lecture 6 inter persona behavior 080417 rz[1]

7/31/2019 Lecture 6 Inter Persona Behavior 080417 Rz[1]

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6th lectureInterpersonal Behavior

Prof. Dr. Robert J. Zaugg

[email protected]

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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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



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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Figure 9.1 A General Model of Group Dynamics



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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Table 9.1 Classification Scheme for Types of Groups



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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Figure 9.2 Stages of Group Development



Group Performance Factors

Factors Affecting Group Performance

Composition

Size

Norms

Cohesiveness


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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




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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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




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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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



Figure 9.3 Factors That Affect Group Cohesiveness and Consequences

of Group Cohesiveness


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Figure 9.4 Group Cohesiveness, Goals, and Productivity



Intergroup Dynamics

Primary factors that influence intergroup interactions

Group characteristics

Organizational setting

Task and situation bases of interaction


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Figure 9.5 Factors That Influence Intergroup Interactions



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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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



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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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



Table 9.2 Prescriptions for Preventing Groupthink


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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



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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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



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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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



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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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



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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Figure 10.1 Phases of Team Implementation



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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lecture 6 inter persona behavior 080417 rz[1]

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