Organisational Behaviour

1. Organisational Behaviour Work Teams and Groups Presented by Eric Agyemang

2. Work Teams and Groups • Define group and work team. • Explain the benefits organizations and individuals derive from working in teams. • Identify the factors that influence group behavior. • Describe how groups form and develop. • Explain how task and maintenance functions influence group performance. • Discuss the factors that influence group effectiveness. • Describe how empowerment relates to self-managed teams. • Explain the importance of upper echelons and top management teams.

3. Group & Work Team Define group and work team.

4. Groups and Teams GROUP – two or more people with common interests, objectives, and continuing interaction WORK TEAM – a group of people with complementary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable

5. Working in Teams Explain the benefits organizations and individuals derive from working in teams.

6. Why teams? • Good for work that is complicated, complex, interrelated and/or more voluminous than one person can handle • Overcomes individual limitations.

7. Teamwork joint action by a team of people in which individual interests are subordinated to team unity

8. New vs. Old Team Environments

9. Benefits of Teams • For Organizations: • Encourages collaboration • For Individuals • Psychological intimacy • Integrated involvement

10. Group Behaviour Identify the factors that influence group behavior.

11. Group Behavior Norms of Behavior – the standards that a work group uses to evaluate the behavior of its members Group Cohesion – the “interpersonal glue” that makes members of a group stick together

12. Group Behavior Social Loafing – the failure of a group member to contribute personal time, effort, thoughts, or other resources to the group Loss of Individuality – a social process in which group members lose self-awareness and its accompanying sense of accountability, inhibition, and responsibility for individual behavior

13. How Groups form and Develop Describe how groups form and develop.

14. Group Development Life Span Approach Groups have a beginning, a growing stage and an ending.

15. Group Development The Exploration of Events Groups experience multiple events (some of which happen simultaneously) that impact their developmental process

16. Group Development The Exploration of Events Groups experience multiple events (some of which happen simultaneously) that impact their developmental process

17. 3 Issues Addressed by Groups • Interpersonal issues(Matters of trust, personal comfort, and security) • Task issues(Mission or purpose, methods, expected outcomes) • Authority issues(Leadership, managing power and influence, communication flow)

18. Group Formation Formal Groups –official or assigned groups gathered to perform various tasks Informal Groups –groups that evolve in the work setting to meet need not met by formal groups. In both, ethnic, gender, cultural and interpersonal diversity is critical

19. Tuckman’s Five Phase Model

20. Gersick’s Punctuated Equilibrium Model Based on the belief that not all groups develop in a sequential manner. Definition Groups progress through a period of inertia, which is punctuated by a period of concentrated change and time is the defining characteristic around which group development occurs.

21. Gersick’s Punctuated Equilibrium Model Phase one During this meeting, members set the precedent for how the group will approach task accomplishment and little work is accomplished Transition (midpoint) The group members realize they have used or wasted half of their time and now must determine how to accomplish the task

22. Gersick’s Punctuated Equilibrium Model Phase two Much more work is accomplished than in Phase one, although group members do not possess the urgency to finish their task. Completion During the final meeting, members realize the group must absolutely finish the task

23. Gersick’s Punctuated Equilibrium Model

24. Poole’s Multiple Sequence Model Definition Considers that groups do not always follow a rigid phase-like approach but rather, groups engage in three types of activity tracks that do not necessarily follow in a logical sequence.

25. Poole’s Multiple Sequence Model First activity track is the task process Occurs when members analyze the task by using various decision-making and problem solving procedures Second activity track is relational Occurs when members engage in behaviors that promote member relationships

26. Poole’s Multiple Sequence Model Third activity track is topical focus Occurs when members concern themselves with the major issues or themes that emerge at any given point in the group’s work that become agenda items.

27. Poole’s Multiple Sequence Model At any point, a group will alternate among the three activity tracks. A switch from one activity track to another is known as a breakpoint Three types of breakpoints: Normal breakpoint. Shift in focus Delay breakpoint: re-examine a position Disruption breakpoint: conflict arises

28. MATURE GROUP CHARACTERISTICS Purpose and Mission • May be assigned or may emerge from the group • Group often questions, reexamines, and modifies mission and purpose • Mission converted into specific agenda, clear goals, and a set of critical success factors Behavioral Norms • Well-understood standards of behavior within a group • Also evolve around performance and productivity.

29. Group Cohesion interpersonal attraction binding group members together; enables groups to exercise effective control over the members

30. Groups with High Cohesiveness • demonstrate lower tension and anxiety • demonstrate less variation in productivity • demonstrate better member satisfaction, commitment, and communication

31. Status Structure the set of authority and task relations among a group’s members; can be egalitarian or hierarchical

32. Group Performance Explain how task and maintenance functions influence group performance.

33. Team Task Functions those activities directly related to the effective completion of the team’s work

34. Team Task Functions

35. Maintenance Functions those activities essential to the effective, satisfying interpersonal relationships within a team or group

36. Team Maintenance Functions

37. Group Effectiveness Discuss the factors that influence group effectiveness.

38. Work Team Structure Issues • Goals and objectives • Guidelines • Performance measures • Role specification.

39. Work Team Process Issues • Managing cooperative behaviours • Managing competitive behaviours

40. Diversity in Teams • Plays a large role in groups’ effectiveness. • Members contribute to team in one of four styles: • Contributor • Collaborator • Communicator • Challenger • An effective group also needs an integrator.

41. Dissimilarity in Teams • Demographic dissimilarity influences absenteeism, commitment, turnover intentions, beliefs, workgroup relationships, self-esteem, and organizational citizenship behavior. • Can have positive or negative effects on teams • Value dissimilarity negatively related to team involvement

42. Structural Diversity • The number of structural holes in a work team • Teams with few holes may have problems with creativity. • Teams with lots of holes may have difficulty coordinating. • Teams with moderate structural diversity achieve the best performance.

43. Empowerment Describe how empowerment relates to self-managed teams.

44. Empowerment Skills Competence Skills Process Skills Self- Management or Team Skills Cooperative and Helping Behaviors Communication Skills

45. Self-Managed Teams also called self-directed teams or autonomous work groups; teams that make decisions once reserved for managers

46. Self-Directed Work Teams Studies suggest: leaders within self-directed work teams get better results with soft influence tactics (e.g. rational persuasion, consultation, inspirational appeals) than hard influence tactics. How should approaches to leadership differ when leading a group from within or from without?

47. Management Teams Explain the importance of upper echelons and top management teams.

48. Upper Echelons: Teams at the Top Their background characteristics predict organizational characteristics Self-managed teams at the top-level of an organization Set standards for values, competence, ethics, and unique characteristics in the organization Key to the strategic success of the organization

49. 5 Seasons of CEO Tenure • Response to a mandate • Experimentation • Selection of an enduring theme • Convergence • Dysfunction

50. Executive Tenure and Organizational Performance