MGT ORGANIZATIONAL BEHAVIOR Dr. K. A. S. P. Kaluarachchi Senior Lecturer Department of Management and Organization Studies Faculty of Management and Finance University of Colombo 1

At the end of this lesson, you will be able to:  Define the concept of group in an organization  Identify a theory of group formation  Describe the process of group development  Identify types of groups  Define the concept of work team  Compare work groups with work teams  Identify types of work teams  Know how to develop self-managed teams  Recognize quality circles  Know how build successful teams  Identify dyfunctions of work groups and teams 2 12/8/2015

If a group exists in an organization, its members: (1) Are motivated to join (2) Perceive the group as a unified unit of interacting (3) Contribute in various amounts/ways to the group process (4) Reach agreements and have disagreements through various forms of interactions 3 12/8/2015

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6  Primary and secondary groups  Small and large groups  Coalitions (interacting group of individuals, for a specific purpose, independence from formal structure, mutual perception, issue- oriented, external form)  Membership and reference groups  In- and out-groups  Formal and informal groups

7 12/8/2015 The teams go beyond traditional formal work groups by having a collective, synergistic effect (the whole is greater than the sum of its parts) Katzenbach and Smith (1993) note: A working group’s performance is a function of what its members do as individuals. A team’s performance includes both individual results and what we call “collective work- products.” A collective work-product is what two or more members must work on together…[it] reflects the joint, real contribution of team members

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9 Cross-functional teams – are made up of individuals from various departments or functional areas. Overall functional breadth and cross-training of team members enhances information sharing, team interaction, and team performance Virtual teams – advanced IT, increasing globalization, and the need for speed made face-to-face interaction of team members less important. Members performing knowledge-based tasks in remote locations are called virtual teams

10 12/8/2015 Self-managed teams – this is as part of the empowerment movement and the more egalitarian cultural values in an increasing number of organizations. A self-managed work team is a group of employees who are responsible for managing and performing technical tasks that result in a product or service being delivered to an internal or external customer

 Specific goals are set for the group but members decide the best means by which these goals are to be achieved  Group members have greater freedom and choice and wider discretion over the planning, execution and control of their work  Collectively members of the group have the necessary variety of expertise and skills to undertake the tasks of the group successfully  The level of external supervision is reduced and the role of supervisor becomes more one of giving advice and support to the group  Feedback and evaluation are related to the performance of the group as a whole 11 12/8/2015

 Membership is voluntary; the group usually numbers between five and ten members  Membership is normally drawn from people undertaking similar work or from the same work station  The group selects the problems to be tackled and the methods of operation  A leader can be chosen from within the group but is usually the immediate supervisor  The group members receive training in communication and problem-solving skills, quality control techniques and group processes  The group recommends solutions to management and, where possible, has authority to implement agreed solutions 12 12/8/2015

 Clarification of objectives and available resources  Organizational processes and the clarification of roles  Empowerment, decision-making and channels of communication  Patterns of interaction, and attention to both task and maintenance functions  Social processes and the informal organization  Management systems and style of leadership  Training and development 13 12/8/2015

14 12/8/2015  Norm violation and role ambiguity/conflict – Group norms that are violated can result in anti-social behaviors. e.g. sexual harassment and theft, lying, spading rumors, withholding effort, absenteeism, etc. Role ambiguity occurs when the individual worker is unclear about the task to be completed in a given situation. Role conflict occurs when the employee is asked to do conflicting tasks with his/her values  The Groupthink/Conformity Problem – Too much of adherence to the group norms can hinder creativity and innovation of the group  Social Loafing – Tendency of members to reduce their individual effort to the group

Thank you very much! 15 12/8/2015