizations • Explain how a work group becomes a team, and identify five teamwork competencies 6-3 Learning Objectives • Summarize how managers can build trust • Describe self-managed teams and virtual teams • Identify symptoms of groupthink and social loafing and the ways to guard against them 6-4 Fundamentals of Group Behavior • Group – two or more freely interacting people with shared norms and goals and a common identity 6-5 Formal and Informal Groups • Formal group – formed by the organization • Informal group – formed by friends 6-6 Functions of Formal Groups 6-7 Organizational Functions Accomplish complex, interdependent tasks that are beyond the capabilities of individuals Generate new or creative ideas and solutions Coordinate interdepartmental efforts Provide a problem-solving mechanism for complex problems requiring varied information and assessments Implement complex decisions Socialize and train newcomers Functions of Formal Groups 6-8 Individual Functions Satisfy the individual’s need for affiliation Develop, enhance, and confirm the individual’s self-esteem and sense of identity Give individuals an opportunity to test and share their perceptions of social reality Reduce the individual’s anxieties and feelings of insecurity and powerlessness Provide a problem-solving mechanism for personal and interpersonalproblems Tuckman’s Five-Stage Theory of Group Development 6-9 Figure 6-1 Group Development Stage 1: Forming • Group members tend to be uncertain and anxious about their roles, whose in charge and the group’s goals • Mutual trust is low 6-10 Teams • A group becomes a team when: 6-21 – Leadership becomes a shared activity – Accountability shifts from strictly individual to both individual and collective – The group develops its own purpose or mission – Problem solving becomes a way of life, not a part-time activity – Effectiveness is measured by the group’s collective outcomes and products Developing Teamwork Competencies • Helping the team understand its problemsolving situation • Helping the team get organized and measure its performance • Promoting a positive team environment • Handling conflict • Promoting one’s point of view appropriately 6-22 Trust: A Key Ingredient of Teamwork • Trust – reciprocal faith in other’ intentions and behavior 6-23 Three Dimensions of Trust • Overall trust – expecting fair play, the truth, and empathy • Emotional trust – having faith that someone will not misrepresent you to others or betray you • Reliableness – believing that promises and appointments will be kept and commitments met 6-24 How to Build and Maintain Trust 6-25 Communication Support Respect Fairness Predictability Competence Self-Managed Teams • Self-managed teams – groups of employees granted administrative oversight for their work 6-26 Indirect Influence Tactics of Self Managed Teams • • • • 6-27 Relating Scouting Persuading Empowering Teams • Cross-functionalism – team made up of technical specialists from different areas 6-28 Effectiveness of Self Managed Teams • Have a positive effect on productivity • Have a positive effect on specific attitudes relating to self-management • No significant effect on general attitudes • No significant effect on absenteeism or turnover 6-29 Question? What type of team uses information technology to allow group members in different locations to conduct business? A Psychic team B Virtual team C Fundamental team D Internet team 6-30 Virtual Teams • Virtual team – information technology allows group members in different locations to conduct business 6-31 Threats to Group and Team Effectiveness • Groupthink – Janis’s term for cohesive in-group’s unwillingness to realistically view alternatives 6-32 Read an article on groupthink Threats to Group and Team Effectiveness • Symptoms of groupthink 6-33 – Invulnerability – Inherent morality – Rationalization – Stereotyped views of opposition – Self-censorship – Illusion of unanimity – Peer pressure – Mindguards Social Loafing • Social Loafing – decrease in individual effort as group size increases 6-34 Reasons for Social Loafing • Equity of effort • Loss of personal accountability • Motivational loss due to sharing of rewards • Coordination loss as more people perform the task 6-35 ...6 Organizational Behavior core concepts Groups and Teamwork: How Groups Work and How to Lead Them 6-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill... opinions, feelings, or actions that guide social behavior • Ostracism – rejection by other group members 6-17 How Norms are Developed Explicit statements by supervisors or co-workers Critical events... Groups • Formal group – formed by the organization • Informal group – formed by friends 6-6 Functions of Formal Groups 6-7 Organizational Functions Accomplish complex, interdependent tasks that are