lecture 6 inter persona behavior 080417 rz[1]
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7/31/2019 Lecture 6 Inter Persona Behavior 080417 Rz[1]
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6th lectureInterpersonal Behavior
Prof. Dr. Robert J. Zaugg
robert.zaugg@unifr.ch
Interpersonal Behavior
2Organizational Behavior Prof. Dr. Robert J. Zaugg
Learning Objectives
Discuss the interpersonal nature of organizations
Define a group and illustrate its importance in organizations
Identify and discuss the types of groups commonly found inorganizations
Describe the general states of group development Discuss the major group performance factors
Discuss intergroup dynamics
Describe group decision making in organizations
Differentiate teams from groups
Identify and discuss the benefits and costs of teams in organizations
Identify and describe various types of teams
Describe how organizations implement the use of teams
Discuss other essential team issues
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Interpersonal Behavior
3Organizational Behavior Prof. Dr. Robert J. Zaugg
The Interpersonal Nature of Organizations
Interpersonal relations and group processes pervade all
organizations and are vital in managerial activities
Interpersonal Dynamics: Types of Interactions
Between individuals
Between groups
Between individuals and groups
Outcomes of Interpersonal Behaviors
Primary source of need satisfaction
Base for social support
Source of synergy
Conflict
Interpersonal Behavior
4Organizational Behavior Prof. Dr. Robert J. Zaugg
The Nature of Groups
Group: Two or more people who interact with one another suchthat each person influences and is influenced by each other person
Members of a group may identify a little or not at all with thegroups goal
Members may satisfy needs just by being members
The behavior of individuals both affects and is affected by thegroup
The accomplishments of groups are strongly influenced by thebehavior of their individual members
The work group is the primary means by which managerscoordinate individuals' behavior to achieve organizational goals
The behavior of individuals is key to the groups success orfailure
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Interpersonal Behavior
5Organizational Behavior Prof. Dr. Robert J. Zaugg
Figure 9.1 A General Model of Group Dynamics
Interpersonal Behavior
6Organizational Behavior Prof. Dr. Robert J. Zaugg
Types of Groups
Categorization of Groups
By degrees of formalization
By degrees of permanence
Formal Groups
Command/functional
groups
Task groups
Affinity groups
Informal Groups
Friendship groups
Interest groupsSource: Royalty Free/ Duncan Smith/ Getty Images
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Interpersonal Behavior
7Organizational Behavior Prof. Dr. Robert J. Zaugg
Table 9.1 Classification Scheme for Types of Groups
Interpersonal Behavior
8Organizational Behavior Prof. Dr. Robert J. Zaugg
Stages of Group Development
Four-stage Development Process of Groups
1. Mutual acceptance
2. Communication and decision making
3. Motivation and productivity
4. Control and organization
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Interpersonal Behavior
9Organizational Behavior Prof. Dr. Robert J. Zaugg
Figure 9.2 Stages of Group Development
Interpersonal Behavior
10Organizational Behavior Prof. Dr. Robert J. Zaugg
Group Performance Factors
Factors Affecting Group Performance
Composition
Size
Norms
Cohesiveness
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Interpersonal Behavior
11Organizational Behavior Prof. Dr. Robert J. Zaugg
Group Performance Factors
Group composition: The degree of similarity or difference
among group members on factors important to the groups
work Homogeneity: Degree to which members are similar in
one or several ways that are critical to the groups work
Heterogeneity: Degree to which members differ in one or
more ways that are critical to the groups work
Interpersonal Behavior
12Organizational Behavior Prof. Dr. Robert J. Zaugg
Group Performance Factors
Group Composition (cont.)
Variables relating to group composition
Productivity
Type of task
Organizational diversity
- Cultural traits
- Effects of organizational alliances across country and
culture boundaries
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Interpersonal Behavior
13Organizational Behavior Prof. Dr. Robert J. Zaugg
Group Performance Factors
Group size: The number of members of the group
Affects the number of resources available to perform the task
Affects degree of formalization of interactions, communication,
participation
Can increase the degree ofsocial loafing, the tendency of some
group members to put forth less effort in a group than they would
working alone
Ideal group size is determined by:
group members ability to interact/influence each other (maturity
of the group)
the maturity of individual group members
group tasks
the ability of the group leader to deal with communication, conflict,task activities
Interpersonal Behavior
14Organizational Behavior Prof. Dr. Robert J. Zaugg
Group Performance Factors
Group norms: A standard against which the appropriateness of
a behavior is judged
Determine behavior expected in a certain situation
Result from the combination of members
Personality characteristics The situation
The historical traditions of the group
Purpose of norms in organizations
Help the group survive
Simplify and increase predictability of expected behaviors
Help the group to avoid embarrassing situations
Express the groups central values for membership
identification
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Interpersonal Behavior
15Organizational Behavior Prof. Dr. Robert J. Zaugg
Group Performance Factors
Group cohesiveness: The extent to which a group is
committed to staying together
Results from forces acting on the members
Attraction to the group
Resistance to leaving the group
Motivation to remain a member of the group
Interpersonal Behavior
16Organizational Behavior Prof. Dr. Robert J. Zaugg
Figure 9.3 Factors That Affect Group Cohesiveness and Consequences
of Group Cohesiveness
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Interpersonal Behavior
17Organizational Behavior Prof. Dr. Robert J. Zaugg
Figure 9.4 Group Cohesiveness, Goals, and Productivity
Interpersonal Behavior
18Organizational Behavior Prof. Dr. Robert J. Zaugg
Intergroup Dynamics
Primary factors that influence intergroup interactions
Group characteristics
Organizational setting
Task and situation bases of interaction
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Interpersonal Behavior
19Organizational Behavior Prof. Dr. Robert J. Zaugg
Figure 9.5 Factors That Influence Intergroup Interactions
Interpersonal Behavior
20Organizational Behavior Prof. Dr. Robert J. Zaugg
Group Decision Making in Organizations
Issues affecting how groups
make decisions
Group polarization
Groupthink Group problem solving
Source: Royalty-Free/Corbis
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Interpersonal Behavior
21Organizational Behavior Prof. Dr. Robert J. Zaugg
Group Decision Making in Organizations
Group polarization: The tendency for a groups average
post-discussion attitudes to be more extreme than its
average pre-discussion attitudes Groupthink: A mode of thinking that occurs when members
of a group are deeply involved in a cohesive in-group and
the desire for unanimity offsets their motivation to appraise
alternative courses of action
Conditions which foster development of groupthink
Cohesiveness
The leaders promotion of his/her preferred solution
Insulation of the group from experts opinions
Interpersonal Behavior
22Organizational Behavior Prof. Dr. Robert J. Zaugg
Figure 9.6 The Groupthink Process
Gregory Moorhead, Richard Ference, and Chris P. Neck, Group Decision Fiascoes Continue: Space Shuttle
Challenger and a Revised Groupthink Framework, Human Relations, 1991, vol. 44, pp. 539-550.
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Interpersonal Behavior
23Organizational Behavior Prof. Dr. Robert J. Zaugg
Symptoms of Groupthink
Illusion of invulnerability
Collective efforts to rationalize/discount warnings
Unquestioned belief in the groups inherent morality Stereotyped views of enemy leaders
Direct pressure on a member
Self-censorship of deviations
Shared illusion of unanimity
Emergence of self-appointed mind-guards
Interpersonal Behavior
24Organizational Behavior Prof. Dr. Robert J. Zaugg
Table 9.2 Prescriptions for Preventing Groupthink
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Interpersonal Behavior
25Organizational Behavior Prof. Dr. Robert J. Zaugg
Group Decision Making in Organizations
Group Problem Solving
Techniques to stimulate group problem-solving capabilities
Brainstorming Used in the idea-generation phase of decision
making that assists in development of numerous
alternative courses of action
The Nominal Group Technique
Group members follow a generate-discussion-vote
cycle until they reach a decision
The Delphi Technique
A systematic gathering of judgments of experts for
use in developing forecasts
Interpersonal Behavior
26Organizational Behavior Prof. Dr. Robert J. Zaugg
Differentiating Teams from Groups
Team
A small number of people with complementary skills who are
committed to:
a common purpose
common performance goals
an approach for which they hold themselves mutually
accountable
Required skills
Technical and functional job skills
Problem solving and decision-making skills
Interpersonal skills
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Interpersonal Behavior
27Organizational Behavior Prof. Dr. Robert J. Zaugg
Differentiating Teams from Groups
Traditional Work Groups versus Work Teams
Differentiated by:
job categories authority
reward systems
Skill-based pay
Gain-sharing systems
Team bonus plans
Interpersonal Behavior
28Organizational Behavior Prof. Dr. Robert J. Zaugg
Table 10.2 Benefits of Teams in Organizations
Adapted from Richard S..Wellins, William C. Byham, and George R. Dixon, Inside Teams (San Francisco: Jossey-Bass,
1994); Charles C. Manz and Henry P. Sims, Jr., Business Without Bosses (New York: Wiley, 1993).
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Interpersonal Behavior
29Organizational Behavior Prof. Dr. Robert J. Zaugg
Benefits and Costs of Teams in Organizations
Costs of Teams
Difficulties related to changing to a team-based organization
Managerial role confusion/frustration
Managerial sense of loss of usefulness
Employees resist role changes
Team development process is cumbersome and lengthy
Premature abandonment of the process can lead to losses
in productivity/efficiency
Interpersonal Behavior
30Organizational Behavior Prof. Dr. Robert J. Zaugg
Types of Teams
Quality circles: Small groups of employees from the same
work area who meet regularly to discuss and recommend
solutions to workplace problems
Work teams: All the people working in an area who arerelatively permanent and do the daily work of making
decisions regarding how the work of the team is done
Problem-solving teams: Temporary teams established to
attack specific problems in the workplace
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Interpersonal Behavior
31Organizational Behavior Prof. Dr. Robert J. Zaugg
Types of Teams (cont.)
Management teams: Managers from various areas who
coordinate work teams
Product development teams: Combinations of workand problem-solving teams that create new designs for
products/services that will satisfy customer needs
Virtual teams: Members work together by computer and
other electronic communication utilities; members move
in and out of meetings and the team itself as the situation
dictates
Interpersonal Behavior
32Organizational Behavior Prof. Dr. Robert J. Zaugg
Implementing Teams in Organizations
Elements Involved in Changing to a Team-Based Situation
Planning the Change
Making the decision
Preparing for implementation
Implementation Phases
1. Start-up
2. Reality and Unrest
3. Leader-centered teams
4. Tightly formed teams
5. Self-managing teams
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Interpersonal Behavior
33Organizational Behavior Prof. Dr. Robert J. Zaugg
Figure 10.1 Phases of Team Implementation
Interpersonal Behavior
34Organizational Behavior Prof. Dr. Robert J. Zaugg
Essential Team Issues
Team Performance and Phases of Implementation
1. Start-up: Performance is normal
2. Reality/Unrest: Performance declines due to confusion
and frustration with training and lack of top management
direction
3. Leader-centered teams: Performance increases due to
increasing familiarity with the team process and restoration
of internal leadership
4. Tightly-formed teams: Performance continues to increase
5. Self-managing teams: Performance peaks as teams
mature and become more flexible
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