Organizational Behavior CHAPTER 4 SHUKRI UM

Definition & Types of Groups

Two or more individuals interactively & interdependently working together to achieve certain objectives.

Share common set of norms with differentiated roles.

Types:
1. 2.

Formal Informal

They can be relatively permanent or temporary.

Formal Prescribed by the organization eg; Departments like accounting, committees or special project task forces. Set up by management. Permanent:- Command or functional group eg; sales dept. Less permanent (temporary):- Task group eg; corporate-sponsored.

Evolve from individual & collective self-interest among members. Arise from common interests, social needs or friendship.
If permanent : - friendship group. If less permanent : - interest groups eg; network of working women. May disband upon change of interests.

According to Tuckman: Four Stages of Development:

1. Forming

Firstly, they come together Emphasizes on making friends & info sharing. Process of discovering acceptable and unacceptable behaviors.
Storming High degree of inter group conflicts due to positioning in group and attempts to influence development of group norms and roles. Open discussions of issues and efforts to clarify group goals.

2.

3. Norming
Group members develop a sense of oneness. Group norms emerge (norming) as guide to behavior of members Acceptance of fellow members Unity of purpose binds them together.

4. Performing Further to unity of purpose separate roles of members are developed Role differentiation arises due to taking advantage of task specialization towards achieving goals.

Think of a group formed in your organization. How did members in the group behave from its formation to actual accomplishment of its objectives?

Process of enhancing effectiveness of workplace ..perform as integrated & cohesive team to achieve goals.

Work groups Productive units (teams). What managers can do to enhance efficiency of a team.

1. Effective Planner: Match organizational goals with individual ones. Clear communication of what to achieve. 2. Strengthen organizational Skills: Divide work into logical tasks & groups Secure resources required to achieve goals

3. Build a climate for motivation: Train & supervise Guide & encourage personal growth Recognize & reward good performance & correct poor ones. 4. Establish Control System: Time schedules & Checkpoints to evaluate progress Secure Feedback from team throughout.

5.

Select qualified people: Analyzing job requirements thoroughly prior to selection process Analyze workers skills, knowledge, past successes and failures, dependability, work attitude, co-workers, supervision & customers.

Groups 1 Members think they are grouped together for administrative purposes only. Individuals work independently; conflict of interests. They tend to focus on themselves as they are not sufficiently involved in planning the units objectives. They are just hired staff.

Teams Members recognize and understand their interdependence, personal & team goals best accomplished via mutual support. They feel a sense of ownership for their jobs and unit being committed to goals they set themselves.

Groups 3 Suggestions are out of the question & they are told what to do, not what the best approach is.

Teams Members contribute to organizations success by applying their unique skills and knowledge to team objectives.

They distrust each other as they do not understand role of others. Expressions of opinions or disagreements are considered diversions to norms and therefore nonsupportive.

They work in a climate of trust, freedom to express ideas, opinions, disagreements and feelings. Questions are most welcomed.

Groups 5 Members are cautious regarding what they say rendering understanding impossible. Game playing may result in communicating traps which will catch the unwary.

Teams Members portray open and honest communication with efforts to understand the others views.

They may receive good They are encouraged to apply training but application to the their skills learned and receive job is limited by the supervisor team support. or others.

Groups

Teams Members resolve conflicts arising quickly and constructively viewing them as a normal aspect of human interaction and an opportunity to establish new ideas, creativity and innovation. They participate in decisions whilst understanding that leaders may make final rulings upon team indecisions or emergency situations. Positive results overrule conformity when it comes to goals.

Members are often in conflict situations without knowledge of ways to resolve them while supervisors procrastinate until serious damage is done.

They may or may not participate in decisions affecting the group as conformity is uppermost compared to positive results.

Group Centered Manager 1 Uppermost concern in meeting current goals inhibiting reorganizing to enhance members contributions.

Team Centered Manager Current goals are in the agenda but act as visionary leader in thinking of what members can achieve as a team. Shares vision and act accordingly. Proactive in most relationships, personal style, stimulates excitement and action. Inspires teamwork and mutual support.

Reactive to upper management, peers and employees. Goes along with the crowd.

Group Centered Manager 3 Involve people in planning and problem solving within limits.

Team Centered Manager Get people involved and committed. Allows team to see opportunities for teamwork and perform.

Resents & distrusts employees who knows the job better than manager.

Seeks people who wants excellence and work constructively. Facilitator and motivator to this behavior.

Group Centered Manager 5 Sees group problem solving as wasting time and not performing duty.

Team Centered Manager Problem solving is within responsibility of team.

Controls info and communicates what members want & need to know.

Communicates freely, welcomes questions and allows team to do own filterings.

Group Centered Manager 7 Ignores conflict between staff or with other groups.

Team Centered Manager Mediates conflicts before it explodes.

Modifies group agreements to suit manager.

Keep commitments & expects reciprocation.

Group Centered Manager 9

Team Centered Manager

Slow to recognize individual or Recognizes individual & team group achievement. accomplishments at the right time and appropriately.

1. Non-economic worker needs. Consider other sources of motivation if noneconomic. 2. Over time, employees are motivated at lower levels by physiological & safety needs later they will go for higher orders like acceptance & respect. 3. Employees are likely at different levels at any point in time.

Weaknesses: - Research not supportive of 5 needs theory or satisfaction-progression rule.

Reformation of Maslows theory into 3 general need levels: a. Existence needs to sustain human existence including physiological and safety needs. b. Relatedness needs concerning how people relate to surrounding social environment like meaningful social and interpersonal relationships c. Growth needs to develop and realize ones potential like self esteem and selfactualization ( Highest need category)

1. Less rigid & without satisfactionprogression hypotheses. 2. Proposes frustration-regression hypotheses. Example; If higher order need is not achieved person will regress to further fulfill lower order needs.

In attitude towards work, Herzberg found certain characteristics consistently related to job satisfaction (Motivators) and others to job dissatisfaction (Hygiene Factors). 1. Hygiene Factors Safety, amount of pay, supervision quality and social work environment. 2. Motivators Performance of work like recognition for a job well done, achievement, autonomy & responsibility.

Determinants of job satisfaction & dissatisfaction are different. Dissatisfaction results from work setting like safety and basic pay (hygiene ) are not fulfilling basic needs. Fulfillment of hygiene needs does not satisfy them but merely prevents dissatisfaction. Satisfaction comes from motivators like opportunity for achievement, responsibility and work recognition.

Work dissatisfiers company policy & admin supervision relationship with supervisor salary peer relations subordinate relations status security

Achievement Recognition Work itself Responsibility Advancement Growth

a.

b. c.

Need for affiliation concern for establishing & maintaining social relationship Need for power concern for reputation, responsibility, influence & impact Need for achievement concern for establishing & maintaining high levels of performance quality

In a study in Kakinada, India he trained 50 businessmen for greater need for achievement by encouraging to imagine positive outcomes of aggressive investment strategies & how these strategies would fulfill their personal needs & to set goals. Found: Trained businessmen invested more money in local ventures, new businesses compared to untrained. Needs are learned & do not fall into static ordered hierarchies.

Psychological processes underlying behavior which are system perspective and focus on person-environment interaction. Provide foundation for many management techniques like goal-setting and job design to direct workers behavior.

Learning behavior by observing others doing it, not by doing it (vicarious learning) & learning which behaviors will be reinforced or otherwise. Example: An employee being disciplined or fired for being disruptive results in learning not to be that disruptive without experiencing it.

If a consequence is contingent upon appropriate work behavior they will do that appropriate work behavior. The clue is the believe that the consequences are desirable and a certain work behavior will produce them. Valence is the value of a behaviors consequence as perceived by the worker Expectancy is the workers belief that his/her own efforts are able to produce the equired levels of performance.

Expectancy of reaching a goal. If I try hard, can I succeed. Valence is the value of the goal. If I succeed will the outcome be valuable to me? If either one is a zero. not motivated.

Each person make contributions (inputs) & expect outcomes (outputs) in return. 2. Each person compares their own situation to others to gauge the relative balance. Equity consideration: If I get the needed outcomes are they worth the price I pay? Equity : Op/Ip = Oo/Io Op is Output of person Ip is input of person Oo is output of others Io is input of others
1.

When the two ratios are imbalanced there is a state of perceived inequity..affecting motivation.
Op/Ip < Oo/Io or Op/Ip > Oo/Io

1.
2.

Equitable treatment of employees Evaluate bases of rewards distribution.

Should be based on: 1. Equity or contribution 2. Social responsibility. 3. Equality to all participants.

Goal-Setting theory is at the heart of performance-based program like MBO and plays a key role in organizational effectiveness & efficiency in using limited resources for task accomplishment.

1. 2. 3. 4.

Goals set for employees focus on particular task or objective. Goals regulate or increase efforts. Keeps us going in adversity-enhance persistence. If accepted will encourage people to seek ways to achieve them.

Step 1 Set Specific, moderately difficult goals Step 2 Secure employee acceptance Step 3 Provide support & feedback on goal performance

High Job Performance

Low Low Moderate Challenging Impossible

1. 2. 3. 4.

Greater consideration to precise nature of goals Tailored to individual needs Monitor continuously performance & attitude Reinforce contingencies to improve motivating potential