organisational behaviour - whitehorn-consulting.co.ukd2.pdf · organisational behaviour...

Organisational Behaviour

Introduction to Organisational

Behaviour

Personality, Perceptions,

Emotions, Attitudes

DAY 1 DAY 2

AM

PM

Motivation, Job Design, Employee Involvement

Groups and Teams in Organisations

Groups and Teams in

Organisations

Session 4: Group Level I

OrganisationalBehaviour

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Aims of session

To show how group processes influence behaviour

To show the effects specifically of group composition and group processes on group effectiveness

To consider Organisational factors affecting group effectiveness


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You and teams

Group 1: Think of the worst team you were ever part of. What prevented the building of any team spirit and co-operation. What could have been done to improve this?

Group 2: Think of the best team you were ever part of. What fostered good teamworking?

Group 3: What groups and teams are you part of? How do they differ in terms of their development and management?

Flipchart (10 mins)


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A number of people which exist in a close physical, social or conceptual relationship to

one another

What is a group?


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What is a Team?A team of people

work together to produce products or deliver services

for which they are mutually accountable.

Team members

share goals

are mutually held accountable for meeting them

are interdependent in their accomplishment

affect the results through their interactions with one another.

Because the team is held collectively accountable, the work of integrating with one another is included among the responsibilities of each member.

Mohrman, Cohen & Mohrman (1995). Designing Team-Based Organisations. London: Jossey Bass

Types of Work Groups


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Why join a group?Psychological reasons

Security - safer than standing alone

Status - recognised as part of a group

Self-esteem - sense of self-worth & identity

Affiliation - fulfilling social needs

Power - strength in numbers

Goal achievement - than you can’t do alone

Teams in 1980s

- Enhance good feelings

- One formal leader

- Upper organisational level

- Individual accomplishments

- Feelings of members

- Interpersonal skills, getting along with others

Teams today

- Enhance productivity

- Shared / depends on project

- All organisational levels

- Team accomplishments

- Attainment of team goals

- Wide variety of job skills, communication skills

Underlying purpose

Leadership

Organisational Level

Performance appraisal

Effectiveness measure

Typical training

The true story of NASA’s third attempt to put a man on the moon

Apollo 13 has suffered an explosion en route to the moon

The crew are not injured but the ship is crippled and too damaged to continue the mission

Flight Controller Gene Krantz meets with his team

Watch for:How Krantz chairs the meeting

How the group develops and interacts

How disagreement and dissent is handled

Tuckman's Five-Stage Model of Group Development

Sequence of actions:1. Setting group direction2. First phase of inertia3. Half-way point transition4. Major changes5. Second phase of inertia6. Accelerated activity

An Alternative Model: For Temporary Groups with Deadlines

Gersick (1988,1989) AMJ

Steiner (1972)

According to new research


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Process Loss and Gain

Larger groups may mean motivation loss as individuals feel less accountable personally

Social Loafing

Sucker Effect

Motivation GainKöhler Effect


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Ways to reduce Social Loafing

make sure the group task is perceived to be important

make individual contributions identifiable

make individuals feel that they are makingvaluable contributions to their group

keep the group as small as possible

Norms in groups & teams


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Norms in a group

Acceptable standards of behaviour within a group that are shared by the membership

Performance: how hard we should work

Appearance: dress and behaviour

Social arrangement: lunch, social interaction

Allocation of resources: new tools, assignments

Norms create pressure for conformity that can strongly influence individual views

Groups will exhibit deviant behaviour an individual would not do on their own


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Basic Concepts for Analysing Group Structure and Process:Norms, Conformity, Status, Roles

Group Norms Informal rules of conduct for behaviors considered important by most group members

Conformity to show behavior in accord with the normative expectations within a group


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Why do Group Members Conform?

Compliance assenting to a norm in order to attain rewards or avoid punishment

Identification associating oneself with supporters of a norm and conforming to the norm because those individuals do

Internalisation believing that the behavior dictated by a norm is truly the right and proper way to behave


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Group decisions

Collective responsibility should mean that the quality of decisionmaking will be better.

Why isn’t it?Diffusion of responsibility

Groupthink: pressure for concensus

Groupshift: perception of risk increased or decreased


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Groupthink

Rationalising resistance to assumptions they have made despite evidence to the contrary

Pressure on individuals who express different views

Dissenting members keep quiet or even discount their own views

Illusion of unanimity, even an abstention becomes a ‘yes’

Conformity / Deviance & and Group Goal Accomplishment


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Status

Status The position of an individual relative to others in the group

high - low in the pecking order

central - peripheral to the action


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Roles

Role the set of expectations associated with a particular function or position within a group

Role Relationships the ways in which group and Organisational members (expect to) interact with one another to perform their specific roles


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Roles in groups & teams

Role: expected behaviour patterns given position in group

Role Identity: attitudes & behaviours going with role

Role perception: view of how we are supposed to act in a given situation

Role expectations:how others believe we should act in our role

IPO-Model of Group Effectiveness

Group compositionDiversitySizeGroup tenureEducationKSAs of team members…

CommunicationObjectivesParticipation Task orientationSupport for innovation LeadershipReflexivityTransactive KnowledgeCollective Learning…

Effectiveness Innovation Member well-beingTeam viability

Inputs Group Processes OutputsTask characteristics …

Organisational contextClimate for innovationSupport for teamwork …


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What are the differences between a group and a team?

Groups are connected

But do not need each other to produce results

Members are individually accountable

Do not work synergistically

Sports: swimming

Teams can only produce results

by working together and rely on each other

The team and the members are both accountable

Sports: football team


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True Teams

Problem-solving teams

Cross functional (project) teams

Self-managed work teams

Virtual teams


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What would tell you that you’re part of a good team?

You successfully achieve your goalstask

You get on well togetherteam

You feel proud of your own contributionindividual


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Building an Effective Team

Teams should have motivating tasks

Individuals should have motivating tasks

Individuals tasks should be important for team goals

Individual work should be evaluated and feedback given

There should be clear team goals and performance feedback

Team climate for innovation and performance


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Team Vision/Objectives

Clear

Commitment

Negotiated

Evolving


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Participation in Teams

Influence over decision-making

Information sharing

Interaction

Safety


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Team Task Orientation

Focus on task performance

Constructive controversy

Tolerance of minority views


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Team Support for Innovation

Espoused supportverbalsupport

Enacted supportCo-operation

Time

Resources

Team Innovation


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Group or Team Innovation

Requisite Diversity

Safety and Integration

External demandsthreat or reward

Climate for innovation

TeamInnovation


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Knowledge, skills and abilities for teamwork

KSAs for teamwork: communication

KSAs for teamwork: goal setting / performance management.

KSAs for teamwork: planning and co-ordination

KSAs for teamwork: collaborative problem-solving

KSAs for teamwork: conflict resolution


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KSAs for teamwork:

understand and use communication networks - sufficient contact

communicate openly and supportively

congruent, validating, owned

listen actively and non evaluatively

consistency between verbal and non-verbal

value ritual greetings and small talk

… communication


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KSAs for teamwork:

help establish SMART and challenging team goals

to monitor, evaluate, support and give feedback on team and individual performance

… goal setting and performance management


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to co-ordinate activities, information and task interdependence between members

to clarify tasks and roles of team members and ensure balance of workloads

… planning and co-ordination

KSAs for teamwork:


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identify problems requiring participation and use appropriate participation strategies

recognize and deal with obstacles to collaborative group problem-solving

support and explore proposals for innovation

… collaborative problem-solving

KSAs for teamwork:


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discourage undesirable conflict

employ win-win rather than win-lose negotiation strategies

recognize types and sources of conflict and implement appropriate conflict resolution and reduction strategies

… conflict resolution

KSAs for teamwork:


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Reflexivity and Team Effectiveness

Teams will be more effective and innovative to the extent that they

reflect upon their objectives, strategies, processes and environments

and adapt these aspects of their task worlds accordingly


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Reflexivity upon ....

Team objectives/vision

Team strategiesdetail, alternatives, time span, effectiveness

Team processesdecision-making, communication, interaction, meetings, feedback, support for innovation, conflict management

appropriateness, value, clarity


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What initiates reflexivity?

Team errors and failures

Team conflicts

Team member changes

Difficulties over time allocation and synchronisation

Team successes

Organisational change


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Organisational Support for Teams

Communication and information systems

Education and training systems

Feedback systems

Liaison and integration

Process assistance

Recruitment and selection policies


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Team-Organisational Relationships

Negotiate versus comply with Organisational demands

Challenge versus accept Organisational limitations

Challenge versus accept Organisational incompetence

Communicate independence versus dependence

Rely appropriately versus heavily on Organisational direction

Your boss has given you the following task to do and a team to help you do it. The job must be compelted exactly as specified

Use your team to sort the cards into their correct packs, then into suits within each pack in the order of:

– Hearts

– Clubs

– Diamonds

– Spades

Find some way to identify the separate packs

Display all the cards face up, showing all numbers and faces

Report any discrepancies – duplicate or missing cards

Time Allowed: 10 Minutes – including briefing the team

CardsortA team challenge


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Teamwork Exercise: Cardsort

Your boss, who is about to go away on a business trip, has given you a task to do

Sort the playing cards

Report any discrepancies – duplicate or missing cards

Time Allowed: 10 Minutes


Introduction to Organisational

Behaviour

Personality, Perceptions,

Emotions, Attitudes

DAY 1 DAY 2

AM

PM

Motivation, Job Design, Employee Involvement

Groups and Teams in Organisations


Leadership Power & Conflict inOrganisations

Organisational Structure and Environments

Organisational Culture & Change

DAY 3 DAY 4

AM

PM

Chapters to read

Leadership12, 13

Power & Conflict inOrganisations

14, 15

Organisational Structure and Environments

16

Organisational Culture & Change

17, 19

DAY 3 DAY 4

AM

PM

The danger that nothing happens

And finally…

When it comes to passing the DiplomaIf you’ve got talent

You don’t need luck

So…Good luck!

That’s all folks!

Email address for the slides

Complete happy sheet

See you again soon!

organisational behaviour - whitehorn-consulting.co.ukd2.pdf · organisational behaviour...

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