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Dewi Hardiningtyas, ST, MT, MBA
INDIVIDUALS BEHAVIOR
IN ORGANIZATION
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OUTLINE
GROUP DYNAMICS
GROUP CONFLICT
FACTORS AFFECTING GROUPPERFORMANCE
INDIVIDUAL VERSUS GROUP
PERFORMANCE
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Gordon (2001) Criteria of a group :
Members perceives themselves as a unit
Group rewards
Corresponding effects
Common goals
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Assignment
Physical Proximity
Affiliation Identification
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Emotional Support
Assistance for Help
Common Interests Common Goals
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Group Cohesiveness
Group Ability and ConfidencePersonality of the Group Members
Communication Structure
Groups RolesPresence of Others
Individual Dominance
Groupthink
Factors Affecting
Group Performance
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Group cohesiveness is
the extent to which groupmembers like and trust one
another, are committed to
accomplishing a team goal, and
share a feeling of group pride
(Beale, Cohen, Burke, & McLendon, 2003)
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Member satisfaction (Brawley, Carron, & Widmeyer, 1993; Deluga & Winters, 1991)
Productivity and efficiency (Beale et al., 2003)
Member interaction (Shaw & Shaw, 1962)
Decision quality (Mullen, Anthony, Salas, & Driskell, 1994)
Employee courtesy (Kidwell, Mossholder, & Bennett, 1997)
The more cohesive the group,
the greater :
1
2
3
4
5
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COMMUNICATION STRUCTURE
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offering new ideas, coordinating activities,
and finding new information
encouraging cohesiveness and participation
blocking group activities, calling attention to
oneself, and avoiding group interaction
GROUP ROLES
TASK
ORIENTED
INDIVIDUAL
ORIENTED
SOCIAL
ORIENTED
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Presence of Others
Social facilitation involves the
positive effects of the presence
of others on an individuals
behavior
Social inhibition involves thenegative effects of others
presence.
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Groupthink most often occurs when the group
is cohesive
is insulated from qualified outsiders
has an illusion of invulnerability, infallibility, or both
believes that it is morally superior to its adversaries
is under great pressure to conform
has a leader who promotes a favorite solution
has gatekeepers who keep information from other group
members.
G R O U P T H I N K
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Nominal group when several peopleindividually work on a problem but donot interact
Interacting group when severalindividuals interact to solve a problem
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A work team is
a collection of three or moreindividuals who interact
intensively to provide an
organizational product, plan,
decision, or service
Devine, Clayton, Philips, Dunford, and Melner (1999)
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Identification
the extent to which group members identify with the team rather than
with other groups
Interdependence
members need and desire the assistance, expertise, and opinions of
the other members
Power differentiation decrease it by treating others as equals and taking steps to ensure
equality
T E A M S
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Social distance
decrease social distance by being casual, using nicknames, and
expressing liking, empathy, and common views
Conflict management tactics
team members respond to conflict by collaborating, whereas nonteam
members respond by forcing and accommodating
Negotiation Process In teams, members negotiate in a win-win style in which the goal is for
every person to come out ahead. In nonteams, members negotiate so
that they win and the other members lose.
T E A M S
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Work teams
Consist of groups of employees who manage themselves, assign jobs, plan and
schedule work, make work-related decisions, and solve work- relatedproblems (Kirkman & Shapiro, 2001).
Parallel teams (cross-functional teams)
consist of representatives from various departments (functions) within an
organization (Keller, 2001)
Project teams are formed to produce one-time outputs such as creating a new product,
installing a new software system, or hiring a new employee.
Management teams
coordinate, manage, advice, and direct employees and teams.
TYPES OF TEAMS
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Forming Storming Norming Performing
How Teams Develop
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The Team Is Not A Team
Excessive Meeting Requirements
Lack of Empowerment
Lack of Skill
Distrust of the Team Process
Unclear Objectives
Why Teams Dont Always Work
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CONFLICT is
the psychological and behavioral reaction
to a perception that another person is
either keeping you from reaching a goal,
taking away your right to behave in a
particular way, or violating theexpectancies of a relationship.
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DYSFUNCTIONAL CONFLICT : lower teamperformance and lower member satisfaction.
FUNCTIONAL CONFLICT : moderate levels of conflictcan stimulate new ideas, increase friendlycompetition, and increase team effectiveness
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Inter-
personal
conflict
Individual
group
conflict
Group
group
conflict
TYPES OF CONFLICT
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Competitive for resources
Task interdependence
Jurisdictional ambiguity
Communication barriers
Beliefs
Personality
Causes of Conflict
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Employees using an avoiding style choose to ignore the conflict and
hope it will resolve itself.
When a person is so intent on settling a conflict that he gives in andrisks hurting himself, he has adopted the accommodating style.
A person with a forcing style handles conflict in a win-lose fashion
and does what it takes to win, with little regard for the other
person.
An individual with a collaborating style wants to win but also wants
to see the other person win.
The final strategy is the compromising style. The user of this type
adopts give and take tactics that enable each side to get some of
what it wants but not everything it wants.
Conflict Styles
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Prior to Conflict Occurring
When Conflict first occurs
Third-party intervention
Mediation : a neutral third party is asked to help
both parties reach a mutually agreeable solutionto the conflict.
Arbitration : a neutral third party listens to both
sides arguments and then makes a decision.
Resolving Conflict
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THANK YOU!