Management and Organization Behavior

Management and Organization Behavior MGMT 3140 T. A. Sgritta

Opening Case Cisco – John Chambers • Organic - & let the professionals make the decisions (delegate) • Pass the praise and accept the blame…

When Is a Group a Group? Interactivity Mutual Goal

Teamwork • Complimentary skills –common goals • Football team

Synergy 2 + 2 = 5

Types of Work Groups • Formal Work Group - • Informal Work Group – • Virtual Work Groups

Types of Work Groups Informal Work Groups Friendship Groups Interest Groups

Types of Teams • Work groups (Command groups) • Project & development teams • Parallel teams • Task forces • Standing teams • Transnational teams • Management teams • Virtual teams • Self-Managed Teams

Special Teams • Quality circles • TQM teams

Five-Stage Model of Group Development Forming Storming Norming Performing Adjourning

Problems in Group Motivation and Performance Social Loafing Sucker Effect

Causes of Social Loafing • Lack of connection between inputs and outcomes • Perception that individual efforts are unnecessary or unimportant • Large group size

Types of Social Facilitation Effects Social Facilitation Effects Audience Effects Co-Action Effects

Group Member Control Mechanisms Roles Rules Norms

Roles • Task specialists • Assigned role • Assumed role • Team maintenance/facilitation

Role Concepts • Role - a set of behaviors or tasks that a person is expected to perform by virtue of holding a position in a group. • Role Relationships - the ways in which group and organizational members interact with one another to perform their specific roles. • May be formally specified or emerge informally • Role Taking - performing the responsibilities that are required as part of an assigned role. • Role Making - taking the initiative to create a role by assuming responsibilities that are not part of an assigned role.

Rules • The formal code established to control individual behavior within the group

Norm Concepts • Norms are informal rules of conduct for behaviors considered important by most group members. • SOP – Standard operating procedures • Bases for conformity to group norms: • Compliance - • Identification – • Internalization -

Benefits of Homogeneous groups Collegiality amongst group members Information sharing Low levels of conflict Few coordination problems Benefits of Heterogeneous groups Diversity of views represented High performance Variety of resources Group Composition

Diversity • Input ideas • Multicultural (inc. international)

Benefits of Small Groups Regular interaction Ease of sharing information Recognition of individual contributions to group Strong identification with group Higher group satisfaction Benefits of Large Groups More resources Division of labor How Large Should A Group Be?

Work Group Characteristics Group Status Group Size Work Group Characteristics Group Composition Group Function Social Facilitation Group Efficacy

Building High Performance Teams • Recruit members with similar attitudes, values and (not so much) backgrounds • Maintain high entrance and socialization standards (norms) • Keep the team size optimal (relatively small) • Help achieve and build on success • Participate as a leader, but don’t dominate • Present challenges from outside • Tie rewards to team performance

Teambuilding Ideas • Formal retreat • Continuous improvement • Outdoor experience (Outward Bound) • Similar, but less impact approaches • Team rewards

Group Rewards • How do you as a manager without a budget for raises or bonuses reward a group for superior performance?

Advice to Managers • If group and organizational goals are aligned and group cohesiveness is very low, try to increase cohesiveness by decreasing the size of the group, increasing the level of similarity of group members, introducing some element of competition with other groups, giving special rights or privileges, and encouraging “small successes.” • If group and organizational goals are aligned and group cohesiveness is very high, try to lower it by increasing group size, introducing more diversity within the group, discouraging competition with other groups, and encouraging cooperation. • If group and organizational goals are not aligned, do not try to increase cohesiveness. Try to realign group goals with organizational goals by ensuring that group members benefit when their efforts help the organization achieve its goals.

Socialization The process by which newcomers learn the roles, rules, and norms of a group.

Conformity and Deviance • Conformity is good when norms help a group control and influence its members’ behavior so that the group can accomplish its goals. • Deviance occurs when a member of a group violates a group norm. Typical responses to deviance include • Getting the deviant to change • Expelling the deviant • Changing the norm in question • Groups need both conformity and deviance to accomplish their goals and perform at a high level. Conformity ensures that a group can control members’ behaviors while deviance forces group members to reexamine the appropriateness of group norms.

Idiosyncrasy Credit • Permission vs. • Forgiveness

Insert Figure 18.6 here

Promoting Solution • Emphasize common goals (superordinate) • Focus on the problem, not the people • Focus on interests, not demands • Create opportunities for joint gain • Focus on what is fair

Negotiation • Negotiation is a process in which groups with conflicting interests meet together to make offers, counteroffers, and concessions to each other in an effort to resolve their differences. • Third-party negotiator is an outsider skilled in handling bargaining and negotiation. • Mediator - a neutral third party who tries to help parties in conflict reconcile their differences. • Arbiter - a third party who has the authority to impose a solution to a dispute.

Teamwork and Entrepreneurship • Workers • Customers • Financiers • Suppliers

Process Terminology • Deliverable • Best practices • Learnings • Goals

Management and Organization Behavior