A. Central Concepts In Group Dynamics 1. Types of Groups
Fiedler
2. Group Norms Norms = standards of behavior
3. The Social Structure of Groups Group leader: task & social leader Regular member Deviates Isolates Interacting Coacting Conteracting A. Central Concepts In Group Dynamics.. 4. Group Development strangers to cohesive, well coordinated requires time & a great deal of interaction Stages of development: Mutual acceptance Communication & decision making Motivation & productivity Control & organization
5. Group Cohesiveness Hasil riset: Hubungan cohesiveness dan productivity 1. The greater the congruence of the status attributes of group member, the greater the cohesiveness of the group. 2. Higher status congruence in a group leads to improved social relationships and improved personal emotional states. A. Central Concepts In Group Dynamics.. 5. Group Cohesiveness.. 3. Cohesiveness of a group is greater if membership chenges are infrequent or do not occur at all. 4. The more cohesive the group, the more communications will be directed at deviates. 5. Cohesive groups have a higher level of intermember communication than non cohesive groups. 6. The greater the cohesiveness of a group, the greater the influence the group will exert upon its members. 7. Small groups have a greater probability of being cohesive than large ones, other things being equal 8. The more dependent an individual is on the group, the more cohesive it will be perceived by him. 9. Competition within a group (intragroup conflict) has a negative influence on group cohesiveness 10. Competition between groups increase the cohesion within the competing groups A. Central Concepts In Group Dynamics.. 5. Group Cohesiveness.. Group cohesiveness and productivity 1. People in highly cohesive groups generally experience fewer work-related anxieties. 2. Highly cohesive groups tend to have lower absenteeism and turnover. 3. Workers who have been sociometrically assigned to work groups generally have higher job satisfaction, lower turnover rates, lower indices of labor costs, and lower indices of material costs. 4. The effect of cohesiveness upon productivity varies with the source of cohesiveness. 5. The effect of cohesiveness upon productivity varies with the type of leadership received. A. Central Concepts In Group Dynamics.. 6. Intergroup Behavior and Conflict Within Group Between Group
Sumber konflik: Struktur organisasi
Ada hasil riset: Gray & Starke (hal. 449) B. MODELS OF SMALL-GROUP BEHAVIOR 1. The Homans Model (Gray & Starke, 1984: 451) Technology job Design Physical Conditions Management Assumptions and Practices
Leadership Behavior
Formal Organization
Rules
External Rewards and Punishments Economic and Social Environment Personal Backgrounds External Status Factors BACKGROUND FACTORS REQUIRED AND GIVEN BEHAVIOR EMERGENT BEHAVIOR CONSEQUENCES Given Sentiments or Values Required Sentiments Required Interactions Required Activities Internal Social Structure (Membership Categrories) Individual Development Satisfaction Productivity (Internal System) Emergent Interaction Emergent Activity Emergent Sentiment Norms FEEDBACK FIGURE 11-5. The Homans Model of Work Group Behavior Source: Paul R. Lawrence and John A. Seiler, Organizational Behavior and Administration (Homewood, III.: Richard D. Irwin, 1965), p. 158. Reprinted with permission. Interaction Process Analysis
SOCIAL EMOTIONAL AREA
Positive reactions Attempted answers Questions Negative reactions 3 Agree, shows passive acceptance, understands, concurs, complies 2 Shows tension release, jokes, laughs, shows satisfaction 1 Shows solidarity, raises others status, gives help, rewards 6 Gives orientation, information, repeats, clarifies, confirms 5 Gives opinion, evaluation, analysis, expresses feeling, wish 4 Gives suggestion, direction, implying autonomy for others 9 Asks for suggestion, direction, possible wavs of action 8 Asks for opinion, evaluation, analysis, expression of feeling 7 Asks for orientation, information TASK AREA TASK AREA 12 Shows antagonism, deflates others status, defends or asserts self 11 Shows tension, asks for help, withdraws from field 10 Disagrees, shows passive rejection, formality, withholds help SOCIAL-EMOTIONAL AREA KEY: Problems of
a) Orientation c) Kontrol e) Tension-management
b) Evaluation d) Decision f) Integration FIGURE 11-6. Bales Group Interaction Model Source: R.F. Bales, A Set of Categories for the Analysis of Small Group Interaction, American Sociological Review 15 (1950): 257-63. Reprinted with permission. a b c d e f 2 Team Effectiveness Performance Acceptability of output to customers Output: Product Services Information Decisions Performance Events Team Viability Members satisfaction, participation, willingness to continue working together Ecological Framework for Analyzing Work Team Effectiveness Organizational Context Organizational culture Task design/ technology Mission/clarity Autonomy Performance feedback Rewards/ recognition Training & consultation Physical environment Boundaries Work team differentiation External integration Team Development Interpersonal processes Norms Cohesion Roles Team Effectiveness Performance Viability Organizational Context & Work Team Effectiveness Organizational Culture Task Design & Technology Mission Clarity Autonomy Performance feedback Rewards & Recognition Training & Consulting Physical Environment Team Development A. Longitudinal Theories Norm Cohesion Roles B. Tuckmans Model Forming Storming Norming Forming Team Development.. C. Team Building (Beckhand, 1969) Interpersonal processes Goal setting Role definition Problem solving Creative Activity In an Organization Problem Finding Activity Solution Implementation Activity Problem Solving Activity The Hard & Soft Model and How They Work Together A Hard Rational Model Tasks People Structure Compensation systems Information & Decision process The Hard & Soft Model and How They Work Together.. A Soft Intuitive Model & How it Works Groups Trust Shared vision Common purpose Mission Planning Roles People Networks Rewards The Two Models Working Together Groups Trust Shared vision Common purpose Mission Planning Roles People Networks Rewards Tasks People Structure Compensation systems Information & Decision process Strategy Task & Roles Tasks Static Clarity Content Fact Science Roles Fluid Ambiguity Process Perception Art Structure & Groups Structure Cool Formal Closed Obedience Independence Groups Warm Informal Open Trust Autonomy People & People People Rational Produce Think Tell Work People Social Create Imagine Inspire Play Informational Process & Networks Informational Processes Hard Written Know Control Decision Networks Soft Oral Feel Influence Implementation CREATING AN EFFECTIVE TEAM CREATING AN EFFECTIVE TEAM WORK DESIGN CONTEXTUAL INFLUENCES PROCESS VARIABLES TEAM COMPOSITION Key components 1: Work Design Work Design Freedom & Autonomy Opportunity to utilize different skill & talents Ability to complete a whole or identifiable task/product Responsibility and ownership & interest Motivation & Effectiveness Key components 2: Team Composition Team Composition Ability & personality Team size Members preference for teamwork Flexibility 3 Skill: 1. Technical 2. Problem solving & decision making 3. Interpersonal: listening, Feedback, conflict resolution Collective personality: 1. Extraversion 2. Agreeableness 3. Conscientiousness 4. Emotional stability
Higher team performance Team Size: 1. Neither very small or large: 4-12 members
Flexibility: - Can complete each others tasks
- Adaptability - Less reliant on single team member
- Higher team performance Not everyone is a team player 1. Create opportunities for effective individuals 2. Turn individuals into team player - Selection - Training - Rewards Key components 3: Contextual influences Contextual Influences Adequate Resources Term Reference Individual & joint accountabil ity Term reference 1. Who does what, equal contribution 2 . Schedule 3. Skill to developed 4. How conflict will be resolve 5. How to modify decisions 6. Integration of individual skills
Organizational structure & leadership
Indvidual & Joint acc 1. Traditional individual evaluations and rewards to include team performance 2. Team based appraisals 3. Team rewards 4. System modifications
Reinforce team effort & commitment
Resources: 1. Timely information 2. Equipment 3. Adequate staffing 4. Administrative assistance 5. Appropriate funding Key components 4: PROCESS VARIABLES PROCESS VARIABLES COMMITMENT TO A COMMON PURPOSE ESTABLISHME NT OF SPECIFIC TEAM GOALS MANAGED LEVEL OF CONFLICT TEAM SYNERGY 2 + 2 = ? 5 Positive Synergy 3 Negative Synergy SELAMAT MENCOBA