MICRO AND MACRO DYNAMICS OF OB

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MICRO AND MACRO DYNAMICS OF OB

• Groups
• Leadership
• Communication
• Organizational structures Design

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Groups

• Defining and classifying groups
• The Dynamics of group formation
• Why do people join groups
• Work group behaviors
• Teams

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Defining and Classifying Groups

• Group Two or more individuals, interacting and
  interdependent, who have come together to achieve
  particular objectives
• Formal Group A designated work group defined by
  the organizations structures.
• Informal Group A group that is neither formally
  structured nor organizationally determined
  appears in response to the need for social
  contact
• Command Group a manager and his/her immediate
  subordinates
• Task Group those working together to complete a
  job task
• Interest Group those working together to attain
  a specific objective with which each is
  concerned.
• Friendship Group those brought together because
  they share one or more common characteristics

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Differences between informal and formal groups

• Basis of Comparison Informal
  Formal
• General nature Unofficial
  Official
• Major concepts Power
  Politics Authority
• 
  responsibility
• Primary focus Person
  Position
• Source of leader power Given by group
  Delegated by
• 
  management
• Guidelines for behaviour Norms
  Rules
• Sources of control Sanctions
  Rewards
• 
  Punishments
  

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Why do Individuals form Groups?

• Activities, Interactions and sentiments
• -The more activities persons share, the more
  numerous will be their interactions and the
  stronger will be their sentiments
• -The more interactions among persons, the more
  will be their shared activities and sentiments
• -The more the sentiments persons have for one
  another, the more will be their shared activities
  and interactions.

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Why do..cont.
Individual X
Individual Y
Z Common attitudes and value Religion Politics Li
festyles work

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Why do..cont.

• Security
• Status
• Self Esteem
• Affiliation
• Power
• Goal Achievement

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Stages of Group Development- The Five Stage Model
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The Punctuated Equilibrium Model
High
Completion
Performance
Phase 2
First Meeting
Transition
Phase 1
Low
A
B
(AB)/2 TIME
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Work Group Behavior
Group task
Group Member resources
External Conditions Imposed on The groups
Group processes
Performance and satisfaction
Group structure
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External Conditions Imposed on the Group

• Organization Strategy
• Authority Structures
• Formal Regulation
• Organizational Resources
• Personnel Selection Process
• Performance Education and Reward System
• Organizational Culture
• Physical Work Setting

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Group Member Resources

• Abilities
• Personality

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Group Structure

• 1) Leadership
• 2) Roles a set of expected behavior patterns
  attributed to someone occupying a given position
  in a social unit
• Role identity certain attitudes and behaviors
  consistent with a role
• Role perception an individuals view on how he
  or she is supposed to act in a given situation
• Role expectations how others behave a person
  should act in a given situation
• Psychological contract an unwritten agreement
  that sets out what management expects from the
  employee, and vice versa
• Role conflict a situation in which an individual
  is confronted by divergent role expectations

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Group Structure (cont)

• 3) Norms acceptable standards of behavior
  within a group that are shared by the groups
  members
• Performance related norms
• Appearance norms
• Informed social arrangements
• Allocation resources

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How do norms develop?

• Explicit statements made by a group member
• Critical events in the groups history
• Primacy
• Carry over behaviors from past situations

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Why are they enforced?

• It facilitates the groups survival
• If it increases the predictability of group
  members behavior
• If it reduces embarrassing interpersonal problems
  of group members
• If it allows members to express the central
  values of the group and classify what is
  distinctive about the groups identity

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Conformity

• Adjusting ones behavior to align with the norms
  of the group
• Aschs study subjects conformed in about 35 of
  the trials

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• 4) Status
• A socially defined position or rank given to
  groups or group members by others

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• 5) Size
• Does the size of a group effect the groups
  overall behaviors?
• Social loafing the tendency of group members to
  do less than they are capable of individually,
  resulting in an inverse relationship between
  group size and individual performance

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• 6) Composition
• Heterogeneous groups would be more likely to have
  diverse abilities and information and should be
  more effective

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• Group processes
• Include the communication patterns used by
  members for information exchanges, group decision
  processes, leader behavior, power dynamics,
  conflict interactions.

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• Group Tasks
• The impact of group processes on the groups
  performance and member satisfaction is moderated
  by the tasks that the group is doing
• The complexity and interdependence of tasks
  influence groups effectiveness
• Tasks can be simple/complex, routine/normative

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Group Cohesiveness

• Cohesiveness is the degree to which group members
  are attached to each other and are motivated to
  stay in the group
• Determinants
• Time spent together
• Severity of initiation
• Group size
• Gender of members
• External threats
• Previous successes

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Effect of cohesiveness on group productivity
Cohesiveness
High
Low
High Productivity
High
Moderate Productivity
Performance Norms
Moderate to High Productivity
low Productivity
Low
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• Implications
• For performance
• There is a positive relationship between role
  perception, and employees performance evaluation.

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Group Decision Making

• Group vs the individual
• Strengths- more complete information
• increased diversity of
  views
• acceptance of a solution
• Weaknesses- conformity pressures
• dominated by one or few
  members
• ambiguous
  responsibiliyty

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Effectiveness and Efficiency

• Accuracy- groups more accurate
• Speed- Individuals superior
• Creativity groups more effective
• Acceptance of final solution- group
• Groups may be higher on effectiveness but
  individual decision making is more efficient

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Groupthink

• Phenomenon in which the norm for consensus
  overrides the realistic appraisal of alternative
  courses of action
• Have you ever felt like speaking up in a meeting,
  classroom, or informal group but decided against
  it?
• Does group think attack all groups?
• What can managers do to minimize group think?

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Group shift

• A change in decision risk between the groups
  decision and the individual decision that members
  within the group would make can be either toward
  conservatism or greater risk