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Organizational behavior

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organization behavior and work team

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Organizational behavior

  1. 1. ORGANIZATIONAL BEHAVIOR GROUP MEMBERS
  2. 2. GROUP AND TEAM WORK
  3. 3. Group & Work Teams Group - two or more people with common interests, objectives, and continuing interaction Work Team - a group of people with complementary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable
  4. 4. GROUPS • A group can be defined as two or more interacting and interdependent individuals who come together to achieve particular objectives. A group behavior can be stated as a course of action a group takes as a family. For example: Strike.
  5. 5. Characteristics of Groups •Norms: standard of behavior that every member of the group is expected to follow. •Conformity: behavior or actions that follow the norms. •Cohesiveness: forming a united whole
  6. 6. TYPES OF GROUPS • There are two types of groups an individual forms. They are formal groups and informal groups. Let us know about these two groups.
  7. 7. FORMAL GROUP • These are the type of work groups created by the organization and have designated work assignments and rooted tasks. The behavior of such groups is directed toward achieving organizational goals. • A group consists of two or more persons who interact with each other, consciously for the achievement of certain common objectives.
  8. 8. • They can be divided into two sub groups • Command group − • It is a group consisting of individuals who report directly to the manager. • Interest group − • It is a group formed by individuals working together to achieve a specific objective. • Example − A group of workers working on a project and reporting to the same manager is considered as a command group.
  9. 9. INFORMAL GROUP • These groups are formed with friendships and common interests. These can be further classified into two sub-groups − • Task group − Those working together to finish a job or task is known as task group. • Friendship group − Those brought together because of their shared interests or common characteristics is known as friendship group.
  10. 10. Stages of Group Development •Forming : When members have begun to think of themselves as part of group. (uncertainty ) . •Storming: There will be a relatively clear hierarchy of leadership within the group. (intragroup conflict) • Norming : When the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behaviour. (Close Relationship &Cohesiveness). •Performing: Group energy has moved from getting to know and understand each other to performing the task at hand. •Adjourning: The final stage in group development for temporary groups ,characterized by concern with wrapping up activities rather than task performance.
  11. 11. • Why Do People Join Groups ???????? • There is no particular reason answering why individuals join groups. Group helps individual to feel stronger, have fewer self-doubts, and be more contrary to threats. • The following points help us understand the need of joining a group by individuals −
  12. 12. • Security mirrors strength in numbers. Status pinpoints a prestige that comes from belonging to a specific group. Inclusion in a group is considered as important because it provides recognition and status. • Self-esteem transmits people's feelings of self-worth. Membership can sometimes raise feelings of self- esteem like being accepted into a highly valued group. • Affiliation with groups can meet one's social needs. Work groups significantly contribute to meet the need for friendships and social relations. • People may join a group for goal achievement. Sometimes it takes more than one person to accomplish a particular task.
  13. 13. OTHER REASONS FOR GROUP FORMATION 1.COMPANIONSHIP 2.SENSE OF IDENTIFICATION 3.SOURCE OF INFORMATION 4.JOB SATISFACTION 5.PROTECTION OF MEMBERS 6.OUTLET FOR FRUSTATION 7.PERPETUATION OF CULTURAL VALUES 8.GENERATION OF NEW IDEAS
  14. 14. Definition of Work Teams A small number of people with complementary skills who are committed to a common purpose, common performance goals, and an approach for which they hold themselves mutually accountable”. -G. Moorhead and R.W. Griffin
  15. 15. Benefits of Work Teams • Enhanced performance • Employee benefits • Reduced costs •Organizational enhance ments
  16. 16. 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.
  17. 17. Types of Teams Problem-Solving Teams Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving 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.
  18. 18. Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. • Task forces •Committees
  19. 19. Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
  20. 20. Turning Individuals Into Team Players The Challenges Overcoming individual resistance to team membership. Countering the influence of individualistic cultures. Introducing teams in an organization that has historically valued individual achievement Shaping Team Players Selecting employees who can fulfill their team roles. Training employees to become team players. Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions.
  21. 21. Teams and Quality Management Team Effectiveness and Quality Management Requires That Teams: 1. Are small enough to be efficient and effective. 2. Are properly trained in required skills. 3. Allocated enough time to work on problems 4. Are given authority to resolve problems and take corrective action. 5. Have a designated “champion” to call on when needed.
  22. 22. Three tests to see if a team fits the situation: 1. Is the work complex and is there a need for different perspectives? 2. Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals? 3. Are members of the group involved in interdependent tasks?

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