Unit 3 Group Variables PDF

Unit 3 Group Variables Work Psychology Sergio Paredes del Pino Bachelor’s Degree in Psychology Index contents ▪ KEY CONCEPTS....................................................................................................... 1 ▪ COMMUNICATION NETWORKS...........................

Unit 3 Group Variables Work Psychology Sergio Paredes del Pino Bachelor’s Degree in Psychology Index contents ▪ KEY CONCEPTS....................................................................................................... 1 ▪ COMMUNICATION NETWORKS............................................................................. 2 ▪ TYPES OF TEAMS.................................................................................................... 3 Team effectiveness........................................................................................................................ 4 ▪ MULTITEAM SYSTEMS........................................................................................... 4 I-P-O Models................................................................................................................................. 5 Multitasking.................................................................................................................................. 5 ▪ SOCIAL CAPITAL..................................................................................................... 7 ▪ BIBLIOGRAPHY....................................................................................................... 8 APPENDIX A. ASSIGNMENT 3............................................................................................. 9 WORK PSYCHOLOGY ▪ KEY CONCEPTS The multifaceted nature of group interactions within organizational settings begins with an elemental dis- tinction between: Dependence: occurs when one entity relies on another for support, resources, or assistance to fulfil its needs or goals. In other words, a power imbalance. Codependence: a dysfunctional relationship where one person enables or supports another person’s self- destructive behaviours. In other words, individuals that prioritize the needs of others over their own well- being, often at the expense of their mental and emotional health. Interdependence: a reciprocal relationship where two or more entities rely on each other for mutual sup- port, cooperation, and success. A team is a particularly cohesive and purposeful type of work group, but definitely more than just a group. Usually, the tasks and goals set by teams cannot be achieved by individuals working alone because few of them really possess all the relevant competencies and expertise. By contrast, many groups are reasonably fluid, and an agreed outcome is often regarded as a sufficient basis for effective cooperation. However, team- work is usually connected with collaborative work: Collaboration: means working together, assuming individual responsibilities within a role to contribute to achieving the goal. Cooperation: means working individually within a group to achieve a common goal. The collective effort involves joint activities where individuals learn from each other and exchange experiences. In contrast with work groups, work teams often complement each other’s strengths and address each other’s weaknesses. Consider, please, the following table: Table 1. Differences between work groups and work teams. WORK GROUP WORK TEAM Efficiency Task completion is quick Task completion may take longer Goals Individual goals Overall team goal Leadership Typically one leader Multiple leaders Problem-solving Addressed individually Addressed collectively Projects Often large, extended timeframes Timeline set for project completion Size Large Small Note. Own work. Responsibility and accountability are related concepts but different in meanings. Responsibility is the duty or obligation to perform a task. Conversely, accountability goes beyond mere responsibility, and it in- volves being answerable for the outcomes of one’s actions or decisions. In other words, accountability involves accepting consequences and take corrective measures if necessary, being reliable in fulfilling one’s responsi- bilities. WORK PSYCHOLOGY ▪ COMMUNICATION NETWORKS Networks or communication networks encompass the exchange of information among multiple indi- viduals, extending beyond one-on-one interactions. Within business entities, these networks connect individ- uals through structured communication patterns, known as links. Communication networks can be catego- rized into: Centralized networks: messages flow through specific members, with several types such as the chain, where messages originate at the top/bottom of the network and pass sequentially throughout; the Y, where the last link involves more than one individual; and the wheel, where all messages must pass through a central member, disabling direct communication links between the others. Figure 1. Centralized networks. Note. Own work. Decentralized networks: messages can originate from any point within the network without the need for specific group members. Examples include the circle, enabling direct messaging between members in multiple directions, and the comcon, allowing unrestricted links for maximum feedback opportunities. Figure 2. Decentralized networks. Note. Own work. WORK PSYCHOLOGY ▪ TYPES OF TEAMS There are occasions when group work, teamwork, or individual work is more suitable and effective. Gener- ally, the higher the task uncertainty, the more important it becomes to work in a group or team rather than individually. Task uncertainty represents dealing with tasks never encountered before or when there is a gap between the information needed for a task and the information the individual possesses. Choosing the course of action involves rationality and considerations such as goals, ethical priorities, and problem-solving com- pleteness. We consider a functional team the team which work is carried out within a group organized around a similar function or task. In the context of business entities, these functions are known as project work, and so they can be passed from one functional team to another to complete the work seamlessly. This process is known as baton passing, which signifies the seamless handover of work, projects, or roles between teams. There are four commonly used types of project teams: Single team: members forming a distinct organizational unit to work on one or more projects. Quite often, successful teams continue working together on typically similar projects, representing a traditional team structure. Matrix team: members from different functional departments assigned to multiple projects or tasks sim- ultaneously, usually reporting to different project leaders. This structure is common in large organizations, typical of cross-functional projects. Contract team: members may come from different departments, organizations, or even external contrac- tors hired for the project’s completion within a set timeframe. Once the task is finished, the team may dissolve. This is suitable for specialized projects that require diverse skills or resources not available with existing teams. Modern team: recent years have seen interest in three other important types of teams: o Self-managed team: members are responsible for managing their own day-to-day operations with- out direct supervision. o Self-organized team: similarly to self-managed teams but focusing on the organization process rather than just day-to-day operations. Members collaboratively determine how they work together, distribute tasks, and make decisions, enabling quick responses to changing circumstances. o Dispersed virtual team: also known as remote teams, these consist of geographically separated members who rely on communication technology to collaborate. WORK PSYCHOLOGY Team effectiveness Team effectiveness refers to the satisfaction of individual membership needs, successful team interaction and the achievement of team tasks. The measure of team effectiveness could be how well the team has pre- pared its member for the transition to new projects, and whether the members would relish the thought of working with each other again. In addition to what happens inside a team, there are external influences that impact upon their operations. Stakeholders, members of staff in affected departments that represent those with a vested interest, or stake, in the decision-making and activities of the business entity, play a crucial role in shaping team dynamics. In some cases, traditional team structures may inadvertently create divisions, leading to “us and them” distinc- tions and neglecting valuable input from stakeholders. Therefore, team effectiveness requires a comprehen- sive assessment of both internal dynamics and external influences to ensure optimal performance and col- laboration. ▪ MULTITEAM SYSTEMS Multiteam systems (MTS) are founded on principles such as goal hierarchies, functional interteam inter- dependencies, performance episodes, and collaborative work across multiple teams. This framework is com- monly referred to as the “team-of-teams” concept, defined as two or more teams that interact directly and interdependently to address environmental challenges and achieve collective objectives. The key characteris- tics of MTS include: Comprised of two or more teams engaging in mutual interaction. Those are named component teams. Represent unique entities that are larger than individual teams but smaller than the overarching organi- zation to which they belong. Operate as open systems, fostering exchange and interaction with the external environment. Share a common distal goal that aligns with the interests of all component teams, although they may not necessarily share proximal goals. It’s important to make a few distinctions within systems and goals. Systems refer to the structure within which the teams operate, encompassing different elements that are interrelated to form a unified whole. It is often divided into three parts: inputs, process/throughputs, and outcomes/outputs. Conversely, when we talk about goals, these can be subdivided into proximal and distal goals. A proximal goal is a goal that is close in time or space, an immediate milestone and a step that leads directly to achieving a distal goal which, on the other hand, is farther away in time or space, representing the outcome desired. WORK PSYCHOLOGY I-P-O Models The Input-Process-Outcome (IPO) model is a theoretical framework that explains team effectiveness as a function of cycles that run sequentially and simultaneously. These cycles are called episodes, distinguishing: Input: resources, information, and stimuli that enter the system and are required for it to operate. Process: the transformation of inputs into processes, activities, and interactions, to produce desired out- comes. Processes can include decision-making, communication, problem-solving, coordination, and any other activities that contribute to achieving the system’s goals. Output: results, outcomes, or products generated by the system as a result of processing inputs. They might take various forms, including tangible goods, services, information, decisions, or changes in the environment. Figure 3. I-P-O Model in a sample of emergency MTS. Note. Extracted from: Anderson et al. (2001). Multitasking Multitasking refers to performing multiple tasks or activities simultaneously or switching rapidly between tasks. In the context of business entities, there are two main types of multitasking: Serial multitasking: individuals switch between tasks sequentially, focusing on one task at a time but rapidly shifting attention from one task to another as needed. Parallel multitasking: it requires splitting attention among multiple tasks concurrently. This concept revolves around the idea of managing performance episodes as if teams were only pursuing one at a time. In today’s fast-paced world, multitasking has become increasingly common, especially with the use of technology and the constant demands of work and daily life. WORK PSYCHOLOGY Figure 4. Multitasking, episodes, and teams. Note. Extracted from: Anderson et al. (2001). However, it presents significant coordination challenges, as component teams must effectively plan and execute a multifaceted approach to address performance gaps across different episodes. One common ap- proach is to focus on achieving subgoal episodes, which collectively contribute to the accomplishment of the final overarching goal. Figure 5. MTS Goal Hierarchy. Note. Each of the emergency component teams may have its own multitasking episodes. Extracted from: Anderson et al. (2001). WORK PSYCHOLOGY ▪ SOCIAL CAPITAL The networks of relationships, trust, and cooperation that exist within the entity is known as social capital. Having strong social capital can bring numerous benefits, including access to information, support during times of need, opportunities for collaboration and cooperation, and enhanced psychological well-being. Within this framework, three distinct types of relationships are recognized in facilitating organizational functioning: Bonding: involves deepening the connections that already exist, usually with people who share common backgrounds, identities, or interests. It fosters a sense of belonging and cohesion within smaller, closely- knit groups or teams, enhancing collaboration and cooperation among its members. Bridging: involves the creation of new connections across diverse groups or communities. It serves to bridge gaps between different departments, teams, or demographic groups, facilitating the exchange of information, resources, and perspectives. It fosters diversity, inclusivity, and innovation by facilitating in- teractions among individuals with varied backgrounds and experiences. Linking: involves creating new connections with influential figures outside the organization, such as stake- holders. These connections are leveraged to access resources, opportunities, and support from broader networks beyond the immediate organizational boundaries. It enables the entity to tap into external ex- pertise, advocacy, and strategic alliances. At enhancing group dynamics and fostering collaboration within teams, we also have: Team Building: this approach focuses on the development of individual skills and the improvement of team dynamics to achieve a specific objective. These activities often require the guidance of an external facilitator who leads the team through exercises and discussions aimed at achieving predetermined goals. The primary aim of team building is to improve engagement, nurture existing skill sets, and help team members to better understand their roles within the larger organizational context. Examples of team build- ing activities include group problem-solving exercises, communication workshops, and leadership devel- opment programs. Team Bonding: unlike team building, team bonding is more about strengthening interpersonal relation- ships and fostering a sense of camaraderie among members. The primary objective of team bonding ac- tivities is to create a positive and enjoyable environment where team members can relax, socialize, and have fun together. Therefore, these activities do not have specific skill development goals and are more focused on building rapport. Examples include staff lunches, recreational outgoings, team dinners, or scheduled coffee breaks where members engage in informal conversations and build connections beyond work-related tasks. WORK PSYCHOLOGY ▪ BIBLIOGRAPHY Anderson, N., Ones, D. S., Kepir, H., & Viswesvaran, C. (2001). Handbook of Industrial, Work & Or- ganizational Psychology (1st ed). SAGE Publications. Arnold, J., Coyne, I., Randall, R., & Patterson, F. (2020). Work Psychology: Understanding Human Behaviour in the Workplace (7th ed.). Pearson. Riggio, R. E. (2018). Introduction to Industrial / Organizational Psychology (7th ed.). Routledge. https://doi.org/10.4324/9781315620589 Landy, F. J., & Conte, J. M. (2013). Work in the 21st Century: An Introduction to Industrial and Organ- izational Psychology (4th ed.). Wiley. Truxillo, D. M., Bauer, T. N., & Erdogan, B. (2015). Psychology and Work: Perspectives on Industrial and Organizational Psychology (1st ed.). Routledge. WORK PSYCHOLOGY APPENDIX A. ASSIGNMENT 3. Overview In the previous assignment, we created a functional HR department within a business entity. Now, we will focus on the teams or groups within the entity and try to either create or strengthen the communication network through designed activities. Reminder: throughout the assignments, you will gradually build a comprehensive slideshow that you will submit during the exam dates. Each assignment delves into different aspects of HR management, and you’re expected to progressively add information to your presentation as you work through them. Task Select one of the following dynamics: o Team building. o Team bonding. Design an activity for your previous pick. Describe all the resources and conditions required to perform the activity (time, resources, number of members, purpose…). Aspects to consider: references/consulted bibliography, size (max. 2 pages).