Organizational Behavior: Group Dynamics and Teamwork

1. Organizational Behavior:Group Dynamics and Teamwork Gholipour A. 2006. Organizational Behavior. University of Tehran

2. 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

3. Security Status What Makes People Join Groups? Self- Esteem Affiliation Power Goal Achievement Gholipour A. 2006. Organizational Behavior. University of Tehran

4. 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

5. 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 powerless- ness. 5. Provide a problem-solving mechanism for personal and interpersonal problems. Gholipour A. 2006. Organizational Behavior. University of Tehran

6. Theories of Group Formation • Propinquity • Needs, Functions and Goals • Interaction • Balance Theory • Exchange Theory • Five-Stage Theory • Punctuated Equilibrium Model Gholipour A. 2006. Organizational Behavior. University of Tehran

7. Tuckman’s Five-Stage Theoryof Group Development Performing Norming Adjourning Storming Return toIndependence Forming Dependence/interdependence Independence Gholipour A. 2006. Organizational Behavior. University of Tehran

8. Tuckman’s Five-Stage Theoryof Group Development (continued) Forming Storming Norming Performing IndividualIssues “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

9. 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

10. 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

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

12. 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

13. 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 In-Groups and Out-Groups Gholipour A. 2006. Organizational Behavior. University of Tehran

14. 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

15. Group Dynamics • Leadership • Roles • Norms • Status • Size • Composition • Cohesiveness • Socio-emotional • Instrumental Gholipour A. 2006. Organizational Behavior. University of Tehran

16. Different Role Requirements • Role Identity • Role Perception • Role Expectations • Role Conflict • Role Overload • Role Ambiguity Gholipour A. 2006. Organizational Behavior. University of Tehran

17. Task Roles RolesDescription Initiator Suggests new goals or ideas Information seeker/giver Clarifies key issues Opinion seeker/giver Clarifies pertinent issues Elaborator Promote greater understanding Coordinator Pulls together key ideas and suggestions Orienter Keeps group headed toward its stated goal(s) Evaluator Tests group’s accomplishments Energizer Prods group to move along or to accomplish more Procedural Technician Performs routine duties Recorder Performs a “group memory” function Gholipour A. 2006. Organizational Behavior. University of Tehran

18. Maintenance Roles RolesDescription Encourager Fosters group solidarity Harmonizer Mediates conflict through reconciliation or humor Compromiser Helps resolve conflict by meeting others”half way” Gate Keeper Encourages all group members to participate Standard setter Evaluates the quality of group processes Commentator Records comments on group processes/dynamics Follower Serves as a passive audience Gholipour A. 2006. Organizational Behavior. University of Tehran

19. Speed Clear Accountability Consistent Values Knowledge & Diversity High Quality Decisions Increased Acceptance Individual versus Group Decision Making Individuals Groups Gholipour A. 2006. Organizational Behavior. University of Tehran

20. Group Dysfunctions • Conformity (Sharif, Asch, Milgram, Hofling) • Groupthink • Social loafing • Risky shift Gholipour A. 2006. Organizational Behavior. University of Tehran

21. 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

22. ASCH’S LINE EXPERIMENT Gholipour A. 2006. Organizational Behavior. University of Tehran

23. Symptoms 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

24. 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

25. 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

26. General Typology of Teams Common Forms of Teams • Advice • Production • Project • Action • Problem solving • Self-managed • Cross-functional • Virtual Types of Teams Gholipour A. 2006. Organizational Behavior. University of Tehran

27. 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

28. Survey Evidence: What Self-Managing Teams Manage Percentage of Companies Saying Their Self-ManagingTeams Perform These Traditional Management Functions 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

29. Organizational and Team Environment Team Design Team Effectiveness • Reward systems • Communication systems • Physical space • Organizational environment • Organizational structure • Organizational leadership • Task characteristics • Team size • Team composition • Achieve organizational goals • Satisfy member needs • Maintain team survival Team Processes • Team development • Team norms • Team roles • Team cohesiveness Team Effectiveness Model Gholipour A. 2006. Organizational Behavior. University of Tehran

30. 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 vs. Heterogeneous Teams Heterogeneous teams Homogeneous Teams Gholipour A. 2006. Organizational Behavior. University of Tehran

31. Performing Norming Storming Existing teams might regress back to an earlier stage of development Adjourning Stages of Team Development Forming Gholipour A. 2006. Organizational Behavior. University of Tehran

32. Team Norms • 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 Normsdevelop through: • Explicit statements • Critical events in team’s history • Primacy • Beliefs/values members bring to the team and team experiences 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

33. Causes of Team Cohesiveness Member Similarity Team Cohesiveness External Challenges Member Interaction Team Success Team Size Somewhat Difficult Entry Gholipour A. 2006. Organizational Behavior. University of Tehran

34. 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

35. Cohesiveness-Productivity Relationship Cohesiveness High Low Strong Increase In Productivity Moderate Increase In Productivity High Alignment of group and organizational goals No Significant Effect On Productivity Decrease in Productivity Low Gholipour A. 2006. Organizational Behavior. University of Tehran

36. Shaping Team Players Rewards Training Selection Gholipour A. 2006. Organizational Behavior. University of Tehran

37. Effective Teamwork Through Trust Trust:“Reciprocal faith in others’ intentions and behavior.” How to Build Trust • Communication(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). Effective Teamwork Through Cooperation • Cooperation • Competition Gholipour A. 2006. Organizational Behavior. University of Tehran

38. Effective Teamwork Through Cohesiveness Cohesiveness:“A sense of we-ness helps team stick together.” How to Enhance Cohesiveness • Socio-Emotional Cohesiveness • 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. • Instrumental Cohesiveness • 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. Gholipour A. 2006. Organizational Behavior. University of Tehran

39. High-performance Teams Participative Leadership Aligned on Purpose Shared Responsibility Attributes of high-performance Teams High Communication Future Focused Rapid Response Focused on Task Creative Talents Gholipour A. 2006. Organizational Behavior. University of Tehran