Chapter 12 Group Dynamics Social process by which people interact face-to-face in small groups

Types of Groups A. Formal o established by the organization and have a public identity and goal to achieve. Either temporary or permanent.

B. Informal o emerge on the basis of common interests, proximity and friendships.

Meeting event at which group members discuss ideas or solve problems.

Informal vs Formal Organization Basis of Comparison General nature Major Concepts Primary focus Source of leader power Guidelines for behaviour Sources of control Informal Organization unofficial Power and politics Person Given by group Norms sanctions Formal Organization Official Authority and responsibility position Delegated by management Rules and policies Rewards and penalties

Effects of informal organization employees act differently than required

employees often interact with different people workers may embrace a set of attitudes, beliefs and sentiments

Informal leader employee with largest amount of status in the informal organization expected to model and explain the key norms of the informal group plays a dominant role in applying various forms and degrees of pressure or punishment to individual to induce the desired behaviour helps build and sustain the informal groups level of cohesiveness enjoys certain informal rewards and privileges

Benefits makes a more effective total system lightens workload on management helps get the work done tends to encourage cooperation fills in gaps in a managers abilities gives satisfaction and stability to work groups improves communication provides a safety valve for employee emotions encourages managers to plan and act more carefully contributes to higher cohesiveness

Problems develops undesirable rumor encourages negative attitudes resists change leads to interpersonal and intergroup conflicts rejects and harasses some employees weakens motivation and satisfaction operates outside of managements control supports conformity develops role conflicts

Network charts informal organization charts. Focus on either interpersonal feelings expressed among individuals or actual behaviours exhibited.

FORMAL GROUPS Factors that contribute to negative attitudes toward committee meetings: lack of trust meetings arent real work Missing or incomplete information poorly run viewed as the end result

Committee Specific type of group in which members who have been delegated the authority to handle the problem at hand meet one or more times to address and resolve it.

Systems view of effective committees Size Composition Agenda 1. Surface agenda official task of the group 2. Hidden agenda members private emotions and motives

LEADERSHIP ROLES Task Roles Define a problem or goal for the group Social Roles Support the contributions of others; encourage them by recognition

Request facts, ideas or opinions from members Provide facts, ideas or opinions Clarify a confused situation; give examples; provide structure Summarize the discussion Determine whether agreement has been reached Check for consensus Test for ethicality

Sense the mood of the group and help members become aware of it Reduce the tension and reconcile disagreements Modify your position; admit an error Facilitate participation of all members Evaluate the groups effectiveness Deal with team stress

STRUCTURED APPROACHES A. Brainstorming encouraging creative thinking in groups 1. Generate as many ideas as possible 2. Be creative, freewheeling and imaginative 3. Build upon, extend or combine earlier ideas 4. Withhold criticism of others ideas

Two main principles 1. Deferred judgment all ideas are encouraged without criticism or evaluation. 2. Quantity is valued most. pros Group members are enthusiastic Participation is broader than normal Group maintains a strong task Cons Creative thoughts will be looked down upon Failure to set and follow ground rules

orientation Final product is a team solution

Organizational history of not taking action to implement ideas

Electronic brainstorming

B. Nominal Group exists in name only Steps: 1. Individuals are brought together and presented with a problem 2. They develop solutions independently, often writing them on cards 3. Their ideas are shared with other in a structure format 4. Time is allotted to clarify those ideas. 5. Group members designate their preferences for the best alternatives 6. Group decision is announced.

Advantages Opportunity of equal participation Prevention of dominance of discussion by one member Tight control of tie

Disadvantages Members are frustrated by rigidity of the procedure Gain no feelings of cohesiveness Social needs are unsatisfied No opportunity to benefit from cross-fertilization of ideas

C. Delphi Decision Making A panel of relevant people is chosen to address an issue Major merits:

Elimination of the detraction from interpersonal problems among panellists Efficient use of experts time Adequate time for reflection and analysis by respondents Diversity and quantity of ideas generated Accuracy of predictions and forecasts made or scenarios generated

o o o o

D. Dialectic Decision Methods

Problem

Proposal A

Proposal B

Assumptions

Assumptions

Presentation of Pros and Cons

Presentation of Pros and Cons

Choice

Compromise A and B

New Alternative

Potential Outcomes Support for decisions Quality decisions Individual development

CONSENSUS A key issue in decision-making

Facilitation process of helping a group attain resounding success, maximize its efficient use of time and feel satisfied with its efforts.

Weaknesses of Committees Slowness and expensiveness Escalating commitment Divided responsibility

Related Problems Linearity bias Egocentrism Framing bias Anti-statistical bias

CHAPTER 13

Classical Organization Theory Process of starting with the total amount of work to be done and dividing into divisions, departments, work clusters, jobs and assignments of responsibilities to people.

Matrix Organization Overlay of one type of organization on another so that two chains of command are directing individual employees. Used especially for large specialized projects that temporary require large numbers of technical people with different skills to work in project teams. Creates cross-functional teams

TEAMWORK Group Work products Performance monitoring source Focus of activity Leadership View of conflict Individual External Efficient task performance Single Dysfunctional and discouraged Team Collective Internal Problem solving shared Functional and encouraged

Life Cycle of a Team 1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

Team Problems Changing Team Membership Social Loafing the free-rider effect Lack of trust

Ingredients of Effective Teams Supportive environment Appropriate skills and role charity Superordinate goals Trust Team rewards Empowerment Positive norms

TEAM BUILDING Encourages team members to examine how they work together, identify their weaknesses and develop more effective ways of cooperating

The Need for team building Interpersonal conflicts among team members Low degree of team morale Confusion or disagreement about roles within the team Large influx of new members Disagreement over the teams purpose and tasks Negative climate within the team Stagnation within the team

Process of team building 1. Identification of a problem 2. Collection of relevant data 3. Data feedback and confrontation 4. Problem-solving experience 5. On-the-job application and follow-up

Skills in team building Consultation skills Interpersonal skills Research skills Presentational skills Process consultation Feedback

Process consultation Set of activities that help others focus on what is currently happening around them

Facilitating Behavior Observing team meetings Probing and questioning Confronting individuals Encouraging open communication Stimulating problem solving Preventing disruptive behaviours

Desired Effects on Team Members Examine intended versus actual roles Identify problems Examine consequences of behaviour React constructively to current behavioural events

Attending to nonverbal cues Ensuring widespread contributions Encouraging learning

Explore new alternatives Think and act independently Develop cohesiveness

Feedback encourages them to understand how they are seen by others within their team and to take self-correcting action.

Employee territories space they call their own Neighborhoods of offices

Common outcomes of effective teams Performance/Productivity improvements Improve product quality Faster response time More rapid innovation Increased customer satisfaction Better decision quality Greater efficiency Member Behaviours Lower absenteeism Diminished turnover Improved safety record Increased acts of organizational citizenship Member attitudes Higher individual satisfaction Better interpersonal trust Stronger organizational commitment Enhanced team cohesiveness

Ethical Dilemmas within Teams Team member appraisals Member assistance

Team selection Team perfection Team rewards

Self-managing Teams advantages Improved flexibility of staff More efficient operations through the reduced number of job classifications Lower absenteeism and turnover rates Higher levels of organizational commitment and job satisfaction Disadvantages The extended time to implement them The high training investment as members learn new skills Early inefficiencies due to job rotation The inability of some employees to adapt to a team structure

Traditional Authority figure Expert Teacher Problem solver Coordinator

Self-managing Coach and counsellor Champion and cheerleader Resource allocator Liaison and boundary manager Facilitator

Principle of intentionality Prepare the team to expect and be receptive to multiple roles

Boundary spanning roles

Abilities to interact with a variety of other groups in order to help the team succeed. Skills needed: o o o o o o o Social awareness Relating to others Genuine caring for team members Investigating problems Obtaining external support Influencing the team Persuading

Devices to overcome inherent problems in virtual teams Clarified goals and definitions of the major issues Conduct a few short face-to-face meetings Explicit definition of role expectations Identification of potential problems likely to arise Frequent use of e-mail and videoconferencing