Presentation on ‘INTERGROUP DEVELOPMENT’ Prepared by: Guided by: KHUSHBU A. BA VISHI Nandita Mam DHRUPA D. TRIVEDI CHANGE MANAGEMENT AND ORGANIZATION DEVELOPMENT
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Presentation on
‘INTERGROUP DEVELOPMENT’
Prepared by: Guided by:KHUSHBU A. BAVISHI Nandita Mam
DHRUPA D. TRIVEDI
CHANGE MANAGEMENT
AND ORGANIZATION
DEVELOPMENT
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LEARNING OBJECTIVES
Changing Relationship
Collaboration And Conflict
Intergroup ProblemsManaging Conflicts of Various Levels
Continuous Improvement Process
-TQM -Job Design
-Self Managed Work Teams
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CHANGING RELATIONSHIPS
Managers are concentrating their efforts on
shared responsibilities among teams.
Organizations create situations of teaminterdependence where the performance of one
group is contingent upon another group.
People and groups often fail to cooperative with
others and may be in open conflict.
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Collaboration and Conflict An organization, consisting of departments and
divisions, requires cooperation to be effective.
Differences in objectives, values, efforts, and
interests occur between groups.
Conflict and competition between groups are
inevitable.
The dysfunctional nature of the conflict can be
reduced with an emphasis placed on
collaboration and cooperation.
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INTERGROUP OPERATING PROBLEMS
H i g h
L o w
HighLow
HighConflict
Potential
Moderate
Conflict
Potential
Moderate
Conflict
Potential
Low
Conflict
Potential
C o n f l i c t O f G o a l s
Conflict Of Resources
HighHi g
h
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Intergroup Operating Problems
Conflict between groups depends on how incompatible the
goals are, the extent to which required resources are scarceand
shared, and the degree of interdependence of task activities.
Suboptimizatin occurs when a group optimizes it own
subgoals but lose sight of the larger organizational goals.
Intergroup competition involves groups with conflicting
purposes or objectives.
Perceived power imbalance between groups occurs
when there is a perceived imbalance between units or when
previous
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Intergroup Operating Problems
Role conflict occurs when an individual belongs
to two or more groups whose goals are in conflict.
Role ambiguity exists when and individual of a
group is not clear about his/her function,
purposes, and goals.
Personality conflict arises from interpersonal
differences between members.
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Cooperation Versus Competition
Though competition is often perceived to be beneficial, the
research results of completion and cooperation among groups
is mixed.
Members of completive groups have more selfesteem.
Group completing with one another are more highly
oriented toward accomplishing the task, but there are a lack of
evidence that completion will increase productivity.
Research indicates that cooperation promotes productivity
between groups when the task is complicated and required
coordination.
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Managing Conflict
Organizational conflict does not need to be
eliminated but instead managed.
Diagnosed conflict situations involveslearning the basic conflict styles used in
dealing with interpersonal or intergroup
conflict.
Conflict style are based on 2 dimensions
-Desire to satisfy self -
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CONFLICT STYLE
HighLow Hi gh
L o
w
Desire To Satisfy Self
D e s i r e T o S a t i s f y O t h e r s
Obliging Integrating
Avoiding Dominating
Compromising
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Several OD Intergroup
Techniques
Dealing with conflicts openly provides a way to
manage tension creatively.
OD techniques for dealing with intergroup
problem include third-party consultation, theorganization mirrow, and intergroup team building.
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Third – Party Consultation
Use a third party, usually an outside, practitioner,
to help open communications, level power, and
confront problems between groups.
The their party provides diagnostic insight, is
non-evaluative, and is a source of emotional
support and skills.
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Organizational Mirror
Gives work units feedback on how other
elements of the organizational view them.
Normally using a practitioner, the work group
obtains specific information from other groups.
The units meet together to process the data
with the objective of identifying problems and
formulating solutions.
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Intergroup Team Building
Key members of conflicting groups meet to work on issue of
interface.
The meeting usually involves the following steps:
Step 1. Working separately. Two work groups makes three
lists:
How we see ourselves How we think the other group sees us
How we see the other person
Step 2. Meeting with the other group, a spokesperson from
each group presents their lists.Step 3. Group meet separately to discuss the information
Step 4. Subgroups of five or six are formed by mixing members
of the two groups. Their objective is to develop problemsolving
alternatives with action plans.
Step 5. A follow-up meeting is held to evaluate progress.
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JOB DESIGN
Job Design is defined as a process of deciding on the
context of a job in terms of its duties and
responsibilities.
Frederick Taylor in 1911 was first to propose scientific
design of Jobs. It certainly applies to production line work, but its main
purpose is to find and implement innovative ways of
doing work.
The two closely related theories of job design are asfollows:
1. Job enrichment theory
2. Job characteristic theory
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JOB ENRICHMENT THEORY
Job Enrichment: It loads the job vertically by
increasing job depth and making work morechallenging and responsible.
1. It provides wider scope and increased pace of work.
2. Allowing employees to set their own standards.
3. Allow them to control their own performance.
4. Have peers in work groups or teams become experts
in specialized areas.
5. They maintain Transperancy as far as the information
is concerned regarding the company towards the
employees.
6. It emphasizes on both improvement of quality as well
as reward to make a job design successful.
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JOB CHARACTERISTICS THEORY
It is developed to define the objectives of job characteristics that
directly affect employees attitude & work behavior.
According to this model, work motivation & satisfaction are affected
by following 5 core job dimensions:
1. Skill Variety: It is the degree to which a job involves use of different
skills & talents.2. Task Identity: It is the degree to which job requires completion of
whole & identifiable piece of work.
3. Task Significance: It is the degree to which job has a substantial
impact on the lives of other people, whether in the same organization
or the external environment.4. Autonomy: it is the degree to which job gives worker the freedom,
independence in scheduling & carrying out the work.
5. Job Feedback: It is the degree to which the workers obtain direct &
clear information about the effectiveness of their performance.
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TOTAL QUALITY MANAGEMENT
It is an organizational strategy of commitment for
continuous improving customer satisfaction byimproving output quality.
TQM has following characteristics:
1. TQM is organization-wide.
2. Top management visibly support it.
3. It is an ingrained value in the corporate culture.
4. Partnership with customers & suppliers.5. Reduce cycle time.
6. It does things right in first time.
7. No single formula works for everyone.
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SELF MANAGED WORK TEAMS
It is an autonomous group whose members decide
how to handle their task. It may be permanent or temporary work team brought
together to solve a problem.
It is also known as: Sociotechnical system, Cross-
functional team, High performance work team, etc. It has following characteristics:
1. Structure of organization is based on team concepts.
2. There is an egalitarian culture & noticeable lack of status symbols.
3. Limited number of people.
4. Information is openly shared.
5. Strong partnership between team members &
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