Unit 2 Session 4.pptx

Online MBA Semester I ORGANIZATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT Course Code - (OMBA-103) Unit 2: ORGANIZATIONAL BEHAVIOUR Lesson : Group Dynamics PART 2 PART 2: LEARNING OUTCOMES At 1. 2. 3. the end of the session you will know about: Group decision-making and related concepts Differe...

Online MBA Semester I ORGANIZATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT Course Code - (OMBA-103) Unit 2: ORGANIZATIONAL BEHAVIOUR Lesson : Group Dynamics PART 2 PART 2: LEARNING OUTCOMES At 1. 2. 3. the end of the session you will know about: Group decision-making and related concepts Difference between work groups and work teams Team effectiveness 2 Group Decision Making 3 Decision Making Large groups facilitate the pooling of information about complex tasks. Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks. Simple, routine standardized tasks reduce the requirement for groups. REMEMBER: As a manager, ask yourself what you want to accomplish before you create a group 4 Strengths Weaknesses More complete More time consuming information (slower) Increased diversity of Increased pressure to views conform Higher quality of Domination by one or a few decisions (more members accuracy) Ambiguous responsibility Increased of Escalation of commitment is a Escalation of acceptance Commitment: solutions human behaviour pattern in which an individual or group facing increasingly negative outcomes from a decision, action, or investment nevertheless continues the behaviour instead of altering course. 5 Groupthink Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action. Groupthink is where teams start to all think alike and nobody questions the plan until afterwards. Engineers of the space shuttle Challenger knew about some faulty parts months before takeoff, but they did not want negative press so they pushed ahead with the launch anyway. 6 Groupshift Risky shift is the tendency for teams to choose more risky plans than individuals would have chosen. An example of groupshift is when the fans of a sports team celebrate the win of their team and their celebration turns to destruction of property. 7 Group Decision-making Techniques Interacting Groups Typical groups, in which the members interact with each other face-to-face Nominal Group Technique A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion 8 Brainstorming An idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives Electronic Meeting A meeting in which members interact on-line, allowing for anonymity of comments and aggregation of votes 9 Understandin g Work Teams 10 Why Have Teams Become So Popular? Teams typically outperform individuals. Teams use employee talents better. Teams are more flexible and responsive to changes in the environment. Teams facilitate employee involvement. Teams are an effective way to democratize an organization and increase motivation. 11 Team Versus Group: What’s the Difference? Work Group A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility Work Team A group whose individual efforts result in a performance that is greater than the sum of the individual inputs 12 Comparing Work Groups and Work Teams 13 GROUP Versus TEAM A group refers to two or more members with a clear leader who perform independent jobs with individual accountability, evaluation, and rewards. A team refers to a small number of members with shared leadership who perform interdependent jobs with both individual and group accountability, evaluation, and rewards. 14 Types of Teams Problem-solving Teams Groups of 5 to 12 employees from the same department who meet to improve quality, efficiency, and the work environment Self-Managed Work Teams Groups of 10 to 15 people who take on the responsibilities of their former supervisors (i.e., select employees, control operations, working with suppliers, etc.) 15 Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas (production, accounting, marketing, etc.), who come together to accomplish a task Task Force: Temporary group formed for a specific purpose. Standing Committee: A permanent group that works on continuing organizational issues. 16 Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal Characteristics Characteristicsof ofVirtual Virtual Teams Teams •• The Theabsence absenceof of nonverbal nonverbal cues cues •• AAlimited limited social social context context •• The Theability abilityto to overcome overcome time time and and space space constraints constraints 17 18 Characteristics of Effective Teams • Have a clear understanding of their goals • Have competent members with relevant technical and interpersonal skills • Exhibit high mutual trust in the character and integrity of their members • Are unified in their commitment to team goals • Have good communication systems • Possess effective negotiating skills • Have appropriate leadership • Have both internally and externally supportive environments 19 Why Teams Don’t Work Lack of clarity on the purpose: The Boss says something, the team understands something else. Unless and until there is a clear set of expectations from the top, the work can never be executed as a concerted effort. Clarity on the objectives is a must for the team to perform. 20 Lack of authority or leadership: This is most often the case with flat organizations. You have teams but you don’t have an authority to which the team members are answerable to in case any project runs awry. People suffer in boss-less organizations. Challenges of coordination: Perceptions, actions, and behaviours, are exclusive to people. Everyone is different. And each has his/her own ways of working. Expecting everyone to be aligned ‘always’ is unbefitting. 21 Lack of supportive context: Teamwork is not about fostering interactions or resolving interpersonal conflicts. It is about collaborative effort to achieve a certain goal without letting personal preferences come in the way of executing work. And to enable this, team coaching is vital. Collective effort vs. individualism: At times, collective effort can subdue creativity and hinder people from putting across their own ideas when plans are being laid out. Teams do not become teams in essence just by calling it that. It takes more than just effort, and demands a convincing direction, empowering structures, encouraging organizations and coaching. 22 Two characteristics of today’s organizations are obvious: They’re global and work is increasingly done by teams. These two aspects mean that any manager is likely to have to manage a global team. There are both drawbacks and benefits in using global teams. Social Network Analysis (SNA) Understanding the patterns of informal connections among individuals within groups is essential. 23