UNIVERSITAS GADJAH MADA

FACULTY OF ECONOMICS AND BUSINESS

GROUP AND TEAM

Session 06-Organizational Behavior

Sociological Criteria of a Group

Common
identity
4

Collective
norms
2
1
3
Two or more
Collective goals
Freely interacting
individuals
 Value of Groups

 Why do individuals join groups?

 Why do organizations form groups?

10-3
Formal Groups Fulfill Organizational Functions

1) Accomplish complex, independent tasks

beyond the capabilities of individuals
2) Generate new or creative ideas or solutions
3) Coordinate interdependent efforts
4) Provide a problem-solving mechanism for
complex problems
5) Implement complex decisions
6) Socialize and train newcomers
10-4
Formal Groups Fulfill Individual Functions

1) Satisfy the individual’s need for affiliation

2) Develop, enhance and confirm individual’s self-
esteem and sense of identity
3) Give individuals an opportunity to test and
share their perceptions of social reality
4) Reduce the individual’s anxieties and feelings of
insecurity and powerlessness
5) Provide a problem-solving mechanism for social
and interpersonal problems
10-5
Tuckman’s Five-Stage Theory of Group Development

Performing
Adjourning
Norming
Storming Return to
Independence
Forming
Dependence/
interdependence

Independence

10-6
Tuckman’s Five-Stage Theory of Group Development

Forming Storming Norming Performing

“How can I
“What do the
Individual “How do I fit “What’s my best
others expect
Issues in?” role here?” perform my
me to do?”
role?”

“Why are we
fighting over “Can we agree
“Can we do
Group “Why are we who’s in on roles and
the
Issues here?” charge and work as a
job properly?”
who team?”
does what?”

10-7
Roles Defined
 Role is a set of
behaviors expected of
an individual in a
group.
 Examples:
 Team Leader
 Devil’s Advocate

 Business Developer

10-8
 A Role Episode

Role Sender
Focal Person
• Perceived organizational/ Role • Perceived role expectations
group requirements Modeling • Experienced role overload,
• Comparative evaluation of
Communication role conflict, role ambiguity
- Role expectations for
of approval • Constructive/destructive
focal person
or need for responses
- Focal person’s behavior
change

Feedback
10-9
 Roles Defined
Role Conflict:
 Others have conflicting or inconsistent expectations
Role Ambiguity:
 Confusion arising from not knowing what one is
expected to do as the holder of a role.
Role Overload:
 Others’ expectations exceed one’s ability
 What is the impact of these outcomes?
 What can managers do about it?

10-10
Norms
 Norm shared
attitudes, opinions,
feelings, or actions
that guide social
behavior
 In what four ways

are norms formed?

10-11
Four Reasons Norms are Enforced

Group/organization survival
Clarification of behavioral expectations
Avoidance of embarrassment
Clarification of central values/unique
identity

10-12
Threats to Group Effectiveness

 Asch Effect
 Groupthink

 Social Loafing

10-13
 The Asch Effect
the distortion of individual judgment by a
unanimous but incorrect opposition.

Standard Line Card Comparison Lines Card

? 1 2 3

10-14
Asch Effect

Individualist cultures resist pressures to conform

more than collectivistic cultures
 What are the implications of the Asch effect
for managers?

10-15
 Groupthink
 Groupthink: When you
feel a high pressure to
conform and agree and
are unwilling to
realistically view
alternatives
 What are some of the
reasons or factors that
promote groupthink?
 What can be done to
prevent groupthink?
10-16
Symptoms of Groupthink Lead to
Defective Decision Making

Symptoms of Groupthink Decision-making Defects

 Invulnerability 1) Few alternatives
 Inherent morality 2) No reexamination of
preferred alternatives
 Rationalization
3) No reexamination of rejected
 Stereotyped views of
alternatives
opposition
4) Rejection of expert opinions
 Self-censorship
5) Selective bias of new
 Illusion of information
unanimity
6) No contingency plans
 Peer pressure
 Mind-guards

10-17
Social Loafing
 Social Loafing:
decrease in individual
effort as group size
increases
 What factors
contribute to social
loafing?
 What actions could
you take to prevent
social loafing?
10-18
ORGANIZATIONAL TEAM
 Teams

 Small group with complementary skills who hold

themselves mutually accountable for common purpose,
goals, and approach

11-20
 Evolution of Teams
A Work Group Becomes a Team When:
1) Leadership becomes a shared
activity
2) Accountability shifts from
strictly individual to both
individual and collective
3) The group develops its own
purpose or mission
4) Problem solving becomes a
way of life, not a part-time
activity
5) Effectiveness is measured by
the group’s collective
outcomes and products
11-21
Effective Work Teams

11-22
Effective Teamwork Requires:
 Trust reciprocal faith in
others’ intentions and
behavior
 Cohesiveness a sense of
“we-ness”, strength of
team members’ desires to
remain a part of the team
 Cooperation rather than
competition
 Within teams
 Among teams within
organizations 11-23
Interpersonal Trust Involves a Cognitive Leap

Cognitive leap Figure 11-3

Faith in the other person’s

good intentions
Assumption that other person
will behave as desired
Firsthand knowledge
of other person’s
reliability and
Distrust Trust
integrity

What can you do to build trust?

11-24
 Cohesiveness
 A sense of “we-ness” helps the
group stick together
 Socio-emotional cohesiveness
 Sense of togetherness based on
emotional satisfaction
 Instrumental cohesiveness
 Sense of togetherness based on
mutual dependency needed to
get the job done

11-25
How to Manage Virtual Teams
 Establish regular times for group
interaction
 Set up firm rules for
communication
 Use visual forms of
communication where possible
 Emulate the attributes of co-
located teams
 Give and receive feedback and
offer assistance on a regular basis
 Agree on standard technology so
all team members can work
together easily 11-26
Self-Management Leadership Behaviors
1) Encourages self-
reinforcement
2) Encourages self-
observation/evaluation
3) Encourages self-
expectations
4) Encourages self-goal-
setting
5) Encourages rehearsal
6) Encourages self-
criticism
11-27