13 - Group Behaviors Teams and Conflict.pptx

Group Behavior Teams And Conflict Group Dynamics Definition of a group according to Aamodt : a. Multiple members who perceive themselves a unit. b. Group rewards c. Corresponding effects d. Common goals Criteria of a group  To be considered a group, two or more people must see themselves as a...

Group Behavior Teams And Conflict Group Dynamics Definition of a group according to Aamodt : a. Multiple members who perceive themselves a unit. b. Group rewards c. Corresponding effects d. Common goals Criteria of a group  To be considered a group, two or more people must see themselves as a unit.  Membership must be rewarding for each individual in the group.  Corresponding Effects – an event that affects one member of a group will affect the other group members.  Common Goals – an aim or purpose shared by members of a group. Reasons for joining groups • Assignment – in the workplace, the most common reason for joining groups is that employees are assigned to them. • Physical Proximity – people tend to form group with people who either live or work nearby. • Affiliation – a leadership style in which the individual leads by caring about others and that is most effective in a climate of anxiety. • Identification - the need to associate ourselves with the image projected by other people, groups, or objects. • Emotional Support • Assistance or Help Factors affecting group performance 1. Group Cohesiveness - the extent to which members of a group like and trust one another.  Group Homogeneity • Homogenous Groups - groups whose members share the same characteristics. • Heterogeneous Groups - groups whose members share few similarities. • Slightly Heterogeneous Groups – groups in which a few group members have different characteristics from the rest of the group. Factors affecting group performance  Stability of Membership • Stability – the extent to which the membership of a group remains consistent over time.  Isolation – the degree of physical distance of a group from other people.  Outside Pressure - the amount of psychological pressure placed on a group by people who are not members of the group. • Psychological Reactance – when we believe that someone is trying to intentionally influence us to take some particular action, we often react by doing the opposite. Factors affecting group performance  Group Size - the number of members in a group. • Additive Tasks - tasks for which the group’s performance is equal to the sum of the performances of each individual group member. • Conjunctive Tasks - tasks for which group’s performance is dependent on the performance of the least effective group member. • Disjunctive Tasks - tasks for which the performance of a group is based on the performance of its most talented member. • Social Impact Theory – states that the addition of a group member has the greatest effect on group behavior when the size of the group is small. Factors affecting group performance  Group Status- the esteem in which the group is held by people not in the group 2.Group Ability and Confidence – believe that their team can be successful both at: High Team Efficacy – specific task High Team Potency – tasks in general 3. Personality of the Group Members Factors affecting group performance 4. Communication Structure or Network – the manner in which members of a group communicate with one another. 5. Group Roles • Task-oriented Roles - involve behavior such as offering new ideas, coordinating activities, and finding new information. • Social-oriented Roles – involve encouraging cohesiveness and participation. • Individual Role – includes blocking group activities, calling attention to oneself and avoiding group interaction. Factors affecting group performance 6. Presence of Others: Social Facilitation and Inhibition • Social Facilitation – involves the positive effects of the presence of others on an individual’s behavior. • Social Inhibition - involves the negative effects of other’s presence. • Coaction – the effect on behavior when two or more people are performing the same task in the presence of each other. • Mere Presence – theory stating that the very fact that others happen to be present naturally produces arousal and thus may affect performance. Factors affecting group performance • Comparison – the effect when an individual working on a task compares his or her performance with that of another person performing the same task. • Evaluation Apprehension – the idea that a person performing a task becomes aroused because he or she is concerned that others are evaluating his or her performance. • Distracting – social inhibition occurs because the presence of others provides a distraction that interferes with concentration. Factors affecting group performance • Social Loafing - the fact that individuals in a group often exert less individual effort than they would if they were not in a group. 7. Individual Dominance - when one member of a group dominates the group. 8. Group Think – a state of mind in which a group is so concerned about its own cohesiveness that it ignores important information. • Devil’s advocate – a group member who intentionally provides an opposing opinion to that expressed by the leader or the majority of the group. Individual versus Group Performance Nominal Group-A collection of individuals whose results are pooled but who never interact with one another. Interacting Group A collection of individuals who work together to perform task. Brainstorming - A technique in which ideas are generated by people in a group setting. Teams  Work team-Is a collection of three or more individuals who interact intensively to provide an organizational product, plan, decision, or service  Interdependence-the extent to which the team members need to rely on other team members.  Power Differentiation- the team members have the same level of power and respect.  Social Distance-the team members treat each other in friendly, informal matter.  Permanency-A team will remain together or be disbanded after a task has been accomplished.  Proximity-Physical distance between people.  Virtual teams - Teams that communicate through email rather than face-to-face. WORK TEAM MANAGEME NT TEAM Teams that coordinate, manage, advise and direct employees and teams TYPES OF TEAM PROJEC T TEAM - group of employees who manage themselves, assign jobs, plan and schedule work, make work related decisions, and solve work- related problems. PARALLEL TEAM Groups formed to produce onetime outputs such as creating a new product, installing a new software system, or hiring a new employee. - Also called crossfunctional teams. - They consist of representative from various departments within an organization. HOW TEAMS DEVELOPS : • Team members “feel out” the team concept and attempt to make a positive impression. • In which group members disagree and resist their team roles. FORMING STAGE STORMING STAGE NORMING STAGE PERFORMI NG STAGE • Teams establish roles and determine policies and procedures. • Teams work toward accomplishi ng their goals. Why teams don’t always work?  The team is not a team.  Excessive meeting of requirements  Lack of empowerment  Lack of skill.  Distrust of the team process.  Unclear objectives. CONFLICT- is the psychological and behavioral reaction to a perception that another person is keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship. Functional Conflict – Conflict that results in increased performance or better interpersonal relations. Dysfunctional Conflict – conflict that keeps people from working together, lessens productivity, spreads to other areas, or increases turnover. TYPES OF CONFLICT Interpersonal Conflict- conflict between two (2) people. Individual-Group Conflictconflict between an individual and the other members of a group. Group-Group Conflict- conflict between two(2) or more groups. CAUSES OF CONFLICT Competition for resources- A cause conflict that occurs when the demand for resources is greater than the resources available. Task Interdependence- a potential source of conflict that arises when the completion of a task by one(1) person affects the completion of a task by another person Jurisdictional Ambiguity- Conflict caused by a disagreement about geographical territory or lines of authority. Communication Barriers- Physical, cultural, and psychological obstacles that interfere with successful communication and create a source of conflict. Beliefs- when different beliefs like individuals/groups are “superior to other people or group” or “have been mistreated by others” and etc. Personality- conflict is often a result of people with incompatible personalities who must work together. CONFLICT STYLES Avoiding Style Accommodating Style The conflict style of a person who reacts to conflict by pretending that it does not exist. The conflict style of a person who tends to respond to conflict by giving in to the other person. Forcing Style Collaborating Style The conflict style of a person who responds to conflict by always trying to win. The conflict style of a person who wants a conflict resolved in such a way that both sides get what they want. RESOLVING CONFLICTS Compromising Style- A style of resolving conflicts in which an individual allows each side to get some of what it wants. • Negotiation and Bargaining- A method of resolving conflict in which two(2) sides use verbal skill and strategy to reach an agreement. • Cooperative Problem Solving- A method resolving conflict in which two(2) sides get together to discuss a problem and arrive at a solution. Mediation- A method of resolving conflict in which a neutral third party is asked to help the two parties reach an agreement. Arbitration- A method of resolving conflict in which a neutral third party is asked to choose which side is correct. THANK YOU!