Perilaku Grup dan Tim

Chapter 12

Mata kuliah : J0754 - Pengelolaan Organisasi EntrepreneurialDosen Pembuat : D3122 - Rudy AryantoTahun : 2009

Learning Objectives– Define the terms group and team– Describe the differences in groups and teams– Discuss why people form groups and managers form

teams– Compare the various stages of group development– Identify the major factors for building effective teams in

organizations

Group and Team Behavior

Group – two or more employees who interact with each other in such a manner that the behavior and/or performance of a member is influenced by the behavior and/or performance of other members.

Types of Groups• Formal groups

– Created by managerial decision to accomplish stated organizational goals

• Types of formal groups– Command Group– Task Group

Types of Groups• Informal groups

– Arise from individual efforts– Develop around common interests and friendships, not

deliberate design

• Types of informal groups– Interest– Friendship

Why People Form Groups

Satisfaction of Needs

Proximity and Attraction

Group GoalsEconomics

Stages of Group Development

Forming

Storming

Norming

Performing

Adjourning

Punctuated Equilibrium

Characteristics of Groups

Status Hierarchy

Leadership

Norms

Structure

Roles

Cohesiveness

Structure and Status• Within any group, some sort of structure develops

over time– Members are differentiated by expertise,

aggressiveness, power, status– The pattern of relationships among positions constitutes

group structure– Status differences create a hierarchical group structure– Status in formal groups is based on position in the

formal organization

Role Types in Groups• Expected role

– Formal requirements of the role

• Perceived role– The set of behaviors that a group

member believes he/she should enact

• Enacted role– The behaviors that the member actually carries out

Group Norms• Standards of behavior shared by group members

– Formed only for things important to the group– May be written, spoken, or implicit– Accepted in varying degrees by members– May not apply to all group members– Developed as a result of member interaction over time

Group Norms• Good norms

– Standing up for the company when it is unfairly criticized– Always trying to improve– Listening to others– Actively seeking the ideas and opinions

of others– Caring about the people you work with

Group Norms• Negative norms

– Taking advantage of others whenever possible– Accepting sub-standard goals– Putting yourself first– Getting ahead, regardless

of costs– Hiding problems from

supervisors

Leadership Roles in Groups• In Formal Groups

– Can exercise legitimate power – Can reward and punish group members

• In Informal Groups– Helps accomplish group goals– Enables members to satisfy needs– Embodies the values of the group– Presents group’s viewpoint to others– Maintains the group as a functioning unit

Group Cohesiveness

• A force acting on members to remain in a group that is greater than the forces pulling them away from the group– A closeness or commonness of attitude, behavior,

and performance

Group Cohesiveness• Sources of group attraction

– Goals of the group and the members are compatible and clearly specified

– The group has a charismatic leader– The group has a reputation for accomplishment– The group is small enough to allow member’s opinions

to be heard– Members support one another and

help each other overcome obstacles

Cohesiveness and Performance

Degree ofGroupCohesiveness

LowPerformanceprobably orientedaway from organizational goals

Performanceprobably orientedtoward achievementof organizationalgoals

HighPerformanceoriented away from organizational goals

Performanceoriented toward achievement of organizational goals

Low High

Agreement with Organizational Goals

Groupthink

Groupthink – the deterioration of mental efficiency, reality testing, and moral judgment in the interest of group solidarity.

Characteristics of Groupthink

• Groupthink results in…– An illusion of invulnerability– A tendency to moralize– Feelings of unanimity– Pressure to conform– Opposing ideas are

dismissed

Social Loafing• Individuals hold back when contributing to the

group’s effort and performance– Not an issue in cohesive teams

and groups– Happens where individual

members can receive neither credit nor blame for their performance

Nature and Types of Teams

Problem-Solving Teams

Virtual Teams

Cross-Functional Teams

Skunkworks

Self-Directed Work Teams

Why Teams are Formed• Teams are formed to…

– Enhance organizational productivity– Flatten organizations– Provide flexibility and quicker decisions– Take advantage of diversity– Improve quality– Increase customer satisfaction

Why Teams are Formed• Teams should be formed when any of the

following exists– A complicated problem that requires diverse talents and

functional expertise– A goal of improving an existing product, service, or

process– A task that lends itself to a division of labor– A situation in which making the wrong decision is costly

Team-Forming Decisions• Before placing employees into teams, ask these

questions– Can the work be performed better by

more than one individual?– Does the work lend itself to a common

set of goals for the people in a team?– Are team members interdependent?

Requirements for Effective Teams• Common requirements

– Top-level commitment and clear goals– Management-employee trust– Willingness to take risks– Information sharing– Time– Resources– Training

The Role Concept• Role

– Organized set of behaviors expected of an individual in a specific position

• Multiple roles and role sets– Roles performed simultaneously – The individual holds many positions in

a variety of organizations and groups

• Role perception– Expectations for behavior in a role– Different groups have different expectations

Role Conflict• Person-role conflict

– Role requirements violate the basic values, attitudes, needs of the individual

• Intrarole conflict– Difficulty satisfying the role requirements of people with

different expectations

• Interrole conflict– Difficulty fulfilling multiple roles with conflicting

expectations

Role Conflict

• Common results of role conflict– Psychological stress that may result

in emotional problems and indecision– Reduced performance