I/OPSY MIDTERMS REVIEWER

LESSON 1: Designing and Evaluating Training c. determine the training

Program activities that will help the
workers learn to perform the
Learning Objectives: tasks
1. What are training programs? d. determine the learning
characteristics of the workers
● An activity or series of activities that
that will make training more
include taking one or more courses in order
effective.
to improve performance, productivity,
skills, and knowledge. ● Keep adult learning principles in mind
● A flexible-time, low-cost undertaking. ❖ self-directed
● A structured technique for developing ❖ come to training with a lifetime of
certain abilities to the appropriate level knowledge, experience, and
through the use of knowledge, instruction, opinions
supervision, and practice.
❖ goal-oriented
2. Why do we do training programs? / How
important is training? (Input) ❖ want training that is relevant and
task-oriented
● Training programs are essential in
enhancing productivity and quality of work. ❖ learn when they see “what’s in it for
Moreover, this is a widely-accepted method the”
of improving employee morale to build
loyalty to the organization. ❖ want to be and feel respected

3. Steps in designing training programs / ● Develop learning objectives

How does training work? (Process)
● Perform a training needs assessment
❖ Analyze the performance problem to
get a better idea of the cause and see
if training is really the best solution
❖ make a list of things that workers
must be able to do after the training
is completed
❖ learning objectives can address
knowledge, skills, or attitudes

❖ Basic training needs assessment is ● Design training materials

a 4-step process
❖ plan before you do
a. identify a clear business goal
❖ always focus primarily on the
the the training supports
learning needs of your employees,
b. determine the tasks the not what’s easy for your trainers
workers need to perform so
the company can reach the
goal
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❖ try to use blended learning approach
that includes several different
formats (computer-based, instructor-
led)
● Develop training materials
❖ always keep in mind the two
primary concerns:
a. the things that will help your
employees learn most
effectively
b. the learning objectives
● Implement the training
❖ inform the employees that will
attend the training. give them plenty
of time in advance so that they can
work it into their schedules and
complete any necessary pre-training
preparations
● Evaluate the training
❖ your goal should consider the
effectivity of the training and
finding a change of behavior in your
employees
❖ Kirkpatrick's 4 levels of evaluation:
● Rinse, lather, and repeat any step when
necessary
❖ apply the training program again if
ever there are revisions in the
program or new employees
4. Factors to consider in training programs
● First, learning the objectives and the needed
assessments to have a basis on what to
measure at the end of the training and what
the goals expected to be achieved.
● Second, different learning styles should be
implemented for a more fruitful
development of the program.
● Third, knowing how to budget and how
much will they spend on the training.
● Then, they must also know how to deliver
the message is essential because it can make
or break how the message will come across.
● Of course, we must be knowledgeable about
the audience, where it is relevant and
understandable to the people that are
attending the program.
● Furthermore, you must also focus on the
content itself. This is where the trainees
learn and develop the skills targeted during
the training.
● Then, there should be timeliness, where the
trainer has a timeline of how long the
training will take and what are the certain
deadlines to be completed.
● Next is they also need to know how to
communicate, such as informing the
employees if the training is available to
them.
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● Lastly, measuring effectiveness of training
should be done after the training.
5. How we evaluate training programs
● One way we evaluate training programs is
the Kirkpatrick model, having four levels of
learning evaluation that can be used to
demonstrate the worth of training to the
business before, during, and after training.
6. Why do we evaluate training programs? /
What does training contribute? (Output)
● We evaluate training programs to know its
effectiveness, and to apply it to other
employees who have the same concerns at
work.
LESSON 2: Employee Motivation, Satisfaction
and Commitment
I. MOTIVATION
● According to Psychology Today, motivation
is the desire to act in service of a goal.
Motivation is one of the driving forces
behind human behavior.
Employee Motivation
● Industrial psychologists generally define
work motivation as the internal force that
drives a worker to action as well as the
external factors that encourage that action.
● According to research, our personality plays
a great role in our predisposition for
motivation.
For example:
Conscientiousness best predicts
● Work performance
● Organizational citizenship behavior
(OCB)
● Academic Performance
Stability
● Associated with salary and setting
high goals
● The higher the goal/more difficult
the goal, the more it is associated
with the presence of a stability trait.
Extraversion
● Highly correlates with the number of
promotions received
● Associated with the increase
motivation/performance
Self-Esteem
● It is our sense of personal worth or value.
Self-esteem is your subjective sense of
overall personal worth or value. Similar to
self-respect, it describes your level of
confidence in your abilities and attributes.
● There are three types of self-esteem:
1. Chronic self-esteem (Overall)
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2. Situational self-esteem
3. Socially Influenced Self-esteem
Korman’s Consistency Theory
There is a potential moderation effect of self-
esteem on the relationship between employee
performance and satisfaction. A Highly self-
esteem person would show a significant positive
correlation between job satisfaction and
performance.
Experience with success
The more you succeed at something, the more
confident you become trying to repeat/replicate
your accomplishment.
Self-fulfilling prophecy principle - individuals
perform as well as they expect themselves to do.
Galatea effect: is the impact of an individual's
belief in their ability to achieve a goal and succeed.
Pygmalion Effect- refers to the expectations to a
person which either lead to improved performance
or worsened performance. High expectations lead
to improved performance and low expectations lead
to worse performance.
Golem effect: negative beliefs of others derail
performance (lower expectations upon people by
either themselves or their supervisors result in
poorer performance)
Self-Determination
● The ability to make decisions and govern
one's own life is referred to as self-
determination. According to self-
determination theory, persons can become
self-determined when their demands for
competence, connection, and autonomy are
met.
Self-Determination Theory (Deci and Ryan)
● Self-determination theory attempts to
explain how being self-determined affects
motivation—that individuals are more
driven to act when they believe their actions
will have an impact on the result.
● According to incentive theories of
motivation There are two types of
motivation: extrinsic and intrinsic. As for
intrinsic motivation, it is defined as those
things that motivate a person with the aim
of being rewarded internally. In extrinsic,
these are the external factors or drives that
are classified in two categories:
compensation and punishment.
a. Compensation: salary, bonuses, goods,
money, and an appraisal
b. Punishment: fines, blame, judgment, and
many others. (motivates employees to avoid
punishment) At the same time, he comes to
work on time because he knows if he comes
late, he will lose money or even be fired.
(motivates employee to avoid punishment)
Employee Motivation Theories
● There are many motivation theories in
management, all focused on offering insight
into what motivates or drives a person in the
workplace.
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1. Herzberg's Motivation Theory
● It suggests that individuals have two
categories of needs when it comes to
working – Hygiene and Motivators.
Hygiene refers to a person's work
environment, including working conditions,
wages, and workplace relations while
Motivators are the factors that motivate
people to work harder – job recognition,
promotion, and achievement.
2. Hawthorne Effect
● The Hawthorne Effect was first described
by Henry A. Landsberger in 1950 who
noticed a tendency for some people to work
harder and perform better when they were
being observed by researchers.
3. Expectancy Theory
● Proposes that people will choose how to
behave depending on the outcomes they
expect as a result of their behavior. In other
words, we decide what to do based on what
we expect the outcome to be.
● Expectancy Theory is based on three
elements:
a. Expectancy – the belief that your
effort will result in your desired
goal. This is based on your past
experience, your self confidence and
how difficult you think the goal is to
achieve.
b. Instrumentality – the belief that
you will receive a reward if you
meet performance expectations.
c. Valence – the value you place on
the reward.
4. Maslow's Hierarchy of Needs
● One of the often-cited theories of work
motivation. As each need is satisfied, they
move on to the next.
● Five needs in Maslow's theory of work
motivation
1) Physical: the lowest need is for the
fundamental basics – food, clothing,
and shelter. These needs closely
correlate to a person's salary.
2) Security: the need to feel safe. In
the workplace, this could translate to
a feeling of job security and even
simply needing to be in a safe work
environment.
3) Social: the need to belong to a
group. Humans are social animals,
they will seek to form groups and
want to feel like valued members of
those groups.
4) Ego: to achieve recognition or
status. Individuals will look to feed
their ego or boost their self-esteem
by being successful in their job.
5) Self-actualization: once an
individual has ticked all the other
needs off, they will move into a
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stage where they become more
creative or growth-oriented.
5. McClelland's Three Needs Theory
● Need for Power: this person is motivated
by having a position of power or control.
They are typically strong leaders and are
self-disciplined.
● Need for Achievement: this person is
motivated by success or achieving
objectives. They thrive on challenging
situations and typically set themselves hard
to reach goals and work to excel at them.
● Need for Affiliation: this person is at home
in a group or collaborative environment.
They work well with others and seek out
social interactions.
6. Three-Dimensional Theory of Attribution
● Bernard Weiner’s Three-Dimensional
theory of attribution assumes that people try
to determine why we do what we do.
❖ Stability – how stable is the
attribution?
❖ Locus of control – was the
event caused by an internal
or an external factor?
❖ Controllability – how
controllable was the
situation?
II. SATISFACTION
What is Employee Satisfaction?
● Employee Satisfaction is an essential aspect
in any business and organization wherein it
is the level of happiness or contentment an
employee feels for his/her job.
9 Practices to Keep Employee Satisfaction High
1). Positive Work Environment
● The work environment plays a vital role in
keeping the employees motivated as it
significantly influences his/her work life.
● We can create a positive work environment
through:
a. Open Communication
b. Building Trust
c. Building healthy work relationships
d. Listening and Promoting equal
2). Feedback
● The positive effects of feedback are
immense in the workplace. It can build
trust, and employee satisfaction, keep the
employees motivated and reduce turnover.
● The best ways to give healthy feedback are:
a. The positive intent
b. It should be constructive
c. It should be genuine
d. Don't wait, give your feedback
immediately
3). Rewards and Recognition
● We apply our unique skill sets—whether
consciously or subconsciously—at work
because every one of us has them. Any
individual can benefit from being
recognized for using these skills, which
makes it rewarding and fulfilling.
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4). Work-life Balance and Employee Satisfaction
● Employees can balance their personal and
professional lives with the help of work-life
balance.
● Some actionable steps are:
a. Initiating work-life balance
programs
b. To have one-to-one interactions
c. To provide flexible work hours
d. Giving them enough time for
relaxation and leisure
5). Involve and Engage your Employees
● The easiest way to motivate employees is to
make them completely involved in the
work. It shows that workers who collaborate
and work together with involvement are
happier and more satisfied.
6). Develop Employee Skills
● This practice is also an attribute of
employee satisfaction. This shows that you
care about the career development of your
employees along with the growth of your
organization.
● Giving your employees room for
developing their skills boosts their job
satisfaction and increases work efficiency.
● It is always a good practice to evaluate if
the employees want to learn something new
or need any particular training.
7). Evaluate and Measure Employee Satisfaction
● Big or small organizations should come up
with annual employee engagement surveys.
This can be obtained by simply putting a
suggestion box to make employees write
about their suggestions and opinions
anonymously for the improvement and
betterment of the management.
8). Employee Well-being
● To maintain a positive workplace,
employers must offer them corporate
wellness programs or sessions and keep an
eye on their behavior. Indeed, workers in
good physical and mental health are more
productive and have more ownership over
their work.
9). Clearly defined Goals and Objectives
● Even if you have the best employees on
your side, if you don't have goals and
objectives in hand, their passion will
gradually decrease.
III. JOB (ORGANIZATIONAL)
COMMITMENT
Commitment
● A commitment is a willingness to
participate and a dedication to a certain
group, cause, or ideology.
● Individuals who are devoted to a cause or
activity do so because they genuinely think
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it is essential, and they do so by showing
up, carrying it out, and staying with it.
● The more people who are committed to an
organization, the greater the momentum that
can generate to get the job done.
What is Job and Employee Commitment?
● Organizational and employee commitment
is the relationship, emotional attachment to,
and involvement that staff members have
with their employer (the organization). This
term refers to a person's psychological ties
to an organization and is based on
industrial-organizational psychology (I/O
psychology).
Three Factors:
Organizational commitment is characterized by
three factors
1. A strong belief in and acceptance of the
organization’s goals and values
2. A willingness to exert considerable effort
on the behalf of the organization
3. A strong desire to maintain membership in
the organization.
These antecedents were divided into three
groups:
1. Personal characteristics
2. Job characteristics
3. Work experience
Forms of Job (Organizational) Commitment
● The Nature of Commitment defines the
relationship between an employee and some
other entity (i.e.: an organization) and it can
vary.
● Involves efforts to distinguish among
entities to which an employee becomes
committed
Level of Organizational Commitment
● The level of organizational commitment can
be utilized to predict performance,
leadership distribution, and employee
engagement and satisfaction. (connected to
types of job commitment)
Types of Job (Organizational) Commitment
● The Three Component Model (TCM),
which Meyer and Allen initially presented
in 1991, is the first commitment model to
have three parts, each of which is associated
with a distinct psychological state.
The Three Stages are
1. Affection for your organization (affective
commitment)
2. Fear of loss (continuance commitment)
3. Sense of obligation to stay (normative
commitment).
Affective Commitment
● In this state, an employee demonstrates a
high level of active commitment to the
organization. They’re happy and engaged,
participate in meetings and discussions, and
offer valuable input and suggestions. They
do all of this because they want to and strive
to be an integral part of the organization.
Continuance Commitment
● Continuance commitment is when an
employee weighs up the pros or cons of
staying versus leaving the organization.
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There’s a fear of loss at play, and their
initial affection has transformed into need.
Normative Commitment
● At this stage, the employee feels a sense of
obligation to stay with the organization.
● Regardless of whether they’re unhappy or
desire to pursue new opportunities, they
believe they have a duty to stay because it’s
the “right” thing to do. There could be
several different reasons for this.
A Five-Component Commitment Model
- In accordance with the three-component
model, a five-component model of
commitment has been proposed. The two
additional stages are habitual commitment
and forced commitment.
Habitual commitment
● This refers to the routines and processes
employees become used to, which causes
them to develop a latent commitment to the
organization, i.e., “I’m here, but I don’t
have a meaningful reason to be here.“
Forced commitment
● It is where an employee believes they have
no option but to remain in their
organization, perhaps because they are
dependent on the income or think they have
no chance of finding an alternative
opportunity elsewhere. I.e., “I don’t want to
be here, but I have to be here.”
Why is organizational commitment important?
● Organizational commitment helps
organizations function better and achieve
their goals because their employees are
more productive and dedicated to their work
when they feel connected to the
organization.
Key benefits and advantages of organizational
commitment
1.) High employee productivity
2.) Reduced absenteeism
3.) Excellent team players
4.) Strong advocates
5.) Decreased turnover
What influences organizational commitment?
● Several factors can influence organizational
commitment within an employee.
Job Satisfaction
● Job satisfaction refers to how much an
employee enjoys their work.
Managerial Support
● Employees that are well supported are more
likely to feel happy at work, and therefore
more motivated and productive.
Role stress and role ambiguity
● When an employee receives conflicting
requests from managers (role conflict comes
into play) or experiences a lack of
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information to complete a task (role
ambiguity), this is likely to cause role stress.
Stress can lead to a decrease in
performance, productivity, and satisfaction,
and an increase in the probability of the
employee leaving the organization.
Empowerment
● Empowerment in the workplace refers to
motivating and energizing employees
towards achieving goals, enhancing self-
efficacy by reducing powerlessness, and
increasing motivation and commitment.
There are two main concepts of empowerment:
a. Structural empowerment is the ability to
get things done and to mobilize resources.
b. Psychological empowerment:
psychological perceptions/attitudes of
employees about their work and their
organizational roles.
Job insecurity and employability
● Job insecurity negatively correlates with job
satisfaction and affective organizational
commitment. When an employee believes
their job is secure for the long term, they are
more likely to become invested in their role
and the organization.
● So, what can HR do to increase satisfaction
and commitment among employees?
1. Foster transparency and clear
communication
2. Employ job design strategies to improve
job satisfaction
● Job design strategies include:
10
❖ Job rotation: creating more variety
and allowing employees to
experience other roles within the
organization. Ex: A nurse may rotate
between maternity and geriatric
ward positions, giving the nurse
exposure to a variety of challenges
and experience caring for a diverse
group of patients.
❖ Job simplification: simplifying
complex tasks and streamlining
processes. Ex: Using an automated
can opener instead of the manual
version
❖ Job enlargement: widening the
scope of responsibilities and
opportunities for development and
progression.
❖ Job enrichment: investing in
training and team bonding. Ex:
Increasing autonomy.
Experimenting with different
approaches to the same tasks.
allowing employees to work in a
way that suits them
❖ Job crafting: individuals
proactively making small changes to
their job. When you and your
employees use some of these
strategies, the work is likely to feel
more exciting and meaningful, and
the employee will feel more
responsible and better equipped to
do their job.
3. Demonstrate your commitment to
employee well-being
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4. Promote an inclusive environment at
work
5. Measure organizational commitment
6. Focus on employee development
Job Characteristics: Hackman and Oldham Job
Characteristics Model
● It Identifies factors that influence the
motivating potential of a job.To improve
jobs, the job characteristics model employs
job design. Jobs are divided into specific
tasks, and employees are given control to
complete those tasks. Employees have more
control over their work environment, which
tends to increase work satisfaction.
● Hackman and Oldham developed the Job
Characteristics Model. This was based on
the notion that the key to retaining
motivation is found in the job itself. They
discovered that monotonous tasks reduced
motivation and productivity while varied
tasks increased them.
LESSON 3: Leadership: Theories, Qualities and
Roles
Leadership
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● leadership is about taking risks and
challenging the status quo.
● is the process through which a leader affects
another individual or group and directs their
behavior toward a specific objective or
result. Leadership might be defined as
persuading a subordinate to tidy up their
workspace or persuading hundreds of
people to participate in disaster relief
efforts.
● According to General Leadership Statistics,
77% of businesses report how leadership in
corporations and team management is
lacking.
Theories of Leadership:
1. FIEDLER’S CONTINGENCY MODEL
OF LEADERSHIP EXPLAINED:
● The failure of personality and behavioral
theories to generate a useful framework for
leadership dynamics led Fred Fiedler to
create the Contingency Model of
Leadership in 1967.
● The model states that:
❖ a leader's performance depends on
the circumstances and there is no
one best leadership style"
● According to Fieldler, leadership is based
on two factors:
❖ Leadership Style
❖ Situational Awareness
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LEADERSHIP STYLE
● According to the model, leadership is fixed,
which is assessed using the Fiedler-created
Least-Preferred Co-Worker (LPC) Scale.
SITUATIONAL FAVORABLENESS
● is the ability of the leader to manage the
group situation
IMPACT STANDS FOR:
FACTORS THAT DETERMINE THE
FAVOURABLENESS OF A SITUATION ARE:
1. Leader-Member Relations
● The level of respect, trust, and confidence
between the leader and the subordinates
2. Task Structure
● The task structure component measures how
organized and clear group tasks are.
3. Leader Position Power
● The extent to which the leader may reward
or penalize the group's members.
● The stronger the power, the higher the
degree to which the leader can control the
situation.
CONCLUSION
12
● Good leadership depends on the leader's
ability to adapt their method of handling the
situation.
2. MPACT THEORY
● believes that each leader has one of six
behavioral styles, wherein each style is
effective in only a particular situation, or in
what the researchers call an organizational
climate.
● INFORMATIONAL STYLE IN A
CLIMATE OF IGNORANCE
❖ The leader who has an informational
style provides information in a
climate of ignorance, where
important information is missing
from the group.
● MAGNETIC STYLE IN A CLIMATE OF
DESPAIR
❖ A leader with a magnetic style leads
through energy and optimism and
is effective only in a climate of
despair, which is characterized by
high morale.
● AFFILIATION STYLE IN A CLIMATE
OF ANXIETY
❖ A person with an affiliation style
leads by liking and caring about
others. A leader using affiliation
will be most effective in a climate of
anxiety or when worry predominates
situations.
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13

● The leader provides constant supervision

● COERCIVE STYLE IN A CLIMATE OF
CRISIS
❖ A person using the coercive style
leads by controlling reward and
punishment and is most effective in
a climate of crisis.
● TACTICAL STYLE IN A CLIMATE OF
DISORGANIZATION
❖ A leader with a tactical style leads
through the use of strategy and is
most effective in a climate of
disorganization.
and feedback to their team.
3. The Leader Advises
● Leaders must facilitate and encourage
teammates.
4. The Leader Delegates
● Leaders must understand and know how to
delegate tasks to their teams.
● As a result, the leader is able to delegate
responsibilities to colleagues while also
respecting their approach to completing
tasks and making decisions

4. The Leader-Member Exchange Theory (LMX

4. SITUATIONAL LEADERSHIP
Theory)
THEORY
● suggests that all relationships between
● The situational leadership theory refers to
‌managers and their members consist of
leaders who use different leadership styles
these three stages:
depending on the situation and the
development level of their team members.
a. Role-Taking
● Developed by Paul Hersey and Ken
❖ Managers use this time to assess
Blanchard
‌new members’ skills and abilities.
● TWO FUNDAMENTAL LEVELS OF
LEADERSHIP BEHAVIOR
b. Role-Making
a. Management: The managerial
❖ New team members are assigned to
behavior of the leader is focused on
projects and tasks as part of the team
the definition of tasks.
b. Support: The supportive behavior is
IN-GROUP
focused on team development.
● Loyal, Trustworthy, Skillful,
Most Trusted
Four leadership levels:

OUT-GROUP
1. The Leader Tells
● Unmotivated or Incompetent
● The primary function of a leader is to lead
● Least Trusted
and make decisions.
● Less likely to be given
2. The Leader Sells
opportunities
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c. Routinization
❖ Classification of In-Group or Out-
Group affects how their managers
relate to employees in the future
QUALITIES OF AN EFFECTIVE LEADER
a) Decision Maker
● As an effective leader, it is a constant
process in their everyday life to make tough
decisions
● Skillful leaders must master the skill of
making stressful choices
b) Good Communicator
❖ set clear expectations
❖ share their opinions towards
members and the team
❖ listens to members' opinions, ideas,
and insights
14
❖ Gives honest feedback and
constructive criticisms
c) Sets the Example
❖ Exhibiting confidence
❖ If a leader lacks confidence,
employees might lose trust.
❖ Communicating to everyone
❖ By listening to employees and other
people, a leader can also learn and
gain knowledge.
❖ Admitting mistakes
❖ Even an effective leader can make
mistakes from time to time.
d) Great Motivator (Steps)
❖ Spending time to be acquainted with
every employee.
❖ Knowing the strength and
weaknesses of each employee
❖ The leader strategizes plans and
implementation of work, to delegate
duties effectively.
❖ Promoting active engagement
❖ Applying a growth mindset
e) Prioritizes Success
❖ Lastly, leaders need to celebrate the
success of others and the whole
company. Effective leaders must let
members know that they are doing a
good job. A leader who provides
consistent positive reinforcement
and feedback is beneficial for the
whole company.
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15

10 characteristics possessed by well-known 2. Organizing

effective leaders:
● Organizing a group of people towards tasks
● Integrity they can effectively perform, and bringing
the best out of them.
● Delegation ● Enhances team/individual productivity.

3. Takes initiatives
● Communication
● With proactive approaches, leaders that take
● Self-Awareness initiative embody flexibility, confidence,
and courage in facing challenges within the
workplace.
● Gratitude
4. Cooperation among employees
● Learning Agility ● Leaders must be able to align the interests
of individuals with those that are in the
● Influence organization, which ensures that the
company and their employees are
voluntarily cooperating in achieving the
● Empathy
goals of the organization.

● Courage 5. Motivation and direction

● Leaders must motivate team members to

● Respect work toward their goals and guide them
when they encounter difficulties while
Roles and Functions of a Leader: guiding individuals and the team in the right
direction.
Here are seven functions a leader needs to perform:
6. Liaison between workers and
1. Setting goals management

● The essential function of a leader is to set ● Leaders explain the policies and rules
goals and make strategies for team members created by the administration to their team
to encourage them to work confidently and members and help them understand how
enthusiastically. these policies would benefit them.
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● Liaison - communication for establishing
and maintaining mutual understanding and
cooperation.
7. Policy making
● It is vital for smooth functioning within the
workplace.
● Includes rules to follow for effective
delivery of work operations.
● Devises mechanisms followed by all
towards reaching the organization's goals.
10 IMPORTANT ROLES OF LEADERSHIP:
● be a Bulldozer to help remove
obstacles/barriers so that the organization
can get its work done
● be a Champion to advocate for the group,
function, business, company to the rest of
the organization and externally
● be a Coach to give other members of the
organization a second pair of eyes and a
different perspective
● be a Connector to help connect people and
ideas to each other internally and externally
● be a Manager to help manage
supply/demand balance of work and
projects of the organization
● be a Visionary to define a compelling
vision of the future and develop plans to
move to that future state
● be a Developer and mentor, to work
jointly with members of the organization on
their employee development
● be a Motivator, to infuse a positive can-do
spirit into the organization
● be a Communicator, to keep organization
properly informed in a translucent manner
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● be an Owner, to make good triple bottom
line decisions (Financial, Social,
Environmental)
LESSON 4: Group Behavior, Teams, and
Conflict
I. Group Behavior
● Is the action performed by a group, or
individuals that belong inside the group. In
conclusion, it applies particularly to those
actions that are influenced (either directly or
indirectly) by the group and are atypical of
actions performed by the same individuals
when alone.
Group Dynamic
● is the processes involved when people in a
group interact with each other, or the study
of these. It is also a factor that determines
group success, a great dynamic within the
group means that the odds of accomplishing
the goal is greater, and when the group has
a poor dynamic it is best believed that the
group will perform less efficiently or may
not even accomplish the task
Group Cohesiveness
● Group cohesiveness/Team Cohesiveness
also known as social cohesion is a degree of
unity of any group. Team cohesiveness is a
degree to which group members are
attracted or motivated by each other.
❖ Everyone respects each other.
❖ They are fully committed to the
decision made by the group.
❖ There is good accountability
amongst members.
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Coaction
● Working together, especially to create an
effect or achieve something.
Factors that affect Group Behavior:
● Leadership
● Roles
● Norms
● Group status
● Group size
● Composition of the group
● Group cohesiveness
NOTE: Groups can be defined with many
classifications. Understanding these classifications
will help analyze group formation, their dynamics,
and working environment, and then take advantage
of the interest of the organization.
Social Impact Theory
● Latané's theory suggests that we are greatly
influenced by the actions of others. We can
be persuaded, inhibited, threatened, and
supported by others.
II. TEAMS
Why are teamwork skills important?
● Increased trust in your colleagues to deliver
on their promises.
● Higher productivity as you collaborate and
leverage each team member's capabilities.
● Increased positivity in the workplace.
● More discussions with open feedback and
active listening.
Key Characteristics of Teams:
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● Accountable for achieving specific common
goals.
● Function interdependently.
● Stable
● Have authority
● Operate in a social context
The 9 Belbin team roles
● The nine Belbin team roles are descriptions
of job duties that fall into three broad
categories: thought-oriented roles, action-
oriented roles and people-oriented roles.
Understanding each role, a team member
can play may help you to work more
efficiently as a team:
The benefits of establishing roles and
responsibilities:
● Increase Productivity- Clear roles and
responsibilities increase team productivity.
● Improve hiring process- Clarify Job
Descriptions makes it easier for recruiters to
meet team needs
● Boost team morale- Giving everyone a
specific task to accomplish can boost team
morale.
● More efficient resources- Aligning Team
to correct job roles reduces waste of time
and money.
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Different Types of Teams:
1: Functional Teams
● Functional teams are permanent and include
members of the same department with
different responsibilities. A manager is
responsible for everything and everyone
reports to them.
2: Cross-Functional Teams
● Cross-functional teams are made up of
individuals from various departments.
These teams tackle specific tasks that
require different inputs and expertise. This
can happen when various teams need to
work on a project together to get the best
outcome.
3: Self-Managed Teams
● They operate without managers and are
relatively autonomous, sharing
responsibility and leadership. High-
performing teams can often fall into this
category.
4: Virtual Teams
● With more employees looking for work
from home opportunities, virtual teams will
become much more common in the future
of work.
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How Teams Develop:
● The best and most used model for team
development is the “Tuckman Model”.
This Model has 5 stages which are forming,
storming, norming, performing, and
adjourning. In each stage, communication
is essential to successfully move to the next.
1. Forming
Orientation stage, the part where members
introduce themselves and hopes to establish
preliminary boundaries and expectations
2. Storming
The stage where members start to learn and
contribute ideas that can be relevant to the group.
Which they use to resolve potential conflicts.
3. Norming
This is the stage where members are already aware
of their roles and responsibilities as part of the
group. In this stage, some members may choose to
work alone which is okay as long as someone
makes sure that everything is moving towards the
goal of the whole group.
4. Performing
This happens when teams have worked together
well on several projects, have established a
synergy, and have developed systems that make
projects go smoothly and efficiently. Less time is
needed to form, storm and learn to norm;
performing teams can move quickly and
interdependently to tackling the task at hand.
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5. Adjourning ● Poor Communication Resulted in a Mistake.

● Different Personalities or Work Styles are
Adjourning is the part where the members of the Clashing.
group will go their separate ways and use their ● Individuals or Groups have different
experience and learnings to create new groups or opinions.
opportunities. ● Disagreements
● There is tension between departments.
Why Teams do not always work: ● Team Rivalry
● “Lencioni Model” puts an emphasis on
why groups don't always work. This model Sources of Conflict
also has 5 parts.
● Poor Communication - lack of
1. Lack of Trust communication and misunderstandings
2. Fear of Conflict between employees or between an
3. Lack of commitment employee and a manager drive conflict.
4. Avoidance of Accountability
5. Inattention to the Results ● Different Values - a workplace is made up
of individuals who see the world differently.
III. CONFLICT Conflict occurs when there is a lack of
acceptance and understanding of the
● Is a sharp disagreement or opposition of differences.
interests or ideas. It can also be a complaint.
These are problems that require our ● Differing Interests - conflict occurs when
attention as leaders. individual workers fight for their personal
● Conflict is a normal and natural part of any goals, ignoring organizational goals and
workplace. organizational well-being.

● Scarce Resources - a resource scarce work

environment, where employees feel that
they have to compete for available
Examples of Conflicts in the Workplace resources in order to do their job, causes
conflict.
● Discrimination
● Sexual Harassment ● Personality Clashes - all work
● Bullying environments are made up of differing
● Aggressive or weak management style personalities. Unless colleagues understand
● Some employees feel others are treated and accept each other’s approach to work
more favorably than others. and problem solving, conflict will occur.
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● Poor Performance - when one or more

individuals within a work unit are not
performing or not working up to potential,
conflict is inevitable.

Addressing Conflict

● Avoidance - hiding our head in the sand,

hoping conflict goes away.

● Collaboration - working together to find a

mutually beneficial solution.

● Compromise - finding the middle ground.

● Competing - may the best person win.

● Accommodation - surrendering our own

needs and wishes to please the other person.

Conflict Resolution or Conflict Management - It

is the process of resolving disagreements and
coming up with solutions that are mutually
agreeable to multiple parties. Arriving at a positive
resolution of conflict is always the ultimate goal.