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GROUP DYNAMICS
Budi Anna Keliat
A. Central Concepts In Group Dynamics
1. Types of Groups
Fiedler
2. Group Norms
Norms = standards of behavior
3. The Social Structure of Groups Group leader: task & social leader
Regular member
Deviates
Isolates
Interacting
Coacting
Conteracting
A. Central Concepts In Group Dynamics…..
4. Group Development
strangers to cohesive, well coordinated requires time & a
great deal of interaction
Stages of development:
Mutual acceptance
Communication & decision making
Motivation & productivity
Control & organization
5. Group Cohesiveness
Hasil riset: Hubungan cohesiveness dan productivity
1. The greater the congruence of the status attributes of group member, the greater the cohesiveness of the group.
2. Higher status congruence in a group leads to improved social relationships and improved personal emotional states.
A. Central Concepts In Group Dynamics…..
5. Group Cohesiveness…..
3. Cohesiveness of a group is greater if membership chenges are infrequent or do not occur at all.
4. The more cohesive the group, the more communications will be directed at deviates.
5. Cohesive groups have a higher level of intermember communication than non cohesive groups.
6. The greater the cohesiveness of a group, the greater the influence the group will exert upon its members.
7. Small groups have a greater probability of being cohesive than large ones, other things being equal
8. The more dependent an individual is on the group, the more cohesive it will be perceived by him.
9. Competition within a group (intragroup conflict) has a negative influence on group cohesiveness
10. Competition between groups increase the cohesion within the competing groups
A. Central Concepts In Group Dynamics…..
5. Group Cohesiveness…..
Group cohesiveness and productivity
1. People in highly cohesive groups generally experience fewer work-related anxieties.
2. Highly cohesive groups tend to have lower absenteeism and turnover.
3. Workers who have been sociometrically assigned to work groups generally have higher job satisfaction, lower turnover rates, lower indices of labor costs, and lower indices of material costs.
4. The effect of cohesiveness upon productivity varies with the source of cohesiveness.
5. The effect of cohesiveness upon productivity varies with the type of leadership received.
A. Central Concepts In Group Dynamics…..
6. Intergroup Behavior and Conflict
Within Group
Between Group
Sumber konflik:
Struktur organisasi
Ada hasil riset: Gray & Starke (hal. 449)
B. MODELS OF SMALL-GROUP BEHAVIOR 1. The Homans Model (Gray & Starke, 1984: 451)
Technology job Design Physical Conditions
Management Assumptions and
Practices
Leadership Behavior
Formal Organization
Rules
“External” Rewards and Punishments
Economic and Social Environment
Personal Backgrounds “External” Status Factors
BACKGROUND FACTORS REQUIRED AND GIVEN BEHAVIOR
EMERGENT BEHAVIOR CONSEQUENCES
Given Sentiments or Values
Required Sentiments
Required Interactions
Required Activities
Internal Social Structure (Membership Categrories)
Individual Development
Satisfaction
Productivity
(“Internal System”)
Emergent Interaction
Emergent Activity
Emergent Sentiment
Norms
FEEDBACK
FIGURE 11-5. The Homans Model of Work Group Behavior Source: Paul R. Lawrence and John A. Seiler, Organizational Behavior and Administration (Homewood, III.: Richard D. Irwin, 1965),
p. 158. Reprinted with permission.
Interaction Process Analysis
SOCIAL EMOTIONAL AREA
Positive reactions
Attempted answers
Questions
Negative reactions
3 Agree, shows passive acceptance, understands, concurs, complies
2 Shows tension release, jokes, laughs, shows satisfaction
1 Shows solidarity, raises others status, gives help, rewards
6 Gives orientation, information, repeats, clarifies, confirms
5 Gives opinion, evaluation, analysis, expresses feeling, wish
4 Gives suggestion, direction, implying autonomy for others
9 Asks for suggestion, direction, possible wavs of action
8 Asks for opinion, evaluation, analysis, expression of feeling
7 Asks for orientation, information
TASK AREA
TASK AREA
12 Shows antagonism, deflates others status, defends or asserts self
11 Shows tension, asks for help, withdraws from field
10 Disagrees, shows passive rejection, formality, withholds help
SOCIAL-EMOTIONAL AREA
KEY: Problems of a) Orientation c) Kontrol e) Tension-management b) Evaluation d) Decision f) Integration
FIGURE 11-6. Bales’ Group Interaction Model Source: R.F. Bales, “ A Set of Categories for the Analysis of Small Group Interaction,” American Sociological Review 15 (1950): 257-63. Reprinted with permission.
a b c d e f
2
Team Effectiveness
Performance
– Acceptability of output to customers
– Output:
Product
Services
Information
Decisions
Performance Events
Team Viability
– Member’s satisfaction, participation, willingness to continue working together
Ecological Framework for Analyzing
Work Team Effectiveness
Organizational Context Organizational culture Task design/ technology Mission/clarity Autonomy Performance feedback Rewards/ recognition Training & consultation Physical environment
Boundaries Work team differentiation External integration
Team Development Interpersonal processes Norms Cohesion Roles
Team Effectiveness Performance Viability
Organizational Context & Work Team Effectiveness
Organizational Culture
Task Design & Technology
Mission Clarity
Autonomy
Performance feedback
Rewards & Recognition
Training & Consulting
Physical Environment
Team Development
A. Longitudinal Theories
– Norm
– Cohesion
– Roles
B. Tuckman’s Model
– Forming
– Storming
– Norming
– Forming
Team Development…..
C. Team Building (Beckhand, 1969)
– Interpersonal processes
– Goal setting
– Role definition
– Problem solving
Creative Activity In an Organization
Problem Finding Activity
Solution Implementation
Activity Problem Solving Activity
The Hard & Soft Model and How They Work Together
A Hard Rational Model
Tasks
People Structure
Compensation systems
Information & Decision process
The Hard & Soft Model and How They Work Together…..
A Soft Intuitive Model & How it Works
Groups
Trust
Shared vision Common purpose
Mission Planning
Roles
People
Networks Rewards
The Two Models Working Together
Groups
Trust
Shared vision Common purpose Mission Planning
Roles
People
Networks Rewards
Tasks
People Structure
Compensation systems
Information & Decision process
Strategy
Task & Roles
Tasks
– Static
– Clarity
– Content
– Fact
– Science
Roles
– Fluid
– Ambiguity
– Process
– Perception
– Art
Structure & Groups
Structure
– Cool
– Formal
– Closed
– Obedience
– Independence
Groups
– Warm
– Informal
– Open
– Trust
– Autonomy
People & People
People
– Rational
– Produce
– Think
– Tell
– Work
People
– Social
– Create
– Imagine
– Inspire
– Play
Informational Process & Networks
Informational Processes
– Hard
– Written
– Know
– Control
– Decision
Networks
– Soft
– Oral
– Feel
– Influence
– Implementation
CREATING AN EFFECTIVE TEAM
CREATING AN
EFFECTIVE TEAM
WORK DESIGN
CONTEXTUAL INFLUENCES
PROCESS VARIABLES
TEAM COMPOSITION
Key components 1: Work Design
Work Design
Freedom & Autonomy
Opportunity to utilize different skill & talents
Ability to complete a whole or
identifiable task/product
Responsibility and ownership & interest
Motivation & Effectiveness
Key components 2: Team Composition
Team Composition
Ability & personality
Team size
Member’s preference
for teamwork
Flexibility
3 Skill: 1. Technical 2. Problem solving & decision making 3. Interpersonal: listening, Feedback, conflict resolution
Collective personality: 1. Extraversion 2. Agreeableness 3. Conscientiousness 4. Emotional stability
Higher team performance
Team Size: 1. Neither very small or large: 4-12 members
Flexibility: - Can complete each other’s tasks - Adaptability - Less reliant on single team member - Higher team performance
Not everyone is a team player 1. Create opportunities for effective individuals 2. Turn individuals into team player - Selection - Training - Rewards
Key components 3: Contextual influences
Contextual Influences
Adequate Resources
Term Reference
Individual
& joint accountabil
ity Term reference
1. Who does what, equal contribution 2 . Schedule 3. Skill to developed 4. How conflict will be resolve 5. How to modify decisions 6. Integration of individual skills
Organizational structure & leadership
Indvidual & Joint acc
1. Traditional individual evaluations and rewards to include team performance 2. Team based appraisals 3. Team rewards 4. System modifications Reinforce team effort & commitment
Resources: 1. Timely information 2. Equipment 3. Adequate staffing 4. Administrative assistance 5. Appropriate funding
Key components 4: PROCESS VARIABLES
PROCESS VARIABLES
COMMITMENT TO A COMMON
PURPOSE
ESTABLISHMENT OF
SPECIFIC TEAM GOALS
MANAGED LEVEL OF CONFLICT
TEAM SYNERGY
2 + 2 = ?
5 Positive Synergy
3 Negative Synergy
SELAMAT MENCOBA