Organizational Behavior: Group Dynamics and Teamwork Gholipour A. 2006. Organizational Behavior. University of Tehran

Sociological Criteria of a group Two or more freely interacting people (Interdependent -interact and influence each other); Mutually accountable for achieving common goals; Common Identity; Collective Norms. . Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran What Makes People Join Groups? Status Security Power Goal Achievement Self- Esteem Affiliation Security. By joining groups, people can reduce the insecurity of “standing alone.” Status. Inclusion in a group that is viewed as important by others provides status and recognition for its members. Self-esteem. Groups can provide people with feelings of self-worth. Affiliation. Groups can fulfill social needs. Power. What cannot be achieved individually often becomes possible through group action. Goal achievement. Sometimes, it takes more than one person to accomplish a task. In such cases, management will use formal groups. Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran Groups versus Teams All teams are groups Teams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together) Teams have a positive synergy Skills in teams are complementary . Gholipour A. 2006. Organizational Behavior. University of Tehran

Functions of Formal Groups Organizational Functions Individual Functions 1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals. 2. Generate new or creative ideas and solutions. 3. Coordinate interdepartmental efforts. 4. Provide a problem-solving mechanism for complex problems requiring varied information and assessments. 5. Implement complex decisions. 6. Socialize and train newcomers. 1. Satisfy the individual’s need for affiliation. 2. Develop, enhance, and confirm the individual’s self-esteem and sense of identity. 3. Give individuals an opportunity to test and share their perceptions of social reality. 4. Reduce the individual’s anxieties and feelings of insecurity and powerless- ness. 5. Provide a problem-solving mechanism for personal and interpersonal problems. Gholipour A. 2006. Organizational Behavior. University of Tehran

Theories of Group Formation Propinquity Needs, Functions and Goals Interaction Balance Theory Exchange Theory Five-Stage Theory Punctuated Equilibrium Model Gholipour A. 2006. Organizational Behavior. University of Tehran

Tuckman’s Five-Stage Theory of Group Development Performing Norming Adjourning Storming Return to Independence Forming Dependence/ interdependence Independence Gholipour A. 2006. Organizational Behavior. University of Tehran

Tuckman’s Five-Stage Theory of Group Development (continued) Forming Storming Norming Performing Individual Issues “How do I fit in?” “What’s my role here?” “What do the others expect me to do?” “How can I best perform my role?” Group Issues “Why are we here?” “Why are we fighting over who’s in charge and who does what?” “Can we agree on roles and work as a team?” “Can we do the job properly?” Gholipour A. 2006. Organizational Behavior. University of Tehran

NOT QUITE A SOCIAL GROUP Category People with common status (girls, doctors, nurses) Aggregate People in the same place (people at the mall) Crowd Temporary cluster of people (spectators at a game, passengers waiting to board an airplane) Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran PRIMARY GROUPS Traits Small Personal orientation Enduring (long lasting) Frequent interaction Face-to-face Intimate sense of belonging emotional orientation: bond based on emotions loyalty Primary relationships First group experienced in life Irreplaceable Security Assistance of all kinds Emotional to financial Examples: the family. Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran SECONDARY GROUPS Traits Large membership: larger than primary groups Goal or activity orientation impersonal and formal Infrequent interaction Secondary relationships Weak emotional ties between persons Short term Importance Networking Career goals Examples: co-workers, political organizations Gholipour A. 2006. Organizational Behavior. University of Tehran

In-Groups and Out-Groups “group with which people identify and have a sense of belonging” pronoun “WE” Out-group “group that people do not identify with pronoun “THEY” Loyalty to INGROUP Opposition to OUTGROUPS Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran Reference Groups In-groups can be secondary or primary groups, but in either case, they are always reference groups, real or imaginary . a standard to evaluate ourselves normative function comparative function Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran Group Dynamics Leadership Roles Norms Status Size Composition Cohesiveness Socio-emotional Instrumental Gholipour A. 2006. Organizational Behavior. University of Tehran

Different Role Requirements Role Identity Role Perception Role Expectations Role Conflict Role Overload Role Ambiguity Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran Task Roles Roles Description Initiator Suggests new goals or ideas Information seeker/giver Clarifies key issues Opinion seeker/giver Clarifies pertinent issues Elaborator Promote greater understanding Coordinator Pulls together key ideas and suggestions Orienter Keeps group headed toward its stated goal(s) Evaluator Tests group’s accomplishments Energizer Prods group to move along or to accomplish more Procedural Technician Performs routine duties Recorder Performs a “group memory” function Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran Maintenance Roles Roles Description Encourager Fosters group solidarity Harmonizer Mediates conflict through reconciliation or humor Compromiser Helps resolve conflict by meeting others”half way” Gate Keeper Encourages all group members to participate Standard setter Evaluates the quality of group processes Commentator Records comments on group processes/dynamics Follower Serves as a passive audience Gholipour A. 2006. Organizational Behavior. University of Tehran

Individual versus Group Decision Making Individuals Groups Speed Clear Accountability Consistent Values Knowledge & Diversity High Quality Decisions Increased Acceptance A major advantage of individual decision making is speed. An individual does not have to convene a meeting and spend time discussing various alternatives. Individual decisions also have clear accountability. The person who made the decision is known; therefore, responsibility for the outcome of the decision is easy to fix. Individual decisions also ten to convey consistent values. While individuals are not perfectly consistent when making decisions, they are more so than groups. Groups generate more complete information and knowledge. By aggregating the resources of several individuals, groups bring more input to the decision- making process. Groups also offer increased diversity of views. Evidence indicates that a group will almost always outperform even the best individual. So groups generate higher quality decisions. Finally, groups lead to increased acceptance of solutions. Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran Group Dysfunctions Conformity (Sharif, Asch, Milgram, Hofling) Groupthink Social loafing Risky shift Gholipour A. 2006. Organizational Behavior. University of Tehran

GROUP CONFORMITY STUDIES PRESSURES TO CONFORM TO GROUP DESIRES Asch’s research Willingness to COMPROMISE our own judgments Line experiment Milgram’s research Role authority plays Following orders Janis’ research Negative side of ‘groupthink’ Lack of objectivity Gholipour A. 2006. Organizational Behavior. University of Tehran

ASCH’S LINE EXPERIMENT Gholipour A. 2006. Organizational Behavior. University of Tehran

Symptoms of Groupthink Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer pressure Mindguards Gholipour A. 2006. Organizational Behavior. University of Tehran

How to Prevent Groupthink Every group member a critical evaluator Avoid rubber-stamp decisions Different groups explore same problems Rely on subgroup debates and outside experts Assign role of devil’s advocate Rethink a consensus Gholipour A. 2006. Organizational Behavior. University of Tehran

Conditions for Social Loafing Low task interdependence Individual output not visible Routine, uninteresting tasks Low task significance Low collectivist values Gholipour A. 2006. Organizational Behavior. University of Tehran

General Typology of Teams Types of Teams General Typology of Teams Advice Production Project Action Common Forms of Teams Problem solving Self-managed Cross-functional Virtual Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran Virtual Teams Cross-functional teams that operate across space, time and organizational boundaries using information technology Increasingly possible because of: Technology Knowledge-based work Increasingly necessary because of: Globalization Knowledge management Need for team work Gholipour A. 2006. Organizational Behavior. University of Tehran

Survey Evidence: What Self-Managing Teams Manage Percentage of Companies Saying Their Self-Managing Teams Perform These Traditional Management Functions by Themselves. Schedule work assignments 67% Work with outside customers 67 Conduct training 59 Set production goals/quotas 56 Work with suppliers/vendors 44 Purchase equipment/services 43 Develop budgets 39 Do performance appraisals 36 Hire co-workers 33 Fire co-workers 14 Source: Adapted from “1996 industry Report: What Self-Managing Teams Manage,” Training, October 1996, p. 69 Gholipour A. 2006. Organizational Behavior. University of Tehran

Team Effectiveness Model Organizational and Team Environment Reward systems Communication systems Physical space Organizational environment Organizational structure Organizational leadership Task characteristics Team size Team composition Team Design Achieve organizational goals Satisfy member needs Maintain team survival Team Effectiveness Team development Team norms Team roles Team cohesiveness Team Processes Gholipour A. 2006. Organizational Behavior. University of Tehran

Homogeneous vs. Heterogeneous Teams Homogeneous Teams Heterogeneous teams Higher satisfaction Less conflict Faster team development More efficient coordination Performs better on simple tasks More conflict Slower team development -- takes longer to agree on norms and goals Better knowledge and resources for complex tasks Tend to be more creative Higher potential for support outside the team Gholipour A. 2006. Organizational Behavior. University of Tehran

Stages of Team Development Performing Adjourning Existing teams might regress back to an earlier stage of development Norming Storming Forming Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran Team Norms Norm: “An attitude, opinion, feeling, or action -- shared by two or more people -- that guides their behavior.” Informal rules and expectations team establishes to regulate member behaviors Norms develop through: Explicit statements Critical events in team’s history Primacy Beliefs/values members bring to the team and team experiences Why Norms Are Enforced Help the group or organization survive Clarify or simplify behavioral expectations Help individuals avoid embarrassing situations Clarify the group’s or organization’s central values and/or unique identity Gholipour A. 2006. Organizational Behavior. University of Tehran

Causes of Team Cohesiveness Member Similarity Team Cohesiveness External Challenges Member Interaction Team Success Team Size Somewhat Difficult Entry Gholipour A. 2006. Organizational Behavior. University of Tehran

Team Cohesiveness Outcomes Members of cohesive teams: Want to remain members Willing to share information Strong interpersonal bonds Want to support each other Resolve conflict effectively More satisfied and experience less stress . Gholipour A. 2006. Organizational Behavior. University of Tehran

Cohesiveness-Productivity Relationship High Low Strong Increase In Productivity Moderate Increase In Productivity High Alignment of group and organizational goals Groups differ in cohesiveness: the degree to which members are motivated to stay in the group. Studies show that the relationship of cohesiveness to productivity depends on the performance-related norms established by the group. The more cohesive the group, the more members will follow its goals. The figure above summarizes the relationship between group cohesiveness, performance norms, and productivity. Managers can use the following techniques to encourage group cohesiveness: 1. Make the group smaller. 2. Encourage agreement with group goals. 3. Increase the time team members spend together. 4. Increase the perceived status of the group and of attaining membership. 5. Stimulate competition with other groups. 6. Give rewards to the group rather than to members. 7. Physically isolate the group. Decrease in Productivity No Significant Effect On Productivity Low Gholipour A. 2006. Organizational Behavior. University of Tehran

Gholipour A. 2006. Organizational Behavior. University of Tehran Shaping Team Players Rewards Training Selection Gholipour A. 2006. Organizational Behavior. University of Tehran

Effective Teamwork Through Trust Trust: “Reciprocal faith in others’ intentions and behavior.” How to Build Trust Communication (keep everyone informed; give feedback; tell the truth). Support (be available and approachable). Respect (delegate; be an active listener). Fairness (give credit where due; objectively evaluate performance). Predictability (be consistent; keep your promises). Competence (demonstrate good business sense and professionalism). Effective Teamwork Through Cooperation Cooperation Competition Gholipour A. 2006. Organizational Behavior. University of Tehran

Effective Teamwork Through Cohesiveness Cohesiveness: “A sense of we-ness helps team stick together.” How to Enhance Cohesiveness Socio-Emotional Cohesiveness Keep the team relatively small. Increase the status and prestige of belonging. Encourage interaction and cooperation. Emphasize member,s common characteristics and interests. Point out environmental threats to rally the team. Instrumental Cohesiveness Regularly update and clarify the team,s goals. Give every team member a vital “piece of the action”. Channel each team member,s special talents to the common goals. Recognize and equitably reinforce every member,s contributions. Frequently remind team members they need each other to get the job done. Gholipour A. 2006. Organizational Behavior. University of Tehran

High-performance Teams Participative Leadership Aligned on Purpose Shared Responsibility Attributes of high-performance Teams High Communication Future Focused Rapid Response Focused on Task Creative Talents Gholipour A. 2006. Organizational Behavior. University of Tehran