7 groups dynamics&teamwork

Gholipour A. 2006. Organizational Behavior. University of Tehran

Organizational Behavior:Group Dynamics and Teamwork


Sociological Criteria of a groupTwo or more freely interacting people (Interdependent -interact and influence each other);Mutually accountable for achieving common goals;Common Identity;Collective Norms.

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Gholipour A. 2006. Organizational Behavior. University of Tehran* Security. By joining groups, people can reduce the insecurity of standing alone. Status. Inclusion in a group that is viewed as important by others provides status and recognition for its members. Self-esteem. Groups can provide people with feelings of self-worth. Affiliation. Groups can fulfill social needs. Power. What cannot be achieved individually often becomes possible through group action. Goal achievement. Sometimes, it takes more than one person to accomplish a task. In such cases, management will use formal groups.

Gholipour A. 2006. Organizational Behavior. University of Tehran.Groups versus TeamsAll teams are groupsTeams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together)Teams have a positive synergySkills in teams are complementary


Gholipour A. 2006. Organizational Behavior. University of TehranFunctions of Formal GroupsOrganizational FunctionsIndividual Functions1. 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 individuals need for affiliation.2. Develop, enhance, and confirm the individuals self-esteem and sense of identity.3. Give individuals an opportunity to test and share their perceptions of social reality.4. Reduce the individuals 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 TehranTheories of Group FormationPropinquity Needs, Functions and GoalsInteractionBalance TheoryExchange TheoryFive-Stage TheoryPunctuated Equilibrium Model

Gholipour A. 2006. Organizational Behavior. University of Tehran*

Gholipour A. 2006. Organizational Behavior. University of TehranTuckmans Five-Stage Theoryof Group DevelopmentPerformingAdjourningNormingStormingFormingReturn toIndependenceDependence/interdependenceIndependence


Gholipour A. 2006. Organizational Behavior. University of TehranTuckmans Five-Stage Theoryof Group Development (continued)IndividualIssuesFormingStormingNormingPerformingHow do I fit in?Whats myrole here?What do theothers expectme to do?How can I bestperform my role?GroupIssuesWhy are we here?Why are wefighting overwhos incharge and whodoes what?Can we agreeon roles andwork as a team?Can we do thejob properly?


Gholipour A. 2006. Organizational Behavior. University of TehranNOT QUITE A SOCIAL GROUPCategoryPeople with common status (girls, doctors, nurses)AggregatePeople in the same place (people at the mall)CrowdTemporary cluster of people (spectators at a game, passengers waiting to board an airplane)


Gholipour A. 2006. Organizational Behavior. University of TehranPRIMARY GROUPSTraitsSmallPersonal orientationEnduring (long lasting) Frequent interaction Face-to-faceIntimate sense of belonging emotional orientation: bond based on emotions loyaltyPrimary relationshipsFirst group experienced in lifeIrreplaceableSecurityAssistance of all kindsEmotional to financial

Examples: the family.


Gholipour A. 2006. Organizational Behavior. University of TehranSECONDARY GROUPSTraitsLarge membership: larger than primary groups Goal or activity orientationimpersonal and formal Infrequent interactionSecondary relationshipsWeak emotional ties between personsShort term ImportanceNetworkingCareer goals

Examples: co-workers, political organizations


Gholipour A. 2006. Organizational Behavior. University of TehranIn-Groups and Out-GroupsIn-groupgroup with which people identify and have a sense of belonging pronoun WEOut-groupgroup that people do not identify withpronoun THEY

Loyalty to INGROUPOpposition to OUTGROUPS


Gholipour A. 2006. Organizational Behavior. University of TehranReference Groupsa standard to evaluate ourselves

normative functioncomparative functionIn-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 TehranGroup DynamicsLeadershipRolesNormsStatusSizeCompositionCohesivenessSocio-emotionalInstrumental


Gholipour A. 2006. Organizational Behavior. University of TehranDifferent Role RequirementsRole IdentityRole PerceptionRole ExpectationsRole ConflictRole OverloadRole Ambiguity


Gholipour A. 2006. Organizational Behavior. University of TehranTask RolesRoles Description

Initiator Suggests new goals or ideasInformation seeker/giver Clarifies key issuesOpinion seeker/giver Clarifies pertinent issuesElaborator Promote greater understandingCoordinator Pulls together key ideas and suggestionsOrienter Keeps group headed toward its stated goal(s)Evaluator Tests groups accomplishmentsEnergizer Prods group to move along or to accomplish moreProcedural Technician Performs routine dutiesRecorder Performs a group memory function


Gholipour A. 2006. Organizational Behavior. University of Tehran Roles Description

Encourager Fosters group solidarityHarmonizerMediates conflict through reconciliation or humorCompromiser Helps resolve conflict by meeting othershalf wayGate Keeper Encourages all group members to participateStandard setter Evaluates the quality of groupprocessesCommentatorRecords comments on group processes/dynamicsFollowerServes as a passive audienceMaintenance Roles


Gholipour A. 2006. Organizational Behavior. University of TehranIndividual versus Group Decision MakingSpeedClear AccountabilityConsistent Values

Knowledge & DiversityHigh Quality DecisionsIncreased Acceptance

IndividualsGroups

Gholipour A. 2006. Organizational Behavior. University of Tehran*A major advantage of individual decision making is speed. An individual does not have to convene a meeting and spend time discussing various alternatives. Individual decisions also have clear accountability. The person who made the decision is known; therefore, responsibility for the outcome of the decision is easy to fix. Individual decisions also ten to convey consistent values. While individuals are not perfectly consistent when making decisions, they are more so than groups. Groups generate more complete information and knowledge. By aggregating the resources of several individuals, groups bring more input to the decision- making process. Groups also offer increased diversity of views. Evidence indicates that a group will almost always outperform even the best individual. So groups generate higher quality decisions. Finally, groups lead to increased acceptance of solutions.

Gholipour A. 2006. Organizational Behavior. University of TehranGroup DysfunctionsConformity (Sharif, Asch, Milgram, Hofling)GroupthinkSocial loafingRisky shift


Gholipour A. 2006. Organizational Behavior. University of TehranGROUP CONFORMITY STUDIESPRESSURES TO CONFORM TO GROUP DESIRES

Aschs researchWillingness to COMPROMISE our own judgmentsLine experimentMilgrams researchRole authority playsFollowing ordersJanis researchNegative side of groupthinkLack of objectivity


Gholipour A. 2006. Organizational Behavior. University of TehranASCHS LINE EXPERIMENT


Gholipour A. 2006. Organizational Behavior. University of TehranSymptoms of GroupthinkInvulnerabilityInherent moralityRationalizationStereotyped views of oppositionSelf-censorshipIllusion of unanimityPeer pressureMindguards


Gholipour A. 2006. Organizational Behavior. University of TehranHow to Prevent GroupthinkEvery group member a critical evaluatorAvoid rubber-stamp decisionsDifferent groups explore same problemsRely on subgroup debates and outside expertsAssign role of devils advocateRethink a consensus


Gholipour A. 2006. Organizational Behavior. University of TehranConditions for Social LoafingLow task interdependenceIndividual output not visibleRoutine, uninteresting tasksLow task significanceLow collectivist values


Gholipour A. 2006. Organizational Behavior. University of TehranTypes of Teams


Gholipour A. 2006. Organizational Behavior. University of TehranVirtual TeamsCross-functional teams that operate across space, time and organizational boundaries using information technologyIncreasingly possible because of:TechnologyKnowledge-based workIncreasingly necessary because of:GlobalizationKnowledge managementNeed for team work


Gholipour A. 2006. Organizational Behavior. University of TehranSurvey Evidence: What Self-Managing Teams ManagePercentage of Companies Saying Their Self-ManagingTeams Perform These Traditional Management Functions by Themselves.Schedule work assignments67%Work with outside customers67Conduct training59Set production goals/quotas56Work with suppliers/vendors44Purchase equipment/services43Develop budgets39Do performance appraisals36Hire co-workers 33Fire co-workers 14Source: Adapted from 1996 industry Report: What Self-Managing Teams Manage, Training, October 1996, p. 69


Gholipour A. 2006. Organizational Behavior. University of TehranTeam Effectiveness Model


Gholipour A. 2006. Organizational Behavior. University of TehranHomogeneous vs. Heterogeneous TeamsHigher satisfactionLess conflictFaster team developmentMore efficient coordinationPerforms better on simple tasks

More conflictSlower team development -- takes longer to agree on norms and goalsBetter knowledge and resources for complex tasksTend to be more creativeHigher potential for support outside the team

Homogeneous TeamsHeterogeneous teams


Gholipour A. 2006. Organizational Behavior. University of TehranFormingStages of Team Development


Gholipour A. 2006. Organizational Behavior. University of TehranTeam NormsNorm: 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:Explicit statementsCritical events in teams historyPrimacyBeliefs/values members bring to the team and team experiences

Why Norms Are Enforced Help the group or organization surviveClarify or simplify behavioral expectationsHelp individuals avoid embarrassing situationsClarify the groups or organizations central values and/or unique identity


Gholipour A. 2006. Organizational Behavior. University of TehranTeamCohesivenessMemberSimilarityMemberInteractionTeamSizeSomewhatDifficult EntryTeamSuccessExternalChallengesCauses of Team Cohesiveness


Gholipour A. 2006. Organizational Behavior. University of TehranTeam Cohesiveness OutcomesWant to remain membersWilling to share informationStrong interpersonal bonds Want to support each otherResolve conflict effectivelyMore satisfied and experience less stress

Members of cohesive teams:.



Strong IncreaseIn ProductivityModerate IncreaseIn ProductivityNo Significant EffectOn ProductivityDecrease inProductivityCohesivenessAlignment of group and organizational goalsHighLowCohesiveness-Productivity RelationshipHighLow

Gholipour A. 2006. Organizational Behavior. University of Tehran*Groups differ in cohesiveness: the degree to which members are motivated to stay in the group. Studies show that the relationship of cohesiveness to productivity depends on the performance-related norms established by the group. The more cohesive the group, the more members will follow its goals. The figure above summarizes the relationship between group cohesiveness, performance norms, and productivity. Managers can use the following techniques to encourage group cohesiveness:1.Make the group smaller.2.Encourage agreement with group goals.3.Increase the time team members spend together.4.Increase the perceived status of the group and of attaining membership.5.Stimulate competition with other groups.6.Give rewards to the group rather than to members.7.Physically isolate the group.

Gholipour A. 2006. Organizational Behavior. University of TehranSelectionShaping Team PlayersTrainingRewards


Gholipour A. 2006. Organizational Behavior. University of TehranEffective Teamwork Through TrustHow to Build TrustCommunication (keep everyone informed; give feedback; tell 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).Trust: Reciprocal faith in others intentions and behavior. Effective Teamwork Through CooperationCooperationCompetition


Gholipour A. 2006. Organizational Behavior. University of TehranEffective Teamwork Through CohesivenessHow to Enhance CohesivenessSocio-Emotional CohesivenessKeep 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.Instrumental CohesivenessRegularly 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.

Cohesiveness: A sense of we-ness helps team stick together.


Gholipour A. 2006. Organizational Behavior. University of TehranAttributes of high-performanceTeamsParticipative LeadershipAligned onPurposeHighCommunicationCreativeTalentsFutureFocusedSharedResponsibilityHigh-performance TeamsRapidResponseFocused onTask


* Security. By joining groups, people can reduce the insecurity of standing alone. Status. Inclusion in a group that is viewed as important by others provides status and recognition for its members. Self-esteem. Groups can provide people with feelings of self-worth. Affiliation. Groups can fulfill social needs. Power. What cannot be achieved individually often becomes possible through group action. Goal achievement. Sometimes, it takes more than one person to accomplish a task. In such cases, management will use formal groups.

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*A major advantage of individual decision making is speed. An individual does not have to convene a meeting and spend time discussing various alternatives. Individual decisions also have clear accountability. The person who made the decision is known; therefore, responsibility for the outcome of the decision is easy to fix. Individual decisions also ten to convey consistent values. While individuals are not perfectly consistent when making decisions, they are more so than groups. Groups generate more complete information and knowledge. By aggregating the resources of several individuals, groups bring more input to the decision- making process. Groups also offer increased diversity of views. Evidence indicates that a group will almost always outperform even the best individual. So groups generate higher quality decisions. Finally, groups lead to increased acceptance of solutions. *

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*Groups differ in cohesiveness: the degree to which members are motivated to stay in the group. Studies show that the relationship of cohesiveness to productivity depends on the performance-related norms established by the group. The more cohesive the group, the more members will follow its goals. The figure above summarizes the relationship between group cohesiveness, performance norms, and productivity. Managers can use the following techniques to encourage group cohesiveness:1.Make the group smaller.2.Encourage agreement with group goals.3.Increase the time team members spend together.4.Increase the perceived status of the group and of attaining membership.5.Stimulate competition with other groups.6.Give rewards to the group rather than to members.7.Physically isolate the group.*

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7 groups dynamics&teamwork

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