Group Formation. Chapter 10

Transcription

1 Group Formation Chapter 10

2 TIMETABLE REVISION Week Week of Chapter Topic 1 Monday 24/09 Chapter 1 Introduction to organizational behaviour Chapter 8 Perception in Organisations 2 Monday 1/10 Chapter 6 Personality (Part 1) Chapter 6 Personality (Part 2) 3 Monday 8/10 Chapter 5 Learning Chapter 5 Learning 4 Monday 15/10 Chapter 9 Motivation Chapter 9 Motivation

3 TIMETABLE 5 Monday 22/10 1 Chapter 10 Group Formation & Teams 2 Chapter 11, 13 Group Structure & Social Networks 6 Monday 29/11 * Reading: Chapter 20 Bank Holiday 1 Chapter 12 Individuals in Groups 8 Monday 12/11 1 Chapter 19 Leadership (Part 1) 2 Chapter 19 Leadership (Part 2) Guest Lecturer: Mary Kinahan 9 Monday 19/11 1 Chapters 1, 5, 6, 8, 9, 10, 11 IN CLASS EXAM 2 Chapter 12 & 22 Power, Influence & Conformity 10 Monday 26/11 1 Helping behaviour 2 Chapter 20 Decision-making

4 TIMETABLE 11 Monday 3/12 1 Chapter 7 Communication (Part 1) 2 Chapter 7 Communication (Part 2) Role of ICT in Contemporary workplaces 12 Monday 10/12 1 Exam preparation Exam preparation lecture on Monday ** NO LECTURE on Tues/Thurs: Revision Time** Please note that there is no lecture on Tue 11 December / Thur 13 December There will be one revision & exam preparation lecture on Monday 12 December. This will be your last lecture.

5 Tutorials R101&period_of_study=1&week1=1&week2=12&day=1-7&hour=&template=module

6 AREAS COVERED IN OB PESTLE: POLITICAL, ECONOMIC, SOCIAL, TECHNOLOGICAL, LEGAL, ECOLOGICAL 1. Individual factors (Chapters 4 8) External factors 2. Group factors (Chapters 9-12) 3. Structural factors (Chapters 13 16) 4. Process factors (Chapters 17 20) Organization Social arrangement Common goals Performance 5. Management factors (Chapters 21 24) Internal factors Effective Ineffective

7 FACTORS AFFECTING TEAM SUCCESS Individual factors? Group factors? Structural factors? Process factors? Management factors?

8 FACTORS AFFECTING TEAM SUCCESS Individual factors? Good motivation Communication Excellent/Mediocre skills Group factors? Good team work Poor team composition Structural factors? Good coaching practices Process factors? Poor HRM practices Management factors? Good leadership Poor decision making

9 GROUP FORMATION This session examines the process through which a group develops, and describes the characteristics of each of its stages. 9 / 31 At the end of this session, you should be able to: Define group. Distinguish between formal and informal groups. List the stages of the group development process Apply the model of group development Reference: Page 278 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

10 WHY STUDY GROUP FORMATION? Symbolic and practical aspects of work (Hampton, 1999, p. 113) Groups embody many important cultural values of Western society: teamwork, co-operation, a collective that is greater than the sum of its parts, informality, egalitarianism and even the indispensability of the individual member. Groups are seen as having a motivating, inspiring influence on the individual, drawing the best out of him or her, enabling him or her to perform feats that would be beyond him or herself as a detached individual. Groups can have a healing effect on individuals, bolstering their self-esteem and filling their lives with meaning. 10 / 31 Reference: Page 279 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

11 WHY STUDY GROUP FORMATION? Groups play an important role in our lives we are all part of different groups 11 / 31 Much organizational work is performed in teams Group performance affects the success of the organization as a whole The chances of either working in a team or managing one are high Reference: Page 279 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

12 THE HAWTHORNE STUDIES Mayo & Roethlisberger ( ) How could management and workers cooperate to create a productive and satisfying work environment? The illumination experiments => Hawthorne Effect Bank wiring observation room study => Social norms

13 How would you define a group? Is this a group?

14 WHICH OF THESE CONSTITUTE A GROUP? People travelling on the dart Brown haired men between 20 and 30 years of age Members of rugby team An audience in a cinema Six people in a lift

15 DEFINITIONS OF GROUPS Psychological Group Two or more people, in face-to-face interaction, each aware of his or her membership in the group, each aware of the others who belong to the group, and each aware of their positive interdependence as they strive to achieve their goals 15 / 31 Aggregate A collection of unrelated people who happen to be in close physical proximity for a short period of time Reference: Page 281 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

16 CHARACTERISTICS OF PSYCHOLOGICAL GROUPS 1. A minimum membership of two people 16 / A communication network 3. A shared sense of collective identity 4. Complementary goals 5. Group structure Reference: Page 282 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

17 FORMAL GROUPS 17 / 31 One which has been consciously created to accomplish a defined part of an organization s collective purpose. The formal group s functions are the tasks which are assigned to it, and for which it is officially held responsible Reference: Page 291 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

18 FORMAL GROUPS Common Characteristics 18 / 31 They are task-oriented They tend to be permanent They have a formal structure They are consciously organized by management to achieve organizational goals Their activities contribute directly to the organization s collective purpose Reference: Page 291 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

19 INFORMAL GROUPS Informal Group A collection of individuals who become a group when members develop interdependencies, influence one another s behaviour and contribute to mutual need satisfaction 19 / 31 Informal groups emerge in an organization and are neither anticipated, nor intended, by those who create the formal organization Reference: Page 292 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

20 To Do In groups of 3 think about the following: What are your reasons for joining a group?

21 Why do people join groups? Security Status Self-esteem Affiliation Power Goal achievement Allocated through work

22 Video Poll ure=related =related

23 personal relations between group members STAGES OF GROUP DEVELOPMENT Interdependence cohesion conflict dependency orientation to task organization for task task functions increased data flow achieve task problem solving Based on B.W. Tuckman, Development sequences in small groups, Psychological Bulletin, vol. 3, no. 6, 1965, pp ; J.E. Jones, Model of group development, The 1973 Annual Handbook for Group Facilitators, Pfeiffer/Jossey-Bass, San Francisco, 1973, pp ; and B.W. Tuckman and M.A.C. Jensen, Stages of small group development revisited, Group and Organization Studies, vol. 2, no. 4, 1977, pp Reference: Page 298

24 STAGES OF GROUP DEVELOPMENT Individual issues: How do I fit in? What is my role here? What do others expect me to do? Ho can I best perform my role? What is next? 24 / 31 Group issues Why are we here? Why are we fighting over who is in charge and who does what? Can we agree on roles and work as a team Can we do the job properly?

25 To Do Fixed vs variable flight crews Consider in groups of 3: Assume that you have been hired by AJet, a start-up airline based in Dublin. Your team has been formed to consider the pros and cons of using variable flight crews and to arrive at a recommendation on whether to follow this industry practice at Ajet. Variable flight crews are crews formed when pilots, copilots, and flight attendants typically bid for schedules on specific planes (i.e., Boeing 737s) based on seniority. Then they re given a monthly schedule made up of 1-4 day trips. So any given flight crew on a plane is rarely together for more than a few days at a time. Because of this system, it s not unusual for a senior pilot at a large airline to fly with a differnt copilot every trip during any given month. In your opinion, what are the advantages and disadvantages of variable flight crews?

26 26 / 31 Figure 9.6 Stages of group development Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

27 ISSUES FACING ANY WORK GROUP 1. Atmosphere and relationships 2. Member participation 3. Goal understanding and acceptance 4. Listening and information sharing 5. Handling disagreements and conflict 6. Decision-making 7. Evaluation of member performance 8. Expressing feelings 9. Division of labour 10. Leadership 11. Attention to process 27 / 31 From Allan R. Cohen, Stephen L. Fink, Herman Gadon and Robin D. Willits, Effective Behavior in Organization, 6th Edition, Irwin, Homewood, IL, Reference: 1995, p. Page Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

28 GROUPS AND TEAMS Transition from a group to a team is the result of a learning process 28 / 31 A group is stuck in the forming, storming or norming stage A team is a group that has successfully arrived at the performing stage Positive team traits include co-operation, coordination, cohesion, etc Reference: Page 300, 301

29 GROUP STRUCTURE The session introduces the concept of group structure. As a group develops, its members interact These verbal interactions and the way they lead to decisions, all represent aspects of a group s process which act to modify the group s structure At the end of this session, you should be able to: 1. Distinguish group process from group structure 2. List the different facets of the group process 3. Distinguish Belbin s team roles Reference: Page 312 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

30 WHY STUDY GROUP STRUCTURE? Management in Organizations monitor how groups work in order to pinpoint any problems and rectify them to raise team effectiveness Social scientists in general, and social psychologists in particular, are less directly concerned with improving team effectiveness and more concerned with understanding how the structure of a group develops how it affects the individuals who comprise the groups how it impacts on group functioning Reference: Page 313 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

31 GROUP STRUCTURE - DEFINED Can you define group structure? The relatively stable pattern of relationships among different group members. There is no single group structure and the concept can be expressed in several and overlapping ways Reference: Page 314 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

32 GROUP STRUCTURE - WHY Why does a group have structure? Robert Bales (1950a) offered a psychological explanation based on: The individual s desire for stability Need for order Low tolerance of uncertainty If the behaviour between group members can be made predictable, this can reduce the tension for all concerned Reference: Page 315 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

33 GROUP PROCESS - DEFINED Patterns of interactions between the members of a group in terms of quantity of communication, direction of communication, category of utterance, and decision-making method Reference: Page 315 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

34 GROUP PROCESS - DEFINED Examples of a group s process include: Direction of communication (who talks to whom) Quantity of communication (number of times each group member speaks) Content of communication (type of verbal utterance made) Decision-making style (how decisions are made in the group) Problem-solving style (how problems are approached and solved) Reference: Page 315 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

35 ROLE STRUCTURE Can you define team role? An individual s tendency to behave in particularly preferred ways which contribute to and interrelate with other members within a team Reference: Page 328, 329 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

36 ROLE STRUCTURE Belbin s Team Role Theory Belbin s Nine team roles 1. Plant 2. Resource investigator 3. Co-ordinator 4. Shaper. 5. Monitor evaluator 6. Teamworker 7. Implementer 8. Completer 9. Specialist Raymond Meredith Belbin (b. 1926) Reference: Page 328, 329 Huczynski & Buchanan, Organizational Behaviour 6e, Pearson Education 2007

37 Figure 10.4 Belbin s nine team roles Source: From R. Meredith Belbin, The Coming Shape of Organization, Butterworth-Heinemann, London, 1996, p Reprinted by permission of Belbin Associates

38 Identify the Group Roles Watch the following video and identify the group roles (identified by Belbin) that each individual plays within the team by completing the grid below with a tick in the column for that individual for each time they display a behaviour relevant to that role. Remember that each individual can play more than one role.

39 CE17120D1B9CC3 esults_main Team Elevate Panos Michelle Barry Sarah Niamh McD Team Fusion Caroline Tara Ciaran Niamh H Jamie

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