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Organisational Behaviour
Introduction to Organisational
Behaviour
Personality, Perceptions,
Emotions, Attitudes
DAY 1 DAY 2
AM
PM
Motivation, Job Design, Employee Involvement
Groups and Teams in Organisations
Groups and Teams in
Organisations
Session 4: Group Level I
OrganisationalBehaviour
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Aims of session
To show how group processes influence behaviour
To show the effects specifically of group composition and group processes on group effectiveness
To consider Organisational factors affecting group effectiveness
OrganisationalBehaviour
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You and teams
Group 1: Think of the worst team you were ever part of. What prevented the building of any team spirit and co-operation. What could have been done to improve this?
Group 2: Think of the best team you were ever part of. What fostered good teamworking?
Group 3: What groups and teams are you part of? How do they differ in terms of their development and management?
Flipchart (10 mins)
OrganisationalBehaviour
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A number of people which exist in a close physical, social or conceptual relationship to
one another
What is a group?
OrganisationalBehaviour
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What is a Team?A team of people
work together to produce products or deliver services
for which they are mutually accountable.
Team members
share goals
are mutually held accountable for meeting them
are interdependent in their accomplishment
affect the results through their interactions with one another.
Because the team is held collectively accountable, the work of integrating with one another is included among the responsibilities of each member.
Mohrman, Cohen & Mohrman (1995). Designing Team-Based Organisations. London: Jossey Bass
Types of Work Groups
OrganisationalBehaviour
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Why join a group?Psychological reasons
Security - safer than standing alone
Status - recognised as part of a group
Self-esteem - sense of self-worth & identity
Affiliation - fulfilling social needs
Power - strength in numbers
Goal achievement - than you can’t do alone
Teams in 1980s
- Enhance good feelings
- One formal leader
- Upper organi- sational level
- Individual accomplishments
- Feelings of members
- Interpersonal skills, getting along with others
Teams today
- Enhance productivity
- Shared / depends on project
- All organisational levels
- Team accomplishments
- Attainment of team goals
- Wide variety of job skills, communication skills
Underlying purpose
Leadership
Organisational Level
Performance appraisal
Effectiveness measure
Typical training
The true story of NASA’s third attempt to put a man on the moon
Apollo 13 has suffered an explosion en route to the moon
The crew are not injured but the ship is crippled and too damaged to continue the mission
Flight Controller Gene Krantz meets with his team
Watch for:How Krantz chairs the meeting
How the group develops and interacts
How disagreement and dissent is handled
Tuckman's Five-Stage Model of Group Development
Sequence of actions:1. Setting group direction2. First phase of inertia3. Half-way point transition4. Major changes5. Second phase of inertia6. Accelerated activity
An Alternative Model: For Temporary Groups with Deadlines
Gersick (1988,1989) AMJ
Steiner (1972)
According to new research
OrganisationalBehaviour
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Process Loss and Gain
Larger groups may mean motivation loss as individuals feel less accountable personally
Social Loafing
Sucker Effect
Motivation GainKöhler Effect
OrganisationalBehaviour
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Ways to reduce Social Loafing
make sure the group task is perceived to be important
make individual contributions identifiable
make individuals feel that they are makingvaluable contributions to their group
keep the group as small as possible
Norms in groups & teams
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Norms in a group
Acceptable standards of behaviour within a group that are shared by the membership
Performance: how hard we should work
Appearance: dress and behaviour
Social arrangement: lunch, social interaction
Allocation of resources: new tools, assignments
Norms create pressure for conformity that can strongly influence individual views
Groups will exhibit deviant behaviour an individual would not do on their own
OrganisationalBehaviour
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Basic Concepts for Analysing Group Structure and Process:Norms, Conformity, Status, Roles
Group Norms Informal rules of conduct for behaviors considered important by most group members
Conformity to show behavior in accord with the normative expectations within a group
OrganisationalBehaviour
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Why do Group Members Conform?
Compliance assenting to a norm in order to attain rewards or avoid punishment
Identification associating oneself with supporters of a norm and conforming to the norm because those individuals do
Internalisation believing that the behavior dictated by a norm is truly the right and proper way to behave
OrganisationalBehaviour
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Group decisions
Collective responsibility should mean that the quality of decisionmaking will be better.
Why isn’t it?Diffusion of responsibility
Groupthink: pressure for concensus
Groupshift: perception of risk increased or decreased
OrganisationalBehaviour
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Groupthink
Rationalising resistance to assumptions they have made despite evidence to the contrary
Pressure on individuals who express different views
Dissenting members keep quiet or even discount their own views
Illusion of unanimity, even an abstention becomes a ‘yes’
Conformity / Deviance & and Group Goal Accomplishment
OrganisationalBehaviour
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Status
Status The position of an individual relative to others in the group
high - low in the pecking order
central - peripheral to the action
OrganisationalBehaviour
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Roles
Role the set of expectations associated with a particular function or position within a group
Role Relationships the ways in which group and Organisational members (expect to) interact with one another to perform their specific roles
OrganisationalBehaviour
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Roles in groups & teams
Role: expected behaviour patterns given position in group
Role Identity: attitudes & behaviours going with role
Role perception: view of how we are supposed to act in a given situation
Role expectations:how others believe we should act in our role
IPO-Model of Group Effectiveness
Group compositionDiversitySizeGroup tenureEducationKSAs of team members…
CommunicationObjectivesParticipation Task orientationSupport for innovation LeadershipReflexivityTransactive KnowledgeCollective Learning…
Effectiveness Innovation Member well-beingTeam viability
Inputs Group Processes OutputsTask characteristics …
Organisational contextClimate for innovationSupport for teamwork …
OrganisationalBehaviour
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What are the differences between a group and a team?
Groups are connected
But do not need each other to produce results
Members are individually accountable
Do not work synergistically
Sports: swimming
Teams can only produce results
by working together and rely on each other
The team and the members are both accountable
Sports: football team
OrganisationalBehaviour
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True Teams
Problem-solving teams
Cross functional (project) teams
Self-managed work teams
Virtual teams
OrganisationalBehaviour
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What would tell you that you’re part of a good team?
You successfully achieve your goalstask
You get on well togetherteam
You feel proud of your own contributionindividual
OrganisationalBehaviour
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Building an Effective Team
Teams should have motivating tasks
Individuals should have motivating tasks
Individuals tasks should be important for team goals
Individual work should be evaluated and feedback given
There should be clear team goals and performance feedback
Team climate for innovation and performance
OrganisationalBehaviour
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Team Vision/Objectives
Clear
Commitment
Negotiated
Evolving
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Participation in Teams
Influence over decision-making
Information sharing
Interaction
Safety
OrganisationalBehaviour
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Team Task Orientation
Focus on task performance
Constructive controversy
Tolerance of minority views
OrganisationalBehaviour
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Team Support for Innovation
Espoused supportverbalsupport
Enacted supportCo-operation
Time
Resources
Team Innovation
OrganisationalBehaviour
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Group or Team Innovation
Requisite Diversity
Safety and Integration
External demandsthreat or reward
Climate for innovation
TeamInnovation
OrganisationalBehaviour
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Knowledge, skills and abilities for teamwork
KSAs for teamwork: communication
KSAs for teamwork: goal setting / performance management.
KSAs for teamwork: planning and co-ordination
KSAs for teamwork: collaborative problem-solving
KSAs for teamwork: conflict resolution
OrganisationalBehaviour
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KSAs for teamwork:
understand and use communication networks - sufficient contact
communicate openly and supportively
congruent, validating, owned
listen actively and non evaluatively
consistency between verbal and non-verbal
value ritual greetings and small talk
… communication
OrganisationalBehaviour
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KSAs for teamwork:
help establish SMART and challenging team goals
to monitor, evaluate, support and give feedback on team and individual performance
… goal setting and performance management
OrganisationalBehaviour
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to co-ordinate activities, information and task interdependence between members
to clarify tasks and roles of team members and ensure balance of workloads
… planning and co-ordination
KSAs for teamwork:
OrganisationalBehaviour
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identify problems requiring participation and use appropriate participation strategies
recognize and deal with obstacles to collaborative group problem-solving
support and explore proposals for innovation
… collaborative problem-solving
KSAs for teamwork:
OrganisationalBehaviour
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discourage undesirable conflict
employ win-win rather than win-lose negotiation strategies
recognize types and sources of conflict and implement appropriate conflict resolution and reduction strategies
… conflict resolution
KSAs for teamwork:
OrganisationalBehaviour
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Reflexivity and Team Effectiveness
Teams will be more effective and innovative to the extent that they
reflect upon their objectives, strategies, processes and environments
and adapt these aspects of their task worlds accordingly
OrganisationalBehaviour
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Reflexivity upon ....
Team objectives/vision
Team strategiesdetail, alternatives, time span, effectiveness
Team processesdecision-making, communication, interaction, meetings, feedback, support for innovation, conflict management
appropriateness, value, clarity
OrganisationalBehaviour
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What initiates reflexivity?
Team errors and failures
Team conflicts
Team member changes
Difficulties over time allocation and synchronisation
Team successes
Organisational change
OrganisationalBehaviour
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Organisational Support for Teams
Communication and information systems
Education and training systems
Feedback systems
Liaison and integration
Process assistance
Recruitment and selection policies
OrganisationalBehaviour
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Team-Organisational Relationships
Negotiate versus comply with Organisational demands
Challenge versus accept Organisational limitations
Challenge versus accept Organisational incompetence
Communicate independence versus dependence
Rely appropriately versus heavily on Organisational direction
Your boss has given you the following task to do and a team to help you do it. The job must be compelted exactly as specified
Use your team to sort the cards into their correct packs, then into suits within each pack in the order of:
– Hearts
– Clubs
– Diamonds
– Spades
Find some way to identify the separate packs
Display all the cards face up, showing all numbers and faces
Report any discrepancies – duplicate or missing cards
Time Allowed: 10 Minutes – including briefing the team
CardsortA team challenge
OrganisationalBehaviour
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Teamwork Exercise: Cardsort
Your boss, who is about to go away on a business trip, has given you a task to do
Sort the playing cards
Report any discrepancies – duplicate or missing cards
Time Allowed: 10 Minutes
Organisational Behaviour
Introduction to Organisational
Behaviour
Personality, Perceptions,
Emotions, Attitudes
DAY 1 DAY 2
AM
PM
Motivation, Job Design, Employee Involvement
Groups and Teams in Organisations
Organisational Behaviour
Leadership Power & Conflict inOrganisations
Organisational Structure and Environments
Organisational Culture & Change
DAY 3 DAY 4
AM
PM
Chapters to read
Leadership12, 13
Power & Conflict inOrganisations
14, 15
Organisational Structure and Environments
16
Organisational Culture & Change
17, 19
DAY 3 DAY 4
AM
PM
The danger that nothing happens
And finally…
When it comes to passing the DiplomaIf you’ve got talent
You don’t need luck
So…Good luck!
That’s all folks!
Email address for the slides
Complete happy sheet
See you again soon!