perilaku grup dan tim chapter 12 mata kuliah: j0754 - pengelolaan organisasi entrepreneurial dosen...
TRANSCRIPT
Perilaku Grup dan Tim
Chapter 12
Mata kuliah : J0754 - Pengelolaan Organisasi EntrepreneurialDosen Pembuat : D3122 - Rudy AryantoTahun : 2009
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
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.
Types of Groups• Formal groups
– Created by managerial decision to accomplish stated organizational goals
• Types of formal groups– Command Group– Task Group
Types of Groups• Informal groups
– Arise from individual efforts– Develop around common interests and friendships, not
deliberate design
• Types of informal groups– Interest– Friendship
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
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
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
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
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
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
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
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
Cohesiveness and Performance
Degree ofGroupCohesiveness
LowPerformanceprobably orientedaway from organizational goals
Performanceprobably orientedtoward achievementof organizationalgoals
HighPerformanceoriented away from organizational goals
Performanceoriented toward achievement of organizational goals
Low High
Agreement with Organizational Goals
Groupthink
Groupthink – the deterioration of mental efficiency, reality testing, and moral judgment in the interest of group solidarity.
Characteristics of Groupthink
• Groupthink results in…– An illusion of invulnerability– A tendency to moralize– Feelings of unanimity– Pressure to conform– Opposing ideas are
dismissed
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
Nature and Types of Teams
Problem-Solving Teams
Virtual Teams
Cross-Functional Teams
Skunkworks
Self-Directed Work Teams
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
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
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?
Requirements for Effective Teams• Common requirements
– Top-level commitment and clear goals– Management-employee trust– Willingness to take risks– Information sharing– Time– Resources– Training
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
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