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MGT 30525 - 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
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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
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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
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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
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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
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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
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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
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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
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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
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Thank you very much! 15 12/8/2015
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