Professional Documents
Culture Documents
145060707111008
Galih
Karakteristik
Group:
structure
each
member
occupies a position in the group
,status hierarchy a person is
assigned status because of such
factors as job seniority, age, or
ability,roles tiap peran kerjanya
di
bidang
masing2,norms
standar yg di share sm anggota
(ada yg + & -) ,leadership,
cohesiveness
kekuatan&komitment
menjaga
grup. Groupthink (A cohesive
groups
desire for agreement interferes
with the groups consideration
of alternative solutions) = 1.
Illusion
of
invulnerability.
Members of groups believe that
they are invincible. 2. Tendency
to moralize. Any opposition to
group views is characterized
bymembers as weak, evil, or
unintelligent., 3. Feeling of
unanimity (gayakin sm leader),
4.pessure
to
conform(harus
nurut)
,5.menentang
ideas
dismissed.,konflik,
social
loafing
(berubah
jd
gak
kontribusi).
Nature&types
of
team:
1.Problem solving team(team of
engineers,geologist bantu di oil
company),2. Virtual team(a team
that
relies
on
interactive
technology to work together
when separated by physical
distance),
3.cross-functional
team(individu dr dept beda tp 1
proyek
dasar
yg
sama),
4.skunkworks(team yg inovasiin
new
products,ex:
us,designers).5.self-directed
work team. Reason team
formed:
EnhancedProductivity,Flattening
Organizations,FlexibleDecisions,
WorkforceDiversity,improved
quality,increased
customer
satisfaction. The Role Concept:
role: an organized set of
behaviors
expected
of
an
individual in a spesifict positon.
Multiple roles: Roles performed
simultaneously
because
the
individual holds many positions
in a variety of organizations and
groups.
Role
set:
Others
expectations for
behavior of a person in a
particular role. Role conflict:
Occurs when an individuals
compliance with one set of
expectations
conflicts
with
compliance with another set of
expectations.
Person-role
conflict(when role requirements
violate
the
basic
values,
attitudes, and needs of the
individual
occupying
the
position),intrarole
conflict
(different individuals define a
role according to different sets of
expectations,
making
it
impossible
for
the
person
occupying the role to satisfy all
of them),interrole conflict(from
facing multiple role).
Konflik&Negosiasi :terjadi krn
kdg bisa kerjasama di goals kdg
gabisa sesuai.
Functional Conflict: From the
organizations
standpoint,
confrontation
between groups that results in
benefits
to
the
organization.Dysfunctional:
sama tp dia harm & nyegah buat
achieve goals.
Konflik&orgz perform: saat konf
level low, performance can
suffer&
susah
adaptasi
to
change di lingkungannya.if level
high
bisa
chaos.
time
horizon,status
incongruency,
persepsi
gak
akurat, increased demand for
specialist.
Konsekuensi
dysfunctional
intergroup
conflict:IncreasedGroupCohesive
ness,rise in autocratic (selfish)
leadership, focus on activity,
penekanan on loyalty.
Changes
between
Groups:
persepsi
berubah,
negative
stereotype,
komunikasi
menurun. Managing intergroup
conflict : 1.problem solving:
reduce tegangan dgn ketemu
meeting
yg
bersangkutan.
2.superordinate goals: kerjasama
untuk
mencapai
goals.
3.pengembangan sumber daya,
4.avoid
konflik,5.smoothing,6.compromis
e,7.authorativeCommand,8.Alteri
ngHumanVariable&GantiFormalS
tructure,9.identify
common
enemy.
Group
negotiation:
Group
negotiations
take
place
whenever one groups work
depends on the cooperation and
actions of another group over
which the first groups manager
has no control.
Prenegotiation
Tasks:
understanding the other side,
knowing all the options
Negotiaton Tactics: good/bad guy
team,theNibble(after
agreement),joint
problem
solving(harus
adil),power
of
competition,splitting
the
difference,low-balling(low offers
to lower grups expect).
4 tipe personality manager saat
negosiasi
The power seeker(task & result
oriented),
the
persuader(social,ambisius), the
reliable
performer(solid,supportive), the
limited performer(gak pede).
Team Building: encouraging ppl
who work together to meet as a
group in order to identify
common
goals,
improve
communications, and resolve
conflicts.
Critical Elements to success:
management
commitment,trust,share
info,training,union partnership.
Leadership: an attempt to use
influence to motivate individuals
to
accomplish
some
goal.
Leadership
Emergence
(Munculnya pemimpin) adalah
gagasan
bahwa orang-orang
yang menjadi pemimpin memiliki
sifat-sifat atau karakteristik yang
berbeda dari orang-orang yang
tidak menjadi pemimpin.
Motivasi
untuk
jd
leader(chan&dragsow):
1.identitas
afektif
=
dia
menikmati untuk berpartisipasi
dan memimpin 2.non - kalkulatif
= mencari posisi pemimpin jika
punya keuntungan (contoh ingin
jd pemimpin karena gaji besar)
3.Sosial-normatif
=
menjadi
pemimpin
karena
kewajiban
(contoh
giliran
memimpin
upacara yg telah dijadwalkan)
Performansi
pemimpin:
pemimpin yang cerdas, ramah,
dan mandiri akan lebih sukses
daripada pimipinan yang pemalu
member
exchange)
=
mengatur
hubungan antara dua orang
(adyad), posisi pemimpin yang
berada diatas bawahan (vertical)
dan hubungan antar perilaku
mereka.
Spesific
Leader
Skills:1.Kepemimpinan
melalui
pembuatan
keputusan,2.
satisfaction,
competitiveness,
and development.
Path-goal
leadership
model:
Theory that suggests a leader
needs to influence followers
perceptions
of
work
goals,
selfdevelopment
goals,
and
paths to goal attainment.
Leadership
Behavior:
The
directive leader tends to let
subordinates
know
whats
expected
of
them.
The
supportive
leader
treats
subordinates as equals. The
participative leader consults with
subordinates and considers their
suggestions and ideas before
reaching
a
decision.
The
achievement-oriented
leader
sets challenging goals.
Path-Goal Proportions: extent
that bawahan akan meniru
perilaku
untuk
future
satisfaction, leader behavior is
motivational dan hrs ngasih
rewards.
Path-Goal Model:
Change Manajemen
Change agents: people who act
as catalysts and assume the
responsibility
for
managing
change activities.
Outside agents: can offer an
objective perspective, usually
have
an
inadequate
understandingOfOrgzHistory,cult
ure,operating
procedures,and
personnel.
Internal agents: Have to live with
the
consequences
of
their
actions,may
be
more
thoughful,may be more cautious.
Approaches
To
Managing
Change:
Lewins
Three-Step
Model,Kotters Eight-Step Plan
for Implementing Change, Action
Research, Appreciative Inquiry.
Lewins
Three-Step
Change
Model : unfreezing = Change
efforts
to
overcome
the
pressures of both individual
resistance
and
group
conformity(.Arouse
dissatisfaction with the current
state.,Activate and strengthen
top management support., Use
participation in decision making.,
Build in rewards. moving: Efforts
to get employees involved in the
change process. (Establish goals,
Institute
smaller,
acceptable
changes that reinforce and
support
change.,Develop
management
structures
for
change.,Maintain open, two-way
communication.)Refreezing:
Stabilizing a change intervention
by
balancing
driving
and
Overcoming
Resistance
to
Change
Education and communication
-This tactic assumes that the
source of resistance lies in
misinformation
or
poor
communicatiEducation&commun
ication