MANAGING WORK GROUP. By Julius Nursyamsi

Transcription

1 MANAGING WORK GROUP By Julius Nursyamsi 1

2 Definition Work Group A work group is a collection of employee (managerial or nonmanagerial) who share certain norms and who strive to satisfy needs trough the attainment of a group goal s 2

3 Why Work Group should be studied The formation of a work group s is inevitable Work group strongly influence the overall behavior and performance of members Group membership can have both positive and negative consequences as far as the organization in concerned 3

4 Kurt Lewis ; Why group need to be understood Although the scientific investigation of group work are but a few years old, I don't hesitate to predict that group work that is, the handling of human being not as isolated individuals, but in the social setting of group will soon be one of the most important theoretical and practical field It is easier to affect the personality of ten people if they can bi melted into a group than to affect the personality of any one individual separately 4

5 Classification Of Group Formal group Departments, units and so forth that management forms to do the work of the organization, the demands and processe of the organization lead to the formation of these group Informal group Natural groupings of people in the work situation in response to social needs 5

6 Hawthorne Studies It illustrates the powerful influence that work groups can exert over their members This influence can be economic, social, psychological or even physical 6

7 Formal and informal Group characteristics : A Comparison Characteristics Formal group Informal group Major objective Profit, efficiency, service Member satisfaction, member security Origin Planned by organization Spontaneous Influence on members Position authority, monetary rewards Personality, expertise Communication Flows from top down, use of formal channels Grapevine, person toperson using all channels Leader Appointed by organization Emergence from group Interpersonal relations Control Established by job and works flow pattern Reliance on threat, use of monetary rewards Spontaneously Strong social sanction 7

8 Formation Of Work Group 1. Physical Reasons 2. Economic Reasons 3. Sociopsychological Reasons - Safety - Sosial - Esteem - Self-Actualization 8

9 Specific Types Of Groups In An Organization 1. Command Group 2. Task Group 3. Interest Group 4. Friendship Group 5. Committees : Special Kinds of group - The committee chairperson - Committee Members 9

10 Command Group The command group is represented in the organization chart as the subordinates who report directly to a given supervisor As the span of control of the department manager increases, the command group increases in size 10

11 Task Group 1. Employees that work together to complete a project or job are considered a task group 2. Their activities and interactions facilitate the formation of task group 11

12 Interest Group Another reason for group formation is when workers organize to present a united front on a particular issue The members have joined together to achieve some common objective such as an equitable pension payment When the desired objective has been achieved or is thought to be within reach, the interest group might disband 12

13 Friendship Group Because of some common characteristic such as age, ethnic background, political sentiment, interest in sport or desire to drink coffee in the lounge at AM, employees may form a friendship group These group often extend their interaction and communication to off-the-job activities 13

14 Committees ; Special Kinds Of Group A committee is a group that works hard at making common sense seem difficult The use of committee in organization is very common for such purposes as : Resolving conflict, Recommending action, Generating ideas and Making decisions 14

15 Quality Circles Quality circle identifies problem and proposes solution Organization and quality Circle Evaluate effectiveness of solution Management reviews Proposed Solution and decides to implement Organization implements solution 15

16 Same specific features of quality circles are : Small groups ranging in size from 4 to 15 members. Eight or nine seems to be the most popular size Members located in the same work area A work are supervisor who is usually, though not always, the leader of the circle Voluntary participation Meetings once every week on company time for one-half to one hour, with pay 16

17 The Quality Circle Process Involves Four Subprocesses Identification of problems and development of solutions Managerial review of the proposed solution and a decison on whether or not to implement it Organizational implementation of the solution Evaluation of the success of the solution by the quality circle and the organization 17

18 Development Of Work Groups Groups primariliy develop along two main dimensions : 1. The relationships among members 2. Task and problem-solving activities 18

19 Bernard Bass has identified a four phase process which points out clearly some characteristic and attitudes inherent in group development : 1. Mutual acceptance 2. Decision making 3. Motivation 4. Control 19

20 Characteristics Of Work Groups Specified relationships between subordinates, superiors and peers Leaders assigned to positions Communication networks Standards of performance And a status rank order according to the position an individual is filling 20

21 The logic behind these formally established characteristics is that If the organization is to accomplish its objectives Retain its personnel Project a favorable image to the public It must have structure and a favorable work atmosphere 21

22 End Results Member satisfaction The reaching of effective group decisions 22

23 Member Satisfaction Perceived freedom to participate Perceived goal attainment Status consensus 23

24 Group decision-making Effectiveness Group assets Group Liabilities 24

25 Selesai 25