1. Copyright © 2002 by South-Western 15–1 Group Decision Making—Assets and Liabilities Groups Do It Better—Sometimes!

2. Copyright © 2002 by South-Western 15–2 Group Conflict and Decision Making Types of conflictTypes of conflict  Cognitive conflict—task-oriented differences in information held, in judgment, and in perspective that facilitate the exchange of information.  Affective conflict—emotion-based behaviors such as personality clashes, incompatibilities, and disputes that inhibit effective decision making.

3. Copyright © 2002 by South-Western 15–3 When Should Groups Make Decisions Using a group to make a decision is best if:Using a group to make a decision is best if:  The problem is of moderate difficulty.  The problem can be subdivided (decomposed).  The group is limited to five to seven members.  The group members have diverse backgrounds.  Interaction is structured to encourage free expression of ideas and prevent premature evaluation of ideas  There are no extreme status differences between group members.  The group is moderately cohesive and has developed a good communication system and appropriate norms.

4. Copyright © 2002 by South-Western 15–4 Managing Group Decision Making Stepladder techniqueStepladder technique  Enhances decisions by structuring the addition of group members and their ideas into the process.  Process steps:  Assignment of tasks to decision- making participants who will join core group  Presentation of preliminary solutions to the core group  Problem reconsidered at each presentation to the core group  Final decision based on the blending of core group member contributions

5. Copyright © 2002 by South-Western 15–5 Managing Group Decision Making (cont’d) BrainstormingBrainstorming  The sharing of ideas in a setting free of the interruptions and risks that accompany immediate evaluation and discussion. AdvantagesAdvantages  Reduces dependence on a single authority figure  Encourages the open sharing of ideas  Stimulates participation  Provides individual safety in a competitive group  Maximizes output for a short period  Is enjoyable and stimulating

6. Copyright © 2002 by South-Western 15–6 Managing Group Decision Making (cont’d) Delphi techniqueDelphi technique  A group process that brings information and the judgments of people together without physically assembling the contributors.

7. Copyright © 2002 by South-Western 15–7 Managing Group Decision Making (cont’d) Stages in the Delphi technique:Stages in the Delphi technique:  Development of the Delphi question and the first inquiry  The first response from the contributors  Analysis of the first response, feedback, and the second inquiry  The second response from the contributors  Continuation of the process until a clear solution emerges

8. Copyright © 2002 by South-Western 15–8 Managing Group Decision Making (cont’d) Nominal group technique (NGT)Nominal group technique (NGT)  A process that generates many creative potential decisions to a problem, evaluates them, and ranks them from best to worst.  Useful when individual members have some expert knowledge, but no one member has the knowledge to solve the problem completely.

9. Copyright © 2002 by South-Western 15–9 Managing Group Decision Making (cont’d) Steps in the NGT: 1. Silent idea generation by group members 2. “Round-robin” combination of ideas into a master list 3. Ideas discussed and evaluated sequentially by the group 4. Confidential vote on the relative importance of the ideas

10. Copyright © 2002 by South-Western 15–10 Managing Group Decision Making (cont’d) SynecticsSynectics  A technique that develops creative ideas and attempts to integrate diverse individuals into a problem-stating, problem-solving group.  Based on the assumption that individuals are divided into two parts:  An inhibiting self-censoring concern with safety— analytical, suspicious, logical, and cautious  A striving for learning—sensation-seeking, impulsive, and creative

11. Copyright © 2002 by South-Western 15–11 Other Work Group and Team Processes Interpersonal ConflictInterpersonal Conflict  Conflict—a process that begins when one party perceives that another party has frustrated, or is about to frustrate, one or more of their concerns.  Sources of conflict:  Incompatibility of goals  Scarcity of desired resources  Incompatible behavioral preferences

12. Copyright © 2002 by South-Western 15–12 Other Work Group and Team Processes Interpersonal Conflict (cont’d)Interpersonal Conflict (cont’d)  Dysfunctional conflict—produces negative effects  decreased performance, lowered satisfaction, aggression, and anxiety  Functional conflict—creates positive results  resolution of underlying problems  movement of the group forward to a more effective stage of development

13. Copyright © 2002 by South-Western 15–13 Person Experienced Frustration Person’s Conceptualization of Conflict Conflict Style Conflict Resolution Conflict Aftermath Other Person’s Behavior The Conflict Process FIGURE 15–1

14. Copyright © 2002 by South-Western 15–14 Conflict Behavior Styles CooperativeUncooperative Assertive Unassertive Compromising Avoiding Competing Accommodating Collaborating FIGURE 15–2

15. Copyright © 2002 by South-Western 15–15 Other Work Group and Team Processes (cont’d) Organizational politicsOrganizational politics  Informal behaviors that protect or enhance the self- interests of an individual or group:  “the management of influence to obtain sanctioned ends through non-sanctioned means”  The intensity of politics changes:  During periods of uncertainty  Prior to resource allocation decisions  When there are strong resource interdependencies between individuals and groups

16. Copyright © 2002 by South-Western 15–16 Other Work Group and Team Processes (cont’d) Managing organizational politics:Managing organizational politics:  Do not ignore organizational politics.  Take advantage of organizational politics by “playing the game” astutely and when necessary.  Be aware of the possible (likely) consequences of “playing the game.”  Avoid using power as a show of force.  Create an atmosphere of shared responsibility to reduce the role and effects of politics in the organization.

17. Copyright © 2002 by South-Western 15–17 Organizational Communications The Communication ProcessThe Communication Process  The process of transferring information from one person or group to another. Ideation (Intended Message) Message Encoding Channels/ Networks Message Decoding Received Message SenderReceiver FIGURE 15–3

18. Copyright © 2002 by South-Western 15–18 Organizational Communications (cont’d) Communications and organizational bordersCommunications and organizational borders  Barriers to effective communication:  Status differentials between individuals  Occupying different levels in the organizational hierarchy  Tight and narrowly defined job descriptions  Departmentalization by functional lines

19. Copyright © 2002 by South-Western 15–19 Organizational Communications (cont’d) Communications and organizational borders (cont’d)Communications and organizational borders (cont’d)  Overcoming communication barriers:  Reduce the number of levels in the organizational hierarchy to bring employees closer together.  Use MBWA (management by walking around) to increase face-to-face contact.  Hold “work-out” sessions to enable managers to work on pressing issues.  Eliminate status barriers that inhibit communications.  Use self-managed work teams to create a system where people must talk to one another.

20. Copyright © 2002 by South-Western 15–20 Organizational Communications (cont’d) The Importance of Organizational CommunicationThe Importance of Organizational Communication  To make employees aware and help socialize them into the organization’s culture.  To help employees know how their jobs (roles) contribute to the larger organizational picture.  To provide information that assists in maintaining an effective employee involvement program.  To provide performance feedback information to motivate employees.