Organizational Behaviour Social Behaviour

1
Organizational BehaviourSocial Behaviour

• Groups and Teamwork

2
Defining groups

• A collection of two or more interacting
  individuals who share a common goal
• Task force (project groups) temporary group put
  together to achieve a specific goal or solve a
  specific goal
• Committee permanent groups to handle recurring
  issues that cannot not be handled by the normal
  hierarchical system.

3
The effects of group size on performance

• Performance depends on the type of task
• Additive potential created by adding
  performance together
• Disjunctive potential determined by the best
  member
• Conjunctive potential determined by weakest
  member

4
The effects of group size on performance

• Related to social loafing the withholding of
  effort in group tasks
• free rider (let others do the work) or sucker
  effect (dont be taken advantage of restore
  equity)
• Satisfaction - the larger the group the lower the
  satisfaction level

5
Team size and productivity
Total Productivity
1 2 3 4 5 6 7 8
Mean productivity per member
1 2 3 4 5 6 7 8
6
Group formation group development

• Tuckmans stage development model
• Forming finding out about group members and the
  task
• Storming conflict about leadership and the task
• Norming developing norms and cohesion
• Performing getting the job done
• Adjourning leaving the group

7
Group formation group development

• Punctuated equilibrium model
• Phase 1 the group develops then maintains an
  interaction pattern and approach to the task
• Midpoint transition a dramatic change in
  interaction patterns or task approach
• Phase 2 the interaction pattern or approach to
  the task continues from the transition

8
Group norms

• Generally agreed upon informal rules that guide
  group member behaviour
• Can be prescriptive or proscriptive
• Examples - Dress norms or performance norms

9
Group cohesion/cohesiveness

• The strength of members desires to remain part
  of their group
• Influenced by
• Time spent together
• External threat and competition
• Success
• Member diversity
• Size
• Initiation rights

10
The relationship between norms, cohesion and team
performance
Moderately high task performance High task performance
Moderately low task performance Low task performance
Team norms compatible with organizational objecti
ves
Team norms in conflict with organizational objec
tives
High Cohesion
Low Cohesion
11
Self-Managed Work Teams

• Perform challenging tasks that require high
  interdependence under reduced supervision
• Regulate much of their own behavior
• Operating decisions, hiring, performance
  appraisal

12
Composition of Self-Managed Teams

• Membership should
• Be stable
• Be fairly small
• Have high task and social expertise

13
Supporting Self-Managed Teams

• Members require a high level of training
• Technical skills
• Social skills
• Language skills
• Business skills
• Rewards should be tied to team accomplishment
• Skill-based pay
• Profit sharing
• Gain sharing
• Management acts as a support and coach