Intergroup Development

7/28/2019 Intergroup Development

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Presentation on

‘INTERGROUP DEVELOPMENT’

Prepared by: Guided by:KHUSHBU A. BAVISHI Nandita Mam

DHRUPA D. TRIVEDI

CHANGE MANAGEMENT

AND ORGANIZATION

DEVELOPMENT



LEARNING OBJECTIVES

Changing Relationship

Collaboration And Conflict

Intergroup ProblemsManaging Conflicts of Various Levels

Continuous Improvement Process

-TQM -Job Design

-Self Managed Work Teams



CHANGING RELATIONSHIPS

Managers are concentrating their efforts on

shared responsibilities among teams.

Organizations create situations of teaminterdependence where the performance of one

group is contingent upon another group.

People and groups often fail to cooperative with

others and may be in open conflict.



Collaboration and Conflict An organization, consisting of departments and

divisions, requires cooperation to be effective.

Differences in objectives, values, efforts, and

interests occur between groups.

Conflict and competition between groups are

inevitable.

The dysfunctional nature of the conflict can be

reduced with an emphasis placed on

collaboration and cooperation.



INTERGROUP OPERATING PROBLEMS

H i g h

L o w

HighLow

HighConflict

Potential

Moderate

Conflict

Potential

Moderate

Conflict

Potential

Low

Conflict

Potential

C o n f l i c t O f G o a l s

Conflict Of Resources

HighHi g

h



Intergroup Operating Problems

Conflict between groups depends on how incompatible the

goals are, the extent to which required resources are scarceand

shared, and the degree of interdependence of task activities.

Suboptimizatin occurs when a group optimizes it own

subgoals but lose sight of the larger organizational goals.

Intergroup competition involves groups with conflicting

purposes or objectives.

Perceived power imbalance between groups occurs

when there is a perceived imbalance between units or when

previous



Intergroup Operating Problems

Role conflict occurs when an individual belongs

to two or more groups whose goals are in conflict.

Role ambiguity exists when and individual of a

group is not clear about his/her function,

purposes, and goals.

Personality conflict arises from interpersonal

differences between members.



Cooperation Versus Competition

Though competition is often perceived to be beneficial, the

research results of completion and cooperation among groups

is mixed.

Members of completive groups have more selfesteem.

Group completing with one another are more highly

oriented toward accomplishing the task, but there are a lack of

evidence that completion will increase productivity.

Research indicates that cooperation promotes productivity

between groups when the task is complicated and required

coordination.



Managing Conflict

Organizational conflict does not need to be

eliminated but instead managed.

Diagnosed conflict situations involveslearning the basic conflict styles used in

dealing with interpersonal or intergroup

conflict.

Conflict style are based on 2 dimensions

-Desire to satisfy self -



CONFLICT STYLE

HighLow Hi gh

L o

w

Desire To Satisfy Self

D e s i r e T o S a t i s f y O t h e r s

Obliging Integrating

Avoiding Dominating

Compromising





Several OD Intergroup

Techniques

Dealing with conflicts openly provides a way to

manage tension creatively.

OD techniques for dealing with intergroup

problem include third-party consultation, theorganization mirrow, and intergroup team building.



Third – Party Consultation

Use a third party, usually an outside, practitioner,

to help open communications, level power, and

confront problems between groups.

The their party provides diagnostic insight, is

non-evaluative, and is a source of emotional

support and skills.



Organizational Mirror

Gives work units feedback on how other

elements of the organizational view them.

Normally using a practitioner, the work group

obtains specific information from other groups.

The units meet together to process the data

with the objective of identifying problems and

formulating solutions.



Intergroup Team Building

Key members of conflicting groups meet to work on issue of

interface.

The meeting usually involves the following steps:

Step 1. Working separately. Two work groups makes three

lists:

How we see ourselves How we think the other group sees us

How we see the other person

Step 2. Meeting with the other group, a spokesperson from

each group presents their lists.Step 3. Group meet separately to discuss the information

Step 4. Subgroups of five or six are formed by mixing members

of the two groups. Their objective is to develop problemsolving

alternatives with action plans.

Step 5. A follow-up meeting is held to evaluate progress.



JOB DESIGN

Job Design is defined as a process of deciding on the

context of a job in terms of its duties and

responsibilities.

Frederick Taylor in 1911 was first to propose scientific

design of Jobs. It certainly applies to production line work, but its main

purpose is to find and implement innovative ways of

doing work.

The two closely related theories of job design are asfollows:

1. Job enrichment theory

2. Job characteristic theory



JOB ENRICHMENT THEORY

Job Enrichment: It loads the job vertically by

increasing job depth and making work morechallenging and responsible.

1. It provides wider scope and increased pace of work.

2. Allowing employees to set their own standards.

3. Allow them to control their own performance.

4. Have peers in work groups or teams become experts

in specialized areas.

5. They maintain Transperancy as far as the information

is concerned regarding the company towards the

employees.

6. It emphasizes on both improvement of quality as well

as reward to make a job design successful.



JOB CHARACTERISTICS THEORY

It is developed to define the objectives of job characteristics that

directly affect employees attitude & work behavior.

According to this model, work motivation & satisfaction are affected

by following 5 core job dimensions:

1. Skill Variety: It is the degree to which a job involves use of different

skills & talents.2. Task Identity: It is the degree to which job requires completion of

whole & identifiable piece of work.

3. Task Significance: It is the degree to which job has a substantial

impact on the lives of other people, whether in the same organization

or the external environment.4. Autonomy: it is the degree to which job gives worker the freedom,

independence in scheduling & carrying out the work.

5. Job Feedback: It is the degree to which the workers obtain direct &

clear information about the effectiveness of their performance.



TOTAL QUALITY MANAGEMENT

It is an organizational strategy of commitment for

continuous improving customer satisfaction byimproving output quality.

TQM has following characteristics:

1. TQM is organization-wide.

2. Top management visibly support it.

3. It is an ingrained value in the corporate culture.

4. Partnership with customers & suppliers.5. Reduce cycle time.

6. It does things right in first time.

7. No single formula works for everyone.



SELF MANAGED WORK TEAMS

It is an autonomous group whose members decide

how to handle their task. It may be permanent or temporary work team brought

together to solve a problem.

It is also known as: Sociotechnical system, Cross-

functional team, High performance work team, etc. It has following characteristics:

1. Structure of organization is based on team concepts.

2. There is an egalitarian culture & noticeable lack of status symbols.

3. Limited number of people.

4. Information is openly shared.

5. Strong partnership between team members &



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Intergroup Development