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Reframing Organizations , 4 th ed.

Reframing Organizations , 4 th ed. Chapter 8. Interpersonal and Group Dynamics. Interpersonal and Group Dynamics. Interpersonal Dynamics Emotional Intelligence Management Styles Group & Teams in Organizations. Interpersonal Dynamics. Managers spend much of their time in relationships

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Reframing Organizations , 4 th ed.

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  1. Reframing Organizations, 4th ed.

  2. Chapter 8 Interpersonal and Group Dynamics

  3. Interpersonal and Group Dynamics • Interpersonal Dynamics • Emotional Intelligence • Management Styles • Group & Teams in Organizations

  4. Interpersonal Dynamics • Managers spend much of their time in relationships • Three recurrent questions regularly haunt managers: • What is really happening in this relationship? • Why do other people behave as they do? • What can I do about it?

  5. Interpersonal Dynamics (II) • Argyris and Schön’s theories for action • Espoused theory: how individuals describe, explain, or predict their own behavior • Theory-in-use: the program that governs an individual’s actions

  6. Interpersonal Dynamics (III) • Argyris and Schön’s theories for action • Model I Theory in use • Model I Assumptions • Problem is caused by others • Unilateral diagnosis • Get person to change • Model II Assumptions • Emphasize common goals • Communicate openly • Combine advocacy with inquiry • The Perils of Self-Protection

  7. Model I Theory-in-use

  8. Model I Assumptions • Problems are caused by the other person • Since they caused the problem, get them to change • If they refuse or defend, that proves they caused the problem • If they resist, intensify the pressure, protect them (to avoid discomfort), or reject them • If you don’t succeed, it’s their fault; you’re not responsible

  9. Model II Assumptions • Focus on common goals, mutual influence • Communicate openly, test beliefs publicly • Combine advocacy with inquiry

  10. Advocacy & Inquiry Figure 8-1: Advocacy and Inquiry. Advocacy Inquiry

  11. Emotional Intelligence • Emotional Intelligence: awareness of self and others, able to deal with emotions and relationships (Salovey and Mayer) • A Management Best-seller: Daniel Goleman’s Emotional Intelligence • EI more important than IQ to managerial success • Individuals with low EI and high IQ are dangerous in the workplace

  12. Management Styles • Lewin, Lippitt and White: autocratic, democratic and laissez-faire leadership • Fleishman and Harris: initiating structure vs. consideration of others • Myers-Briggs Inventory • Introversion vs. extraversion • Sensing vs. intuition • Thinking vs. feeling • Judging vs. perceiving

  13. Management Styles (II) • “Big 5 Model” • Extraversion (enjoying other people and seeking them out) • Agreeableness (getting along with others) • Conscientiousness (orderly, planful, hard-working) • Neuroticism (difficulty controlling negative feelings) • Openness to experience (preference for novelty and creativity)

  14. Groups and Teams in Organizations • Informal Roles • Informal Group Norms • Interpersonal Conflict in Groups • Leadership and Decision-Making in Groups

  15. Informal roles • Informal role: an unwritten, often unspoken expectation about how a particular individual will behave in the group • Individuals prefer different roles: some prefer to be active and in control, others prefer to stay in the background • Individuals who can’t find a comfortable role may withdraw or become troublemakers • Individuals may compete over the same role (for example, two people who both want to run things), hindering group effectiveness

  16. Informal group norms • Informal norm: unwritten rule about what individuals have to do to be members in good standing • Norms need to align with both the task and the preferences of group members • Norms often develop unconsciously; groups often do better to discuss explicitly how they want to operate

  17. Handling Interpersonal Conflict in Groups • Develop skills • Agree on basics • Search for interests in common • Experiment • Doubt your infallibility • Treat conflict as a group responsibility

  18. Leadership and Decision-making in Groups • How will we steer the group • Leadership in the essential, but may be shared and fluid • Leaders who overcontrol or understructure produce frustration, ineffectiveness

  19. Summary • Employees bring social and personal needs to the workplace • Individuals’ social skills or competencies are a critical element • Though often frustrating, groups can be both satisfying and efficient

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