7/30/2019 Dynamics of OB
1/58
Compiled by
A Srinivasa Rao
The dynamics of OB
- Groups and teams
7/30/2019 Dynamics of OB
2/58
Types of Groups Formal Groups
created by managerialdecision to accomplishstated goals of theorganization.
Command Group
Task Group
Formal Groups
created by managerialdecision to accomplishstated goals of theorganization.
Command Group
Task Group
Informal Groups
arise from individualefforts and developaround commoninterests andfriendships rather thandeliberate design.
Interest Groups
Friendship Groups
Informal Groups
arise from individualefforts and developaround commoninterests andfriendships rather thandeliberate design.
Interest Groups
Friendship Groups
7/30/2019 Dynamics of OB
3/58
Why People Form Groups
The Satisfactionof Needs
Proximity andAttraction
Group GoalsEconomics
7/30/2019 Dynamics of OB
4/58
Mutual Acceptance
Communication and Decision Making
Motivation and Productivity
Control and Organization
Stages of Group Development
7/30/2019 Dynamics of OB
5/58
Characteristics of Groups
Structure StatusHierarchy
Roles
Leadership
CohesivenessNorms
7/30/2019 Dynamics of OB
6/58
44 Expected role:Expected role: Formal requirements ofFormal requirements of
the role within the group.the role within the group.
44
Perceived role:Perceived role: The set of behaviorsThe set of behaviorswhich the group member believeswhich the group member believes
he/she should enact.he/she should enact.
44 Enacted role:Enacted role: The behaviors which theThe behaviors which the
member actually carries out.member actually carries out.
Role Types in Groups
7/30/2019 Dynamics of OB
7/58
Group Norms Standards of behavior shared by group
members Formed only for things important to the
group
May be written, but more often orallycommunicated; can be implicit
Accepted in various degrees by groupmembers
May apply to all or to only some group
members
7/30/2019 Dynamics of OB
8/58
Leadership Roles in Groups
In Formal Groups
Can exercise legitimately sanctioned power (i.e., rewardsand punishment)
In Informal Groups
Helps accomplish group goals
Enables members to satisfy needs
Embodies the values of the group
Represents groups viewpoint with other group leaders
Facilitates group conflict, initiates group actions,maintains the group as a functioning unit
7/30/2019 Dynamics of OB
9/58
Group Cohesiveness: Sources of
Attraction to a Group
The goals of the group and the members
are compatible and clearly specified The group has a charismatic leader
The group has a reputation foraccomplishment
The group is small enough to have
members opinions heard The members support one another and
help each other overcome obstacles
7/30/2019 Dynamics of OB
10/58
Degree of
group
cohesiveness
Low
Performance
probably orientedaway from
organizational goals
Performance
probably oriented
toward achievement
of organizational
goals
High
Performance
oriented away from
organizational goals
Performanceoriented toward
achievement of
organizational goals
Low High
Agreement with organizational goals
Relationship Between Group Cohesiveness and
Agreement with Organizational Goals
7/30/2019 Dynamics of OB
11/58
Groupthink A cohesivegroups desire for agreement
interferes with the groupsconsideration of alternative
solutions.
7/30/2019 Dynamics of OB
12/58
Characteristics of Groupthink
Illusion of invulnerability.
Members believe that they are invincible.
Tendency to moralize.
Any opposition to group views is characterized bymembers as weak, evil, or unintelligent.
Feelings of unanimity.
Each member of the group supports the leadersdecisions. Members may have reservations aboutdecisions, but do not share their views.
7/30/2019 Dynamics of OB
13/58
Characteristics of Groupthink (continued)
Pressure to conform.
Formal and informal attempts are made todiscourage discussion of divergent views.
Opposing ideas dismissed.
Any individual or outside group that criticizes oropposes a decision receives little or no attentionfrom the group.
7/30/2019 Dynamics of OB
14/58
Types of TeamsProblem-Solving
Teams
Virtual Teams
Cross-FunctionalTeams
Sunk works
Self-Directed WorkTeams
7/30/2019 Dynamics of OB
15/58
Why are Teams Formed?
To enhance
organizationalproductivity
To assume thetasks of managers
eliminated bydownsizing
To provide flexibility
and faster decisions
To enhance
organizationalproductivity
To assume the
tasks of managerseliminated bydownsizing
To provide flexibilityand faster decisions
To take advantage
of the benefits ofdiversity
To improve quality
To increase
customer
satisfaction
To take advantage
of the benefits ofdiversity
To improve quality
To increase
customer
satisfaction
7/30/2019 Dynamics of OB
16/58
Teams should be used when thefollowing factors are present:
A serious commitment from group members. A complicated problem that requires
employees with diverse talents and functional
expertise. A goal of improving on an existing product,
service, or process.
A task that lends itself to a division of labor.
A situation in which making the wrong
decision is too costly.
7/30/2019 Dynamics of OB
17/58
Before placing employees into teams,
decision makers should ask the followingquestions:
Can the work be performed better by more thanone individual?
Does the work lend itself to a common set ofgoals for the people in a team?
Are members of the team interdependent?
7/30/2019 Dynamics of OB
18/58
Requirements for Effective Teams
Top-level commitment and provision
of clear goals.
Management-employee trust.
Willingness to take risks and shareinformation.
Time, resources, and a commitmentto training.
7/30/2019 Dynamics of OB
19/58
The Role Concept Role: Organized set of behaviors expected
of an individual in a specific position Multiple roles: Roles performed
simultaneously because the individual holds
many positions in a variety of organizationsand groups
Role set/role perception: Individuals
expectations for behavior of a person in aparticular role; different groups havedifferent expectations
7/30/2019 Dynamics of OB
20/58
Role Conflict
Person-role conflict: role requirements
violate the basic values, attitudes, andneeds of the individual
Intra-role conflict: difficulty in satisfyingthe role requirements of people withdifferent expectations
Inter-role conflict: difficulty in fulfillingmultiple roles with conflicting expectations
7/30/2019 Dynamics of OB
21/58
Results of Role Conflict
An individual confronted with role conflict
experiences psychological stress that mayresult in emotional problems and indecision.
Role conflict occurs frequently and with
negative effects on performance over a widespectrum of occupations.
When individuals are faced with conflicting
expectations or demands from two or moresources, the likely result is a decline inperformance.
7/30/2019 Dynamics of OB
22/58
Groups, Teams andOrganizational Effectiveness
Group
Two or more people who interact with each other toaccomplish certain goals or meet certain needs.
Team
A group whose members work intensely with eachother to achieve a specific, common goal or objective.All teams are groups but not all groups are teams.
Teams often are difficult to form. It takes time for members to learn how to work together.
7/30/2019 Dynamics of OB
23/58
Groups and Teams Contributionsto Organizational Effectiveness
Figure 14.1
7/30/2019 Dynamics of OB
24/58
Groups and Teams as
Performance Enhancers
Performance Enhancement
Making use of the synergy from employees in a groupproducing more or better output than employeesworking separately.
Bounce ideas off one another. Correct each others errors.
Bring more new ideas to bear on problems
Accomplish projects beyond the scope of individuals
Managers should build autonomous empoweredgroups composed of members of complementaryskills and knowledge.
7/30/2019 Dynamics of OB
25/58
Groups and Teams andResponsiveness to Customers
Responsiveness to Customers Difficult to achieve given the many
constraints.
Safety issues, regulations, costs. Cross-functional teams can provide the wide
variety of skills needed to meet customer
demands. Teams consist of members of different
departments.
7/30/2019 Dynamics of OB
26/58
Teams and Innovation Innovation
The creative development of new products,new technologies, new services, or neworganizational structures
Individuals rarely possess the wide variety of skillsneeded for successful innovation.
Team members can uncover each others flaws
and balance each others strengths andweaknesses
Managers should empower the team and make itaccountable for the innovation process.
7/30/2019 Dynamics of OB
27/58
Groups and Teams as
Motivators Members of groups, and particularly
teams, are often better motivated andsatisfied than individuals.
Team members are more motivated and satisfied
than if they were working alone. Team members can see the effect of their
contribution to achieving team and organizationalgoals.
Teams provide needed social interaction and helpemployees cope with work-related stressors.
7/30/2019 Dynamics of OB
28/58
The Types of Groups and Teams in
Organizations
Figure 14.2Source:
7/30/2019 Dynamics of OB
29/58
The Types of Groups and Teams Formal Group
A group that managers establish to achieveorganization goals.
Informal Group
A group that managers or nonmanagerial
employees form to help achieve their owngoals or to meet their own needs.
7/30/2019 Dynamics of OB
30/58
The Types of Groups and Teams
Type of Team
Top-management
team
A group composed of the CEO, the president,
and the heads of the most importantdepartments
Research anddevelopment team
A team whose members have the expertiseand experience needed to develop newproducts
Command groups A group composed of subordinates whoreport to the same supervisor, also called adepartment or unit,
Task forces A committee of managers or nonmanagerialemployees from various departments ordivisions who meet to solve a specific,mutual problem; also called an ad hoccommittee
7/30/2019 Dynamics of OB
31/58
The Types of Groups and Teams (contd)
Type of Team
Self-managed work
team
A group of employees who supervise their
own activities and monitor the quality of thegoods and services they provide.
Virtual team A team whose members rarely or never meetface to face and interact by using variousforms of information technology such as
email, computer networks, telephone, fax andvideo conferences.
Friendship group An informal group composed of employeeswho enjoy each others company and
socialize with each other.
Interest group An informal group composed of employeesseeking to achieve a common goal related totheir membership in an organization.
7/30/2019 Dynamics of OB
32/58
Group Dynamics Group Dynamics
The characteristics and processes that affect how agroup or team functions.
Group size affects how a group performs.
Normally, small groups (2 to 9 members) interact better and
tend to be more motivated.
Larger groups can be used when more resources are neededand division of labor is possible.
Group tasks impact how a group interacts.
Task interdependence shows how the work of one memberimpacts another; as interdependence rises, members mustwork more closely together.
7/30/2019 Dynamics of OB
33/58
Group Dynamics: Interdependence Task Interdependence Types
Pooled Members make separate, independent contributions to group
such that group performance is the sum of each memberscontributions.
Sequential Members perform tasks in a sequential order making it difficult
to determine individual performance since one memberdepends on another.
Reciprocal Work performed by one group member is mutually dependent
on work done by other members.
7/30/2019 Dynamics of OB
34/58
Types of Task
Interdependence
Figure 14.3
7/30/2019 Dynamics of OB
35/58
Group Leadership Effective leadership is a key ingredient in
high performing groups, teams, andorganizations.
Formal groups created by an organizationhave a leader appointed by theorganization.
Groups that evolve independently in anorganization have an informal leaderrecognized by the group.
7/30/2019 Dynamics of OB
36/58
Stages of Group Development Forming
Group members get to know each other andreach common goals.
Storming
Group members disagree on direction and
leadership. Managers need to be sure theconflict stays focused.
Norming
Close ties and consensus begin to develop
between group members.
7/30/2019 Dynamics of OB
37/58
Stages of Group Development Performing
The group begins to do its real work.
Adjourning
Only for task forces that are temporary.
Note that these steps take time!
7/30/2019 Dynamics of OB
38/58
The Stages of Group Development
Figure 14.4
7/30/2019 Dynamics of OB
39/58
Punctuated equilibrium model For temporary groups with deadline
Alarm clock at half way of deadline Phase one
Period of inertia
Directions written in stone not reexamined
Transition
burst of changes
Dropping of old patterns
New perspectives
7/30/2019 Dynamics of OB
40/58
Punctuated equilibrium model cont
Phase 2- Execution and completion.
7/30/2019 Dynamics of OB
41/58
Group Dynamics Group Norms
Shared guidelines or rules that most groupmembers follow.
Groups may set their working hours, behavior
rules, and output quotas.
7/30/2019 Dynamics of OB
42/58
Group Cohesiveness Group Cohesiveness
The degree to which members are attracted or loyalto the group.
Increases in group cohesiveness causes:
Participation in the group to increase which helps get
members actively involved, but too much involvement canwaste the groups time.
Conformity to group norms to increase, although with toomuch conformity, group performance can suffer.
Group goal accomplishment to increase in importance whichcan result in the group becoming more focused on itself thanthe organization.
Sources and Consequences of
7/30/2019 Dynamics of OB
43/58
Sources and Consequences of
Group Cohesiveness
Figure 14.6
7/30/2019 Dynamics of OB
44/58
Factors Leading to Group Cohesiveness
Factor
Group Size Smaller groups allow for high cohesiveness;
Low cohesiveness groups with manymembers can benefit from splitting into twogroups.
Managed Diversity Diverse groups often come up with bettersolutions.
Group Identity Encouraging a group to adopt a uniqueidentity and engage in competition withothers can increase cohesiveness.
Success Cohesiveness increases with success;finding ways for a group to have some smallsuccesses increases cohesiveness.
44
7/30/2019 Dynamics of OB
45/58
Ways to Reduce Social Loafing
Make individualcontributions identifiable
Make individuals feel
that they are makingvaluable contributionsto a group
Keep the group assmall as possible
55
7/30/2019 Dynamics of OB
46/58
Advice to Managers Whenever feasible, make individual contributions or
individual levels of performance in a group identifiable,
and evaluate these contributions.
When work is performed in groups, let each member knowthat he or she can make an important and worthwhile
contribution to the group. When you are unable to evaluate individual contributions
to a group, consider having group members evaluate eachothers contributions and rewarding group members on
the basis of group performance. Keep work groups as small as possible while making sure
that a group has enough resources (member knowledge,
skills, experiences) to achieve its goals.
Whenever feasible, make individual contributions orindividual levels of performance in a group identifiable,
and evaluate these contributions.
When work is performed in groups, let each member know
that he or she can make an important and worthwhilecontribution to the group.
When you are unable to evaluate individual contributions
to a group, consider having group members evaluate eachothers contributions and rewarding group members on
the basis of group performance.
Keep work groups as small as possible while making sure
that a group has enough resources (member knowledge,skills, experiences) to achieve its goals.
Task Interdependence66
7/30/2019 Dynamics of OB
47/58
Task Interdependence
Thompsons model of group tasks helps managersidentify
Task characteristics that can lead to process losses.The most effective ways to distribute outcomes orrewards to group members to generate high motivation.
The model is based on the concept of taskinterdependence, which is the extent to which thework performed by one member of a group affectswhat other members do. There are three types:
Pooled Task InterdependenceSequential Task Interdependence
Reciprocal Task Interdependence
77
7/30/2019 Dynamics of OB
48/58
Task Interdependence
Pooled Task Interdependence: each member ofa group makes separate and independentcontributions to group performance.
Sequential Task Interdependence: requiresspecific behaviors to be performed by group
members in a predetermined order.Reciprocal Task Interdependence: theactivities of all work group members are fully
dependent on one another so that each membersperformance influences the performance of everyother member of the group.
88
7/30/2019 Dynamics of OB
49/58
Task Interdependence99
7/30/2019 Dynamics of OB
50/58
Task Interdependence
As task interdependence moves from pooled tosequential to reciprocal interdependence, thepotential for process lossesincreases because
Identifying individual performance becomesincreasingly harder.Coordination becomes more difficult.
The potential for process gainsalso increases
as task interdependence becomes morecomplex because of the increased likelihood ofsynergy.
Synergy: A process gain that occurs when members
of a group acting together are able to produce moreor better output than would have been produced bythe combined efforts of each person acting alone.
Advice to Managers
1010
7/30/2019 Dynamics of OB
51/58
Advice to Managers
When a group task involves pooled interdependence, allocateindividual tasks to group members to avoid duplication ofeffort, and evaluate individual levels of performance and rewardgroup members for their individual performance.
When a group task involves sequential interdependence, do asmany of the following as feasible: Monitor on-the-job behaviorsof group members. Reward group members for groupperformance. Assign workers with similar ability levels to the
same group. Reward workers for good attendance. Havemultiskilled workers available to fill in when needed.
When a group task involves reciprocal interdependence, do asmany of the following as feasible: Keep group size small. Make
sure that each group member knows that he or she can make acontribution. Reward group members for group performance.Increase physical or electronic proximity of members.Encourage clear and open communication. Encouragemembers to help one another as needed.
1111
7/30/2019 Dynamics of OB
52/58
Signs of Cohesiveness1212
7/30/2019 Dynamics of OB
53/58
Signs of Cohesiveness
Low cohesivenessLow cohesiveness: Information flows slowly within thegroup, the group has little influence over its membersbehavior, and the group tends not to achieve its goals.
Moderate cohesivenessModerate cohesiveness: Group members work welltogether, there is a good level of communication andparticipation in the group, the group is able to influence
its members behavior, and the group tends to achieveits goals.
Very high cohesivenessVery high cohesiveness: Group members socializeexcessively on the job, there is a very high level of
conformity in the group and intolerance of deviance, andthe group achieves its goals at the expense of other
groups.
Consequences of High Cohesiveness
1313
7/30/2019 Dynamics of OB
54/58
Consequences of High Cohesiveness(Table 11.1)
Consequences of
High Cohesiveness
A high level of
participation and
communication
within the group
A high level of
conformity to group
norms
Group goal
accomplishment
Advantages
Group members are more likely to
perform behaviors necessary for
the group and organization to
achieve their goals, information
flows quickly in the group, and
turnover may be relatively low.
The group is able to control its
members behavior to achieve
group goals.
The group achieves its goals
and is effective.
Group members may waste
time socializing on the job
and chatting about nonwork
matters.
Excessive conformity within the
group may result in resistance to
change and failure to discard
dysfunctional norms.
Group members may not
cooperate with other groups
as much as they should.
Potential
Disadvantages
1414
7/30/2019 Dynamics of OB
55/58
Disadvantages of High Cohesiveness(Table 11.2)
Consequences of
High Cohesiveness
Consequences of
High Cohesiveness
A high level of
participation and
communication
within the group
A high level of
conformity to group
norms
Group goal
accomplishment
A high level of
participation and
communication
within the group
A high level of
conformity to group
norms
Group goal
accomplishment
DisadvantagesDisadvantages
Group members waste time socializing
on the job and chatting about nonwork
matters.
Group members behave in ways that are
dysfunctional for the organization.
The group achieves its goals at theexpense of organizational goals.
Group members waste time socializing
on the job and chatting about nonwork
matters.
Group members behave in ways that are
dysfunctional for the organization.
The group achieves its goals at the
expense of organizational goals.
Advice to Managers
1515
7/30/2019 Dynamics of OB
56/58
d ce to a age s
If group and organizational goals are aligned and group
cohesiveness is very low, try to increase cohesiveness bydecreasing the size of the group, increasing the level of
similarity of group members, introducing some element ofcompetition with other groups, giving special rights orprivileges, and encouraging small successes.
If group and organizational goals are aligned and group
cohesiveness is very high, try to lower it by increasing groupsize, introducing more diversity within the group, discouragingcompetition 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 withorganizational goals by ensuring that group members benefit
when their efforts help the organization achieve its goals.
If group and organizational goals are aligned and group
cohesiveness is very low, try to increase cohesiveness bydecreasing the size of the group, increasing the level of
similarity of group members, introducing some element of
competition with other groups, giving special rights orprivileges, and encouraging small successes.
If group and organizational goals are aligned and group
cohesiveness is very high, try to lower it by increasing groupsize, 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 withorganizational goals by ensuring that group members benefit
when their efforts help the organization achieve its goals.
Important Organizational Groups1616
7/30/2019 Dynamics of OB
57/58
Important Organizational Groups
The Top Management TeamTop Management Teamis the team ofmanagers who report to the chief executive officer(CEO).
SelfSelf--Managed Work TeamsManaged Work Teamsare teams in whichteam members have the autonomy to lead andmanage themselves and determine how the teamwill perform its tasks.
Research and Development TeamsResearch and Development Teamsare usuallycross-functional teams that are formed to developnew products.
Virtual TeamsVirtual Teamsare teams in which a significantamount of communication and interaction occurselectronically rather than face to face.
7/30/2019 Dynamics of OB
58/58
Thank you