Chapter 2 Teams in Orga Chapter 2 Teams | Tn Organizations CHAPTER OBJECTIVES After this chapter, you should be able to: % leam the prerequisites to upward and downward communication; . State the implications of counseling; explain the nature and importance of group dynamics; > explain the nature and the role of groups in organizations; and, } intemalize how to communicate effectively with employees and managers. + practice effective decision making CONTENT OUTLINE Introduction Teams: Definition, Norms and Roles Group Processes: Communication, Responsibility, Accountability, Respect and Evaluation % Decision Making Essentials of Human Behavior in Organization Third Edition 31 ‘Scanned with CamScannerTeams in Organizay; Chapter 2 Sanizations 2.1 INTRODUCTION A team has the ability to work together towards 4 Common vision. It has the ability to direct individy, accomplishments toward organizational objectives. It ig the fuel that allows common people to attain uncommon results. Today's definition of team starts with a group of People engaged together in the process of developing and moving toward a shared vision. The team then lives out the shared vision in the accomplishment of work objectives, High performance teams regularly accomplish more than what the same group of individuals could complete separately, Creating and managing teams in the workplace can lead to effective outcomes, but the success and longevity of teams in organizations will depend on how thoroughly organizational leaders understand how to extract the gains teams can provide. If leaders don’t understand the, skills they need to possess, as well as the ‘group processes that are Tequired to create and maintain teams, then teaming will be destined only to be the management fad of the 90’s. eu NN ole eN Nau} GNP autos toa eee ey Ta Committees and dominating and sig Meetings are nece: complexity when times used to put other group activities have acquired nificant roles in organizational behavior. sary but may result in malfunction and Not properly used. Committees are at off decisions or to hide incompetence. Essentials of Human Behavior in Organization Third Edition — 32. ‘Scanned with CamScannerChapter 2 Teams in Organizations Meetings and all types of group work function through the process referred to as group dynamics, 2.2 TEAMS: DEFINITION, NORMS AND ROLES Focusing on teamwork is one of the top priorities of business firms. The benefits are personnel empowerment, loyalty, motivation, better customer services, increased productivity and overall success of the firm. To compete successfully, firms must learn to create a network of groups in achieving organizational goals. A team is a group of individuals cooperatively working together towards achieving similar objectives or goals. - Groups are an expression of the needs and aspirations of the people who comprise them. Teams, on the other hand are a special kind of group, found in organizations, with the following three additional characteristics: 1, Teams are typically formed by management directive. 2. Team members share responsibility for the specific outcomes and operations. 3. Teams typically exist in an empowering work context. All teams are not alike. First, they can differ on the type of outcomes they've been organized to achieve. Some teams, such as advisory panels, committees and employee involvement groups are assembled to provide advice and. involvement to managers in the organization. Another type of team, the projects and development team is an assembly of professionals who work on assigned or original projects. Finally, teams can be created to produce Essentials of Human Behavior in Organization Third. Edition 33 Scanned with CamScannerChapter 2 Teams in Organizations ay an outcome that is organized action. This type of team includes: sports teams, negotiating teams, expedition teams, and surgery teams. Teams should be properly configured and managed for the type of organizational output that they are intended to produce. TYPES OF WORK TEAMS AND THEIR CHARACTERISTICS TYPE OF COMBINATION | TEAM’S OUTCOME OF MEMBER DEGREE OF AND EXPERTISE | INTEGRATION EXAMPLES WITH OTHER | WORK UNITS PRODUCTION | Low | High Level of ORSERVICE | Differentiation of | Integration Expertise Among Members Assembly Teams Maintenance Crews Flight Attendant Crews PROJECT | Low Level of Differentiation of | Integration Research Groups | Expertise Among Members Task Forces Architect Teams Essentials of Human Behavior in Organization Third Edition 34 Scanned with CamScannerChapter 2 Teams in Organizations ORGANIZED ACTION Low Level of | Integration Brief Performan Events, Often ation of Expertise Among Members Sports Teams Repeated i Under New Negotiating aes Teams ae Extended Expedition Teams Training and/or Surgery Teams Preparation Cockpit Crews | ——l | ____ Lifted from: Sundstrom, E., DeMuse, KP, and Futrell, D. (1990) Work teams, American Psychologist 25, no. 2, 120-133 Overall, teams in organizations create outcomes that exceed the collective capability of individuals who work within the formal line structure of an organization. For example, the Department of Defense benefits from the productivity defense contractors generate through teams. Types of team structure 1. Sequential team is usually referred to as top-down management. Tasks are passed down to another person when it is done, and this is repeated down the line. There is a specialized skill, with focus on performing. only one function or operation. 2. Synchronous team is when everyone works together in a group, and each comes with a different specialization but with one focus or goal. There is free flow of information, sharing of ideas, working Essentials of Human Behavior in Organization Third Edition 35 ‘Scanned with CamScanneroo” Chapter 2 Teams in Organizations together as a cross-functional team from differen groups, to achieve an objective. 2.3 GROUP PROCESSES: COMMUNICATIGN RESPONSIBILITY, ACCOUNTABILITY, , RESPECT AND EVALUATION f Groups are central to all of organizational behavior, Through collective knowledge of groups and committees, a manager becomes more productive. The group serves as an intermediary between individuals and the organization. Knowledge and understanding of group dynamics can be employed to improve the result of group action. For a manager to administer and operate an effective organization, he must possess knowledge about group dynamics as well as decisions, and must determine when to make use of groups, meeting and committees. Within the formal structure, there exists a pattern of social relationships or informal groups. Ample evidence has proven that said patterns of informal social relationships have a great deal of influence on employees’ behavior. When an organization is created and supported by participative groups the formal organizations stand undifferentiated. It_is, therefore, important to understand the role of the groups as a subsystem within the larger system; the organization as a social system; the reasons and methods for group formation; the internal structure of the groups; groups in interaction and techniques for observing; and other related matters. The Group as a System Groups exert a great deal of influence on the behavior of their individual members. One way of looking at a group is Essentials of Human Behavior in Organization Third Edition 36 — Scanned with CamScannerChapter 2 a. P Teams in Organizations as a Subsystem within a larger system, which is the organization, A’ system is characte; interdependent parts; transformations, outputs, balance, resulting from p and havi rized as being ‘complex, with often, consisting of inputs, feedbacks and boundaries; in ositive and negative feedbacks; ing a multiplicity of purposes and objectives’ Asa system a group has; inputs, within and outside the transformations, including group productivity and satisfaction. It likewise has both positive as well as negative feedbacks, by which it attempts to achieve changes and maintain balance, including expectation from System; operations or From the psychological point of view, a group is a conglomeration of people who (1) possess a common purpose or objectives; (2) interact with one another to accomplish their objectives; (3) are aware of one another; and (4) perceive themselves to be part of the group. What You should Know TENN WI Dye oes Meller sso SIaeccent As a system the group may be either closed or open, Possessing much information coming from external sources. The purpose of the group may be social, highly work-oriented, or may not be well understood. It is Psychological awareness that differentiates a “group” from an “aggregation of people.” People have to be aware of one another to be called a group. Otherwise, they remain merely as a collection or aggregate of people. By Essentials of Human Behavior in Organization Third Edition 37 ‘Scanned with CamScannerChapter? Teams in Organization, haptel . to be a group they interac With receiving themselves to | cy i a Pe accomplish their common objective, ne anol Why and How Groups are Formed A group when formed through and by the organizat structure is called a formal group. One formed Within the structure, but without official sanction of the organizati on, is an informal group. A group formed for purely socia} reasons is a social group. There are, in addition, other types of groups such as family and interest groups. There may, however, be overlapping, such as a task group may also be a social group. A work group may either be formal or informal. ional The type of group formed and the reason behind its formation in a work setting depend to a large extent on the context in which the group exists. Groups formed from a structural-design viewpoint will differ from those created from an “information flow” viewpoint. AUS Mer lta One of the greatest tragedies in life happens not vrong...but when right meets Grouping from a Structural Design Viewpoint The formal group achieve organiz; maintained and primarily in structural contexts exists to ational goals and is, therefore, established, Essentials of Human Behavior in Organization Third Ealtion 38 ‘Scanned with CamScannerChapter 2 Teams in Organizations ac ability (o work together, The formal proup exists beca of the demands of the organization A formal group co may be re 1 ting of an executive and subordinates: vlatively permanent, even though the group's membership may change. If the group is established to attain a specific objective, it will most likely be disbanded once its objective has been realized. Groups from a Work-Flow Perspective Inasmuch as the formal organization at times cuts across the work-flow process, informal groups tend to be formed automatically, on account of people interacting at work. Informal groups, which are not sponsored, recognized or even approved by the formal organization exists primarily to expedite and improve the flow process of information and communication, Informal groups are developed in order to get jobs done better and more quickly by people whose work is interdependent and interrelated. Workers may find informal group more rewarding than formal groups. In many organizations there exists an informal network of people who get job done by avoiding the “red tape” of formal channels. } Under the sociotechnical approach, the concepts of ' boundary is determined more by the necessities of the work { flow more than by the more formal, structural design of the f organization. That is, the flow of work establishes the ‘ boundaries of the subsystem. The ‘sociotechnical system” has elicited a great deal of attention, which has been directed toward modifying’the work-flow process to take } into account both the work that needs to be accomplished and the way in which it may be redesigned so as to Essentials of Human Behavior in Organization Third Edition 39 i ‘Scanned with CamScanneri Chapter 2 Teams in Organizations ap man perspectives. The work group together ational climate and the technological, jopsychological considerations must be the integrating concept—the primary form. Bucklow suggests that more should be given to the concept of groups and to the design of capitalize on hun with the organiza! economic and socl given emphasis, in task the group has to pe! theoretical importance s! responsible autonomy in work individual jobs. es transferring power and control to the group ompletion of the primary task. The work group itself should be given the primary role in the task rather than the peripheral, supporting role given to © many work groups. In ‘such a work group, responsibility for the task rests with the group itself, and the immediate supervisor can focus on other areas of concern. This involv for the operation and ci Groups from a Human Perspective Groups may be formed because they meet certain personal needs, in addition to being formed because of organizational demands or the requirements of the work- flow process. Since many of the personal needs cannot be satisfied by the individual alone, they are sought to be satisfied by and with others, usually in groups: The group can help the individual meet his or her highest self- actualization needs. No single group can satisfy all of a person’s needs, any or all of which may contribute to one’s reasons for belonging to a particular group at a particular period of time. Group membership is maintained only so long as the needs being satisfied by the group are more important than what is expended to remain within the group. Essentials of Human Behavior in Organization Third Edition 40 Scanned with CamScanneryy Chapter 2 r Teams in Organizations One common theme on how groups are formed is the concept of interaction, Anythin, , ig that mak cl with one another, whether at work or eames the possibility that they will form a geography has much to do with the There exists the likelihood that a formed by immediate neighbors thai distant places. Unless a group can satisfy the needs of its members, it will either cease to exist or individual membership will drop out although the group itself may Temain as an entity. Common values or shared interests are also a powerful factor in determining why groups are formed. Individuals with shared interests, whether task- related or hobbies are more likely to gather together in groups than those with dissimilar areas of interest. elsewhere, increases group. The matter of formation of groups. social group will be * in by people living in The Internal Operation of Groups Group Leadership- The term “leader” generally connotes someone with formal authority, the “boss” of a formal task group. However, the “official” leader may be only a figurehead. The term “leader” cannot be used synonymously with the terms, ‘boss” or “manager.” A group may have oftentimes, many different leaders, some more effective than others. Leadership is not a function or trait of a single individual but is distributed through the entire group. Any group member may be a leader at any particular point in time. Group History- The historical background of a group determines the way in which the members interact with their jobs. ‘Ad hoc” groups are generally formed quickly on the “spur of the moment” and the members may have had little or no previous interaction with one another. “Established” groups have as member those who have worked together in the past and which enable them to Essentials of Human Behavior in Organization Third Edition 41 ‘Scanned with CamScannerTeams in Org, Chapter 2 i Oreanicagy, acquire knowledge of the strengths and Weaknesses - as the many idiosyncrasies of the other members, °~ “ell Groups go through a- four-stage Process—fo,- storming, norming and performing. Adhoc groups requ “very little time on account of their short life, a 1. Forming — In this initial stage, the group is Concereg with orientation, which is accomplished Primariy through testing the boundaries of both interpersonal and task behaviors, determining the relationship with the leader, and the like, , What You'should Know. HMM uiS eM) Maceo et oem LL SMM Aiea lettin ea a 2. Storming — This second polarization and conflict ‘ab task requirements, Stage is characterized by out both interpersonal and 3. Norming ~ In the third sta; intergroup cohesiveness evolved and roles become mi ge, resistance is overcome, develops, standards had ore firnily established. 4. Performing ~ In the final stage, the group is ready to sh its task. Group energy can be > Since the structural issues have and the standards have been set. Group Norm and Behavior Over a period of time 4 group tends to develop a life history and culture of its wn, Simultaneously, members of the Essentials of Human Behavior in Organization Third. Edition 42 a ‘Scanned with CamScannerChapter 2 Teams in Organizations group tend either to devel values or standard agains| members’ behavior can ‘Op roughly the same attitudes and t which the appropriateness of the be judged. Some norms a a ‘ § s apply only to overt, perceived behavior; some are formal, i.c., written; and others are informal, i i i » 1c., emerge from the interacti : group members, 2 Different degrees of importance to various norms are given by groups or organizations. Some norms are pivotal, that is, the members of the group of the organization must adhere to these norms. Relevant norms, on the other hand are not absolutely essential for a group member to accept, although they are considered desirable and worthwhile to accept. Norms that are pivotal to one group or organization may be only relevant to another group. Behavior Options A ‘group member has several behavior options. One response is rebellion, wherein the individual rejects all of the-group’s values and norms. The second is creative individualism — the individual accepts only pivotal norms and rejects some or all of the relevant ones. The third choice is conformity - the group member accepts all of the group’s values and norms. Knowledge of a group’s norms may help an individual decide whether or not to join a particular group. Group norms can be translated into specific types of behavior resulting from the interrelationships and interdependence of group members. The exultance of group norms exerts a pressure on group members to conform to the said norms. Unwritten norms may be just as important as formal, written norms. There exists the necessity for a group to periodically examine its norms to determine whether or not’ Essentials of Human Behavior in Organization Third Edition 4B ‘Scanned with CamScannerON Chapter 2 Teams in Organizationg they should be changed and whether or not all of the sro » members know what the norms are, Norms may be classified into four dimensions, namely: 1. Affective relationships deal with the Personality oy impersonality of the relationships; 2. Control, decision-making and authority relationships deal with the equality or inequality of power; 3. Status- acceptance relationships deal with the uniqueness or the position of the individuals; 4. Achievement- success relationships deal with the matter of prestige and rank. The longer a group’s history is, the more the group may be “frozen” into a set of norms, some of which may be highly functional and others highly dysfunctional to the performance of the group. Group Cohesion The term “cohesion” means “solidarity” or “anity.” There is generally one or two high-status groups to which many people want to belong. More likely, the members tend to have common values, attitudes and standards of behavior. Cohesiveness affects the degree to which the group can be helpful or harmful to the organization as a total system. Factors Affecting Cohesiveness Solidarity or cohesion is affected by: 1. The homogeneity of the group — whenever the group’s members have widely different values or statuses, they will experience the difficulty of becoming a cohesive unit Essentials of Human Behavior in Organization Third Edition 44 ‘Scanned with CamScanner élaph te Chay Teamy in Organizations Isolation — The more a roup is groups, the more likely the common values and ‘isolated from other Members will andards of behavior side Pressure i 3, Outside Pressure Teacting (0 outside pressure is one of the fastest ways a solidarity, Outside union-management conflict, compet groups, mistrust between line and reaction against a dict group can develop strong, Pressure may take several forms: ion between fT personnel, or ‘atorial supervisor. 4. Size ~ The size of a group affects its cohesivenes Ifa group is too small say, two or three people, there may not be cnough skill within the group to perform the task, especially if it is a problem-solving one. If the ‘OUP is too large, communications within the group may break down, and group members may not find enough opportunity to satisty their own needs, There ists evidence that different effects occur especially when the group membership is more than seven, 5, Atmosphere or climate - Another variable affecting group cohesion is the atmosphere or climate both within and outside the group. Importance of Group Cohesion and Solidarity The more cohesive the group is, the greater the possibility that its members will develop similar attitudes, values and behavior patterns, The more highly cohesive a group is, the chance that the members can influenc e their behavior becomes grea eness and conformity to norms are mutually reinforcing fi s. The fact that there is cohesiveness means that there exists the possibility that a member may other members to Thus, group Essentials of Human Behavior in Organization Third Edition 45 ‘Scanned with CamScannerTeams in Org. Chapter 2 ANization, be able to change the norms to which other Membe conform. s What You should Know A management system should provide a framework for picturing the major factors in the situation as an, integrated whole. It'should be realistic. If should implify the complex rather than complicate the Siu —George Odiorne. Even if membership in a group provides a number of rewards; the member must accept the group’s behavioral demands in order to receive the rewards. Members remain or drop out of a group, to the extent that they accept the group’s behavioral demands and perceive the rewards to a greater than the “cost” of the demands. Group Task, Building, and Maintenance Activities From an organizational viewpoint, the purpose of a group is to perform a task and to accomplish specific objectives. However, each individual within the group has a different degree of commitment to the task, as well as unique personal needs. Thus, a group has no single objective but a multiplicity of them. Systems relationships exist among group members. The term, “content, refers, to the subject matter or to the actual tasks being performed. Process refers to the way in which the content is handled or discussed by the group. Process includes the methods used by the leader, the degree and quality of participation by the members and the communication methods used, among others. Essentials of Human Behavior in Organization Third Edition 46 ‘| ‘Scanned with CamScannerChapter 2 Teams in Organizations The following are the different approaches to describe group process: 1b Group task activities — refer to initiating, clarifying, coordinating or orienting the group to its goals, giving and seeking information, and establishing contact with the outside community which all help the group attain its primary goals and objectives. Group. task roles therefore are: a) orientation; b) information-seeking; c) clarifying, and, d) information- giving. All the said activities are attempts by members of the group to help move it toward the accomplishment of its goals and objectives. 2. Group- building activities - Group-building activities allow the group to build and maintain itself by helping to satisfy members’ needs and by fostering trust and cooperation among group members. A group can be made more effective by applying the following principles: a) harmonizing; b) using humor to reduce tensions; and, c) encouraging people to participate and compromise. Said activities are attempts to build better relationships within the group so that the group can maintain itself. Y Self-serving activities — attention-getting, dominating, aggression, and withdrawal — help each member of a group to his or her own set of unique needs, values and goals, Although such activities may satisfy the individual’s particular needs, they contribute little to the overall success of the group in attaining its formal or primary objectives. An individual who engages in these kinds of activities may be interested in serving personal interest more than performing either group task or group- maintenance roles. The other way around may happen if too much maintenance activity is emphasized. Essentials of Human Behavior in Organization Third Edition 47 ‘Scanned with CamScanner: Teams in Organization Chapter 2 s roles appear, the group should try t9 s by creating constructive Satisfaction | needs of members. If self-serving reduce symptom of various personal For each group to be effective, it must address itself to the task or content and do so constructively by paying adequate attention to group process. The difference between conten; and process is important because people are not only rational and cognitive individuals but also emotional, Emotions are facts. The neglect of group- maintenance roles is possibly one of the most important factors in reducing effectiveness of many groups and committee meetings. Attempts to ignore the personal, emotional and affective components of a group meeting impede the process of the meeting. Attention to group process is a major way of improving behavior by providing more information to others. Observing Group Process The group process is concerned not with the task itself, but with how the task is being accomplished. It is, therefore, important to consider two basic areas of process: 1) what to look for in the groups; and, 2) the criteria for effective feedback to groups about group process. What to Look for in Groups 1, Participation - Questions to ask regarding Participation: Who are the high and the low participants? .. Does participation shift? a. b, ¢. Do high participators become quiet and vice versa? 4. Why do such shifts oceur? e. How are non-participants treated? Essentials of Human Behavior in Organization Third Edition 48 al ‘Scanned with CamScannerChapter 2 in Organizations d 0 Whom? ho What may be the Teast e 2 pattem? son for the communications Influence ~ uel difference exists between influence a Participation or amount of vate Geecnence and a. Who is influential Who is not influential? there any rivalry in the group? here a struggle for leadership? | Who is listened to? Who is not listened to? Styles of Influence - There is likewise a difference between styles of influence. Is anyone autocratic in attempting to impose his or her ideas or values on others? Is there a peacemaker who supports other members’ decisions? c. Does someone consistently try to avoid conflict by “pouring oil on troubled waters?” d. Isa group member indifferent toward others? e. Isa member getting attention by being /aissez faire or by apparently lacking involvement in the group? f Does a member seem to go along with decision without making a commitment one way or the other? g. Is someone withdrawn and involved? h. Does anyone try to be democratic by including everyone in a group discussion or decision? i. Who expresses opinions/feelings directly and openly without evaluating or judging others? Who appears to be open to feedback from others? Essentials of Human Behavior in Organization Third Edition 49 ‘Scanned with CamScanneroa oN Teams in Organization, k. Which members attempts to deal with config, ian problem-solving way? a 4, Decision-making procedures — Frequently a decision is made without the members’ considering its impac on others. Questions to consider: a. Does someone want to make a decision without checking with others (self-authorized)? b. Does the topic of conversation drift? c. Who changes the topic? d, Who supports the suggestions and decisions of others? . Does such support result in two members deciding for the entire group? . . How does it affect others’ objections? g. Is there an attempt to get all members to participate in decision (consensus)? h. Which member/s make contributions that do not receive a response or recognition? i, What effect does this have? . Task functions — These are behaviors that focus on accomplishing the job or task. Questions to consider: a. Does someone ask for or suggest the best way to proceed? b. Does anyone summarize ideas that have been covered? ; c. Who gives or asks for ‘facts, ideas, opinions, feelings, and feedback? d. Who keeps the group from going off tangent? ¢. Who keeps the group on target? . Maintenance Functions — Maintenance functions ensure smooth and effective teamwork within the group Essentials of Hunian Behavior in Organization Third Edition 50 i “ Scanned with CamScannerPa. Chapter 2 Teams in Organizations by creating a group atmosphere that enables each member to contribute to the maximum. Question to consider: Who helps others get into the discussion (gate operators?) . Does anyone cut off other members or interrupt them (gate closers)? How are ideas accepted? d. Rejected? e, 2 Are there attempts to help others clarify their ideas? 3 7. Membership — This pertains to the degree of a person’s acceptance or inclusion in the group. Questions to i consider: i a. Does any sub-grouping occur? b. Do some members consistently agree or disagree with one another? Are there “in” groups? “Out” groups? d. How are “outsiders” treated? e. Are some members in or out of the group (e.g., lean backward or forward in their chairs or physically move their chairs)? f. What are the circumstances under which these occur? 2 2 Feelings — feclings frequently generated by group discussions are only infrequently talked about. Rather, they must be inferred from nonverbal cues, such as the tone of voice, facial expressions, and ‘gestures. Questions to consider: : a. Are feelings such as warmth, affection, anger, irritation, frustration, excitement, boredom, or defensiveness seen? Essentials of Human Behavior in Organization Third Edition 51 ‘Scanned with CamScannerChapter 2 Teams in Organizations mbers attempt to block the expression b. Do group me! ‘ : nl Jarly negative ones? of feelings, particu c. How is this done? d. Isitdone consistently? Norms or standards are ground rules that 9. Norms — f Fi Questions to consider: control the behavior of a group. a. Are certain areas avoided in the group ( discussing behavior, talking about present feelings, etc.)? b. How is avoidance reinforced? c. How is it done? d. Are group members overly polite or nice to one another? e. Domembers agree with one another too readily? f. Are only positive feelings expressed? Criteria for Effective feedback All behaviors convey messages and are thus forms of communication. Feedback is one way of helping another person to consider changing his or her behavior. Feedback is the process of communicating to an individual the information about how that person affects others. Effective feedback has the following characteristics: 1. Instead of being evaluative, it is descriptive. The use of descriptive feedback permits the other individual to decide whether or not to use the feedback. Non- evaluative feedback reduces the need for the other person to react defensively. 2. It is specific, not general in nature. 3. It must take into behavior that can be controlled by the receiver and the giver of feedback. Essentials of Human Behavior in Organization Third Edition 52 he x Scanned with CamScanner2 , : . Chapter 2 Teams in Organizations 4. Iis focused on behavior that can be controlled by the receiver. It is frustrating to an individual to be told of some shortcomings over which she or he has no control. 5. It is asked-for rather than imposed feedback that is most useful since the receiver can ask the kinds of question that are personally meaningful. 6. Timing — Feedback should be given as soon as possible after a specific behavior has occurred. This depends, however, on the individual’s readiness to hear it, the norms of the group, support available from others, etc. 7, Feedback should be checked to ensure that communication is clear. One way of doing this is to have the receiver repeat the information to make sure that it corresponds to what the sender meant to say. 8. When feedback is given in a group situation, both the giver and the receiver should have the opportunity to check the accuracy of the feedback with others in the group. Did others manifest the same behavior or get the same feelings and impressions? Temporary Groups The temporary task group is formed to solve a particular problem but after it has preformed its task, it is disbanded. The matrix organization, the task force and the collateral organization all include concepts of cross-functional or cross-disciplinary temporary groups identifying or working on poorly defined problems. The Matrix organization consists primarily of project teams created to solve a specific problem. The project team has representatives from the different groups that are involved with the problem. A task force or project team is highly relevant if organizations have unresolved problems that need to be worked through and if the human resources in the organization are to be continuously fully utilized. The Essentials of Human Behavior in Organization Third Edition §3 ‘Scanned with CamScannerChapter 2 Teams in Organizations task force brings together people of different backgrounds, knowledge, specializations ‘and ‘functions. In addition to problem-solving, a task force may also lead to job enrichment, learning experience for those involved and management development. A related approach, the collateral organization, is a “parallel” continuously coexisting organization which a manager can use to supplement his or her existing formal _ organization. The collateral organization focuses on knowledge problem, whereas the more formal organization focuses on authority-production problems, which are more repetitive and more structured. A collateral organization is characterized as follows: 1. All information channels are open, so that managers and others can communicate ‘directly, without using formal communication channels. 2. Exchange of relevant information is complete and rapid. 3,. Its norms encourage careful analysis and questioning of assumptions, methods, alternatives, and goals. 4, Individual managers can get problem-solving assistance from anyone in the organization. 5. It operates in parallel with the formal organization, and the formal organization remains intact. 6. The inputs to the formal organization consist of the outputs from the collateral organization. The final decisions are made within the formal organizations. Group Outputs — Productivity and Satisfaction From a systems point of view, the outputs of a group’can be classified into two areas; its productivity and the satisfaction of its members. A group’s productivity is measured by the quality and quantity of its decisions. Essentials of Human Behavior in Organization Third Edition 54 Scanned with CamScannerChapter 2 Teams in Organizations Decisions may be about something tangible such as the number of pieces of items manufactured or may be intangible and abstract concepts such as ideas generated in a research group. Group members’ satisfaction is reflected in the Cohesion of the group in the extent to which individual members both satisfy their own needs and believe that the group goals and productivity are satisfactory. High performance leads to extrinsic rewards which in turn lead to satisfaction. However, if work is intrinsically fulfilling, the process also works the other way around; that is, satisfaction leads to performance. Other important factors are (1) group cohesion and (2) the degree to which individuals’ needs are met. Both productivity and satisfaction depend on a number of complex interacting variables: leadership, climate, group membership, size, communication, characteristic of the members and type of the group among others. A group decision arrived at by consensus and full participation may result into a greater sense of commitment by its members than one arrived at by majority vote. Group Size Group size affects the degree of participation, consensus, quality of satisfaction, and the need for a leader. As the group size increases, the opportunity for participation decreases. Larger group shows more internal disorder and conflicts and are likely to take more radical positions than smaller ones. To obtain the maximum amount of member satisfaction, the group should'number no more than five (5) to six (6). Also, conflict seems to be reduced when members are seated in the table away from each other. On the other Essentials of Human Behavior in Organization Third Edition 55 ‘Scanned with CamScannerTeams in Organ; Chapter 2 Banicatign, hand, members seem to get into more conflict when Seay side by side. Kinds of Group There are two other kinds of groups ~ the nomina] Soup and the delphi group. In the nominal group, members are together, but do op directly interact. The format is more structured, A fier the problem has been presented, each member generates ideas independently, silently and in writing. Thereafter, each member presents, in turn, one idea at a time to the entire group. The ideas are summarized and written on the blackboard or on large pieces of paper, without discussion, The procedure allows members to consider the ideas of others, amplifying their own ideas after they have heard those of the other members of the group. All the ideas then presented are discussed for clarification and evaluation purposes. The meeting is concluded with independent, silent voting on the ideas. The decision of the group is the summed outcome of the individual votes. In the delphi technique, the group participants are not physically present. Instead, a questionnaire is distributed to obtain information on a particular topic. The individuals taking part complete the questionnaire by independently generating their own ideas on the subject and then return it. The responses are summarized and put into a feedback Teport which together with a more advanced, second-stage questionnaire, is sent back to the respondents. The members of this “group” then independently evaluate the feedback report, vote on Priority ideas contained in it, and generate new ideas based on the feedback and second-stage reports. After responses have been mailed to a central Essentials of Human Behavior in Organization Third Edition 56 ‘Scanned with CamScanner _—Chapter 2 Teams in Organizations location, a final summat mailed back to the patie report is developed and ip members, If one wants consensus, one may have to sacrifice the quality and quantity of ideas. On the other hand, if one wants quality of ideas, one may have to use a smaller group. The satisfaction of group members may be at the cost of reducing the number of individual ideas. General Guidelines for Improving Group Performance Although it is impossible to establish hard and fast rules for improving group performance, the following guidelines may be useful: 1. Training — Group performance should increase when the members understand the difference between content and process. An understanding of the process variables is of material help in achieving a proper balance among group task, maintenance, and self-serving activities. Training is most effective, in decreasing order, in live situations, in those using experiential materials and in lecture or similar methods. 8. Conflict — Groups may avoid conflict or let it become dysfunctional. The more effective group can use conflict in a constructive way without either buying it or allowing it to get out of hand. 9. Type of Group — Sometimes, the normal work group may be the most effective for problem-solving, especially for. relatively routine problems., Poorly structured problems or those that cut across organizational lines may be solved most effectively by task forces, collateral organization, or similar groups. Essentials of Human Behavior in Organization Third Edition 57 ‘Scanned with CamScanner arealChapter 2 Teams in Organization, ‘ — Interacting groups are th ind of Group c § on 10. wiley used and recognized in generating ideas However, when quantities of ideas are needed, the normal group may be relied upon. 11. Quality of Ideas - When the quality of ideas is Very important, it may be useful to have a group with members numbering between seven and twelve, so that more input information is available to the group. 12. Group Norms ~ The norms or standards of behavior of this group should be periodically examined to find out if they are clear to the members of the group; or the . norms should be changed to further determine whether they are currently functional or dysfunctional. 13. Group Cohesiveness — Cohesiveness should likewise be periodically examined to determine: a. If the group is sufficiently cohesive to get the job done; b. If cohesiveness is stressed so much so that productivity is reduced; . If there is constructive tension in the group; |. If the, members are too homogenous to be able to come up with a variety of ideas, a9 14. Consensus — If consensus is desired more than the quality or quantity of ideas, the group should consist of about three to five members, 15. Member Satisfaction - Member satisfaction appears to be directly related to consensus and smaller sized group. . Essentials of Human Behavior in Organization Third Edition 58 Scanned with CamScanner yChapter 2 Teams in Organizations 16, Leader — Ag yy, seater pee Br0Up size ing » there arise a its functioning, oe who can assist the group with A » Uillerey leadership position at varie nt® MAY take on the i On at various times, G 7 , : les. Groups ger 7 a = or ree asers as well as task iealow Thy Should prefe i ' ae id Preferably sit at the head of the | group and feeding back the results to the entire group and/or to the ani 18, Counterproductive Norms - successful in enforcing count result of the manager’s action to increase the cohesiveness against productivity may be in the following ways: (a) violate social contracts; (b) violate members’ expectations; (c) provide inaccurate task information; (d) deny job-related or needed Tesources; (e) reinforce non-productive behavior; (f) emphasize negative reinforcement; and, (g) break promises. Group members who are lerproductive norms as a against productivity tend S of the group. Norms manifested by the manager Advantages of a Group 1, Belonging to a group develops loyalty; members will support the goals and objectives of the group. 2. Good relationship shall instill cooperation, courtesy, respect and congeniality with each other, for smoother workflow without dissent or conflict. 3. Members are encouraged to support each other, against criticism from various groups, and work together to find resolution. Essentials of Human Behavior in Organization Third Edition 59 ‘Scanned with CamScannerON Chapter 2 Teams in Organization, 4, Sharing of problems when encountered as q 7 instead of having a sense of individual burden as heavier load of responsibilities. a 5, Group sharing provides opportunity for incrementa) knowledge and learning, what with the interaction of ideas, mentoring and coaching. 6. There is validation of worthiness and contribution to a group, which enhances self-esteem, pride ang recognition. 7. Retention of learning is greater due to active participation of all members. Disadvantages of a Group 1. There is no individual recognition for expertise. 2. It is viewed as a waste of time, because you have to listen to all members of the group. 3. There. is no individual accountability since the results are credited to group effort; some members work harder while others may not. 4. There are lesser rewards for groups, because it is more costly than a few individual rewards. Ways to build trust by supporting the Team 1. Give your time: Be sure that you attend their meetings, walk around the departments, ask from time to time how he personnel are doing, ask if they need assistance, leave your door open to encourage them to come in for discussion. Join the personnel at the lunch room to develop camaraderie, and establish approachability. 2. Reward, celebration, awards: Every time the team reaches a goal, meets target sales or attains a zero rate defect, celebrate it with the.team, Put up a plaque on the department wall, etc. This encourages everyone to do their best. Essentials of Human Behavior in Organization Third Edition 60 — Scanned with CamScannerFr CE ST Chapter 2 Teams in Organizations 3. Access to new technolo budget for new technolo, the urge to be on top of i exposed to better ways thi ; ve can practice new skills, . Always provide infor; ti wigs cet an es, Incorporate a culture of ro tha te personel reo of excellence so that the personnel ‘ part of the success of the firm, : ae in a timely manner: Find answers to team Be messes etn ee and transparent atall an = 6. eee for extra effort: When the members of the ‘eam works long hours, or report in on weekends, seek compensation for their time away from their families. new equipment; Provide a So that the personnel have hange. If the members are ‘at can improve efficiency, Changing Behavior in Organization If the management can come to respect the dignity of subordinates in a genuine, open, and trusting manner and if managers work in a system, where they are given the same dignity by their superiors, management and employees will get along harmoniously. Employees can be made to achieve their dignity (1) in the work itself, (2) as subordinates, @) in participating in the decision-making process, and (4) in working together. Management becomes essentially that of helping subordinates who can and will do the things they can best. Management must rely on the internal drive of employees in their motivation to find themselves in work, Actions of management should, however, be on the way individuals behave, feel, want, and change, and not on how management wants them to have or how management thinks they should behave. In the stress of working relations, managers should have the skills on how to evaluate and deal safety with feeling, so Essentials of Human Behavior in Organization Third Edition 61 i ‘Scanned with CamScanner