2. Perilaku Grup dan Tim Chapter 12 Mata kuliah: J0754 - Pengelolaan Organisasi Entrepreneurial Dosen Pembuat: D3122 - Rudy Aryanto Tahun : 2009

3. Learning Objectives –Define the terms group and team –Describe the differences in groups and teams –Discuss why people form groups and managers form teams –Compare the various stages of group development –Identify the major factors for building effective teams in organizations

4. Group and Team Behavior Group – two or more employees who interact with each other in such a manner that the behavior and/or performance of a member is influenced by the behavior and/or performance of other members.

5. Types of Groups Formal groups –Created by managerial decision to accomplish stated organizational goals Types of formal groups –Command Group –Task Group

6. Types of Groups Informal groups –Arise from individual efforts –Develop around common interests and friendships, not deliberate design Types of informal groups –Interest –Friendship

7. Why People Form Groups Satisfaction of Needs Proximity and Attraction Group GoalsEconomics

8. Stages of Group Development Forming Storming Norming Performing Adjourning

9. Punctuated Equilibrium

10. Characteristics of Groups Status Hierarchy Leadership Norms Structure Roles Cohesiveness

11. Structure and Status Within any group, some sort of structure develops over time –Members are differentiated by expertise, aggressiveness, power, status –The pattern of relationships among positions constitutes group structure –Status differences create a hierarchical group structure –Status in formal groups is based on position in the formal organization

12. Role Types in Groups Expected role –Formal requirements of the role Perceived role –The set of behaviors that a group member believes he/she should enact Enacted role –The behaviors that the member actually carries out

13. Group Norms Standards of behavior shared by group members –Formed only for things important to the group –May be written, spoken, or implicit –Accepted in varying degrees by members –May not apply to all group members –Developed as a result of member interaction over time

14. Group Norms Good norms –Standing up for the company when it is unfairly criticized –Always trying to improve –Listening to others –Actively seeking the ideas and opinions of others –Caring about the people you work with

15. Group Norms Negative norms –Taking advantage of others whenever possible –Accepting sub-standard goals –Putting yourself first –Getting ahead, regardless of costs –Hiding problems from supervisors

16. Leadership Roles in Groups In Formal Groups –Can exercise legitimate power –Can reward and punish group members In Informal Groups –Helps accomplish group goals –Enables members to satisfy needs –Embodies the values of the group –Presents group’s viewpoint to others –Maintains the group as a functioning unit

17. Group Cohesiveness A force acting on members to remain in a group that is greater than the forces pulling them away from the group –A closeness or commonness of attitude, behavior, and performance

18. Group Cohesiveness Sources of group attraction –Goals of the group and the members are compatible and clearly specified –The group has a charismatic leader –The group has a reputation for accomplishment –The group is small enough to allow member’s opinions to be heard –Members support one another and help each other overcome obstacles

19. Cohesiveness and Performance Degree of Group Cohesiveness Low Performance probably oriented away from organizational goals Performance probably oriented toward achievement of organizational goals High Performance oriented away from organizational goals Performance oriented toward achievement of organizational goals LowHigh Agreement with Organizational Goals

20. Groupthink Groupthink – the deterioration of mental efficiency, reality testing, and moral judgment in the interest of group solidarity.

21. Characteristics of Groupthink Groupthink results in… –An illusion of invulnerability –A tendency to moralize –Feelings of unanimity –Pressure to conform –Opposing ideas are dismissed

22. Social Loafing Individuals hold back when contributing to the group’s effort and performance –Not an issue in cohesive teams and groups –Happens where individual members can receive neither credit nor blame for their performance

23. Nature and Types of Teams Problem-Solving Teams Virtual Teams Cross-Functional Teams Skunkworks Self-Directed Work Teams

24. Why Teams are Formed Teams are formed to… –Enhance organizational productivity –Flatten organizations –Provide flexibility and quicker decisions –Take advantage of diversity –Improve quality –Increase customer satisfaction

25. Why Teams are Formed Teams should be formed when any of the following exists –A complicated problem that requires diverse talents and functional expertise –A goal of improving 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 costly

26. Team-Forming Decisions Before placing employees into teams, ask these questions –Can the work be performed better by more than one individual? –Does the work lend itself to a common set of goals for the people in a team? –Are team members interdependent?

27. Requirements for Effective Teams Common requirements –Top-level commitment and clear goals –Management-employee trust –Willingness to take risks –Information sharing –Time –Resources –Training

28. The Role Concept Role –Organized set of behaviors expected of an individual in a specific position Multiple roles and role sets –Roles performed simultaneously –The individual holds many positions in a variety of organizations and groups Role perception –Expectations for behavior in a role –Different groups have different expectations

29. Role Conflict Person-role conflict –Role requirements violate the basic values, attitudes, needs of the individual Intrarole conflict –Difficulty satisfying the role requirements of people with different expectations Interrole conflict –Difficulty fulfilling multiple roles with conflicting expectations

30. Role Conflict Common results of role conflict –Psychological stress that may result in emotional problems and indecision –Reduced performance