Bahan kuliah 10-11 Psikologi Industri (1).pptx

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Industrial psychology
oleh
Dr Steve Sudjatmiko

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COMMUNICATION

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Model
Dari
Komunikasi

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Non Verbal Communication
Pengganti verbal communication (terutama di saat bising):
• Nodding to show approval
• shaking your head in disagreement
• gesturing for a person to come closer
• go away
Mendukung verbal messages:
• tone of voice,
• facial expressions, and
• body movements to emphasize what we are
saying.
• Pounding fist on the table while voicing
disagreement

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Mengapa Communication Breakdown
1. People learn to present oneself in a
favorable light to get ahead in the company.
2. In hiring interviews, job applicants are
concerned with impression management,
leading to a total mismatch between a
worker’s skills and abilities and the job
requirements.
3. In competitive organizational settings, an air of
mistrust of others may arise. As a result, verbal
messages may not be entirely believed

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Mengapa Communication Breakdown
4. Mistrust often present in organizations
with a history of not honest and open with
employees.
5. Employees’ feelings of defensiveness,
when criticized or questioned.
6. Tendency to under-communicate: assume
that everyone has access to the same
information and possesses the same
knowledge.

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Three factors determine the pattern of communication
: friendship, usage, and efficiency.

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NORMS

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are the rules that groups indicate
appropriate and inappropriate
behavior for members.
NORMS
• the speed of doing a job
• dress
• topics for conversation,
• Who sits where

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ORIGIN OF NORMS
• From explicit statements by supervisors / coworkers.
• For example, “No one goes home until the work area is clean.”
From then on, all workers clean up the work area before
leaving.
• From the group’s history.
• For example, serving a customer leads to a disastrous
outcome, the group may place a ban on serving this customer.
• Import from another place
• For example, a sales supervisor from the corporate office to a
regional sales office commented on the casual dress of
employees, “At the corporate office, employees wear white
from Monday to Thursday.” From the next day on, a new dress
code of more formal attire developed.

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FUNCTIONS OF NORMS
• To help the group survive.
• to facilitate group production.
• to produce higher-quality products or services
• to be innovative and “entrepreneurial”
• To create positive work behaviors, such as
organizational citizenship behavior
• To increase the predictability of members’
behavior.
• For example, speaking turns
• length of speaking time
• content of meetings

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FUNCTIONS OF NORMS
• Finally, norms provide *a sense of
identity*.
• For example, an advertising agency
believes that they are responsible for
setting advertising trends
• So a norm to be Novel, Creative or
Innovative may develop.

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Three processes to learn norms:
(a)Learning specific work skills / abilities,
(b)Learning appropriate role behaviors, and
(c)Adjustment to the work group’s norms and
values
Learning Of Norms
Or
Organization socialization

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3 Steps in Organization socialization
Anticipation
Menduga bahwa
norma di tempat
baru sama dengan
di tempat lama
Accomodation Acceptance
Belajar aturan
baru di tempat
baru
Mengadopsi
aturan baru
dengan Tindakan

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5 kinds of Group Social Processes
1. Obeying group norms.
2. degree of attraction among group
members
3. the group’s beliefs that their action will
lead to desired outcomes
4. working together toward common goals
5. Competing against one another to achieve
individual goals
1. Conformity
2. Group Cohesiveness
3. Group efficacy
4. Cooperation
5. Competition

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5 Social Processes
1. Conformity
3. Group efficacy
4. Cooperation
5. Competition
Conformity
• Conformity is obeying group norms.
• Groups exert pressure on members to follow
them.
• Violation result in subtle / overt pressure to comply
with the rules (disapproval, verbal criticism, or
isolation.
• Once the violator conforms to the norm, the
pressure is removed, and the person is again
included in normal group activities.
• Conformity to norms is very strong and helps
maintain order and uniformity in the group’s
behavior.

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5 Social Processes
1. Conformity
3. Group efficacy
4. Cooperation
5. Competition
Why Not Conform
• The individual’s goals are different from those of the
group.
• For example, a worker who wants to be noticed, might
break the group’s production rate norm.
• To demonstrate that the norm is incorrect and should not
be followed
• Members with power can resist the norm.
• If protester has a “good” past history, she will be
tolerated more
• Pressure to conform may get members to engage in
undesirable, counterproductive, or even unethical
behavior. And stifle individual innovation and creativity
(Pech, 2001).

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5 Social Processes
1. Conformity
3. Group efficacy
4. Cooperation
5. Competition
Group Cohesiveness
• Cohesiveness: the degree of attraction among group
members.
• Cohesiveness explains the team spirit.
• A cohesive group may not necessarily be productive
• So, a cohesive group usually have strong, work-related
norms, such as the willingness to work overtime and a
norm of workers taking personal responsibility for
doing a good job
• Without such strong work-related norms and no goal, it
can be cohesive but not productive

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5 Social Processes
1. Conformity
3. Group efficacy
4. Cooperation
5. Competition
What can increase Group Cohesiveness
• Increases in job complexity and autonomy led to
greater cohesiveness.
• The smaller the group, the more cohesive and the
more satisfied its members.
• The more equivalent the greater the cohesiveness
• The stability: the more stable the membership, the
more time members have to make friend
• Similarity: The more similar the more cohesive the
group is likely to be.
• The presence of an enemy can increase the
cohesiveness of a work group

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5 Social Processes
1. Conformity
3. Group efficacy
4. Cooperation
5. Competition
Group Efficacy
• Group efficacy is the group’s shared beliefs that their
action will lead to desired outcomes
• Group efficacy is a good predictor of group performance
• group efficacy also predicts levels of job satisfaction and
organizational commitment,
• leaders have important impact on developing group
efficacy

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5 Social Processes
1. Conformity
3. Group efficacy
4. Cooperation
5. Competition
Co-operation
• Task interdependence is how much individual
performance depends on the efforts or skills of others
fosters positive feelings about coworkers and increases
cooperative behavior in work groups
• and teams
• Group members also cooperate because achieving
organizational goals can lead to raises, bonuses and
promotions.
• When rewards are based on group performance, it
helps foster cooperation among work group members.

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5 Social Processes
1. Conformity
3. Group efficacy
4. Cooperation
5. Competition
Competition
• In a sales competition, all members of a sales group
compete with one another, but only one can be named
top salesperson.
• Most work groups are rife with competition as members
struggle to get ahead.
• The introduction of competition where goals were
already set actually led to a decrease in performance

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CONFLICT
• Conflicting parties have incompatible goals
• Two persons cannot drive the same truck
• Union vs management in achieving their goals
• two people cannot hold the same job.
• Extreme cases conflict
• negative behaviors, shouting, name-calling, and acts of aggression
• there is often a “loser” in conflict outcomes
• Conflict is a natural process that occurs in all work groups and organizations.
• It can have negative, destructive consequences
• it can also be constructive and lead to positive outcomes
• positive or negative consequences

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Levels of CONFLICT
• Conflict between two people, or interindividual conflict
• Intragroup conflict, between one person / faction within a group and the
other group members.
• An individual who violates a group norm is creating intragroup conflict,
• members of a group who disagree over the action for the group.
• Some attorneys favor hiring someone in-house to handle billing, whereas
others prefer outside agency.
• When two groups are in conflict with each other, intergroup conflict exists.
• Departments compete for budget requests for the upcoming year.
• Interorganizational conflict: between organizations.
• Businesses that are fighting over the same consumer market
• This can cause organizations to compete to provide better goods and
services for consumers.

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WHY of CONFLICT
• A scarcity of important resources—money, materials, tools, and supplies—is
perhaps the most common source of conflict in work organizations
• Interdependence : The greater the interdependence of work activities, the
greater the potential for conflict
• Intergroup conflict can result if one group does not feel that another is
doing its job.
• Flight crew feels that the luggage handlers are too slow, causing delays in
takeoff, the fact that the flight crew may be blamed for the delays
creates a potential conflict situation.
• When the “enemy” is within organization, this causes the conflict
• The workers ask for a wage increase, whereas management, rejects the
request.
• each group views the other as an enemy blocking its goal attainment.

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WHY of CONFLICT
• Research suggests that some people are more conflict prone than others.
• Personality and temperament mean that certain persons may be likely
to engage in conflict.
• some people try to stir up interindividual conflict because of their
desire to gain at others’ expense
• Inability to deal effectively with negative emotions may also make certain
people more conflict prone
• A final characteristic that can be a potential source of conflict is age.
• Younger workers are more conflict prone than older workers, they have
less to lose and more to gain from the outcomes of conflict situations
• Young workers, who are trying to balance work and school, are more
negatively influenced by interpersonal conflict, experiencing greater job
dissatisfaction and stress than older workers

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POSITIVE OUTCOMES of CONFLICT
• A little bit of conflict seems to energize members
• The complete absence of conflict can cause workers to become
complacent and unmotivated. (It can also be very dull.)
• Another positive outcome of conflict:
• stimulate creativity and innovation
• When people challenge the existing system, a form of conflict results
that produce new, and often better, ideas.
• A new, improved method may create some initial conflict

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POSITIVE OUTCOMES of CONFLICT
• Conflict can also improve the quality of
decisions
• The group must consider opposing
views and opinions.
• The positive result of all of this is
that decisions made are usually of
high quality, being the result of a
very critical process.

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NEGATIVE OUTCOMES of CONFLICT
• Reduction of group cohesiveness.
• Too much conflict can erode cohesiveness
• Can diminish members’ abilities to work with each other.
• Conflict can retards communication.
• People who are in conflict may avoid communicating with each other,
making it difficult to work together.

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NEGATIVE OUTCOMES of CONFLICT
• Destructive Conflict result in misleading/ deceptive messages
• false and disparaging rumors are started.
• Supervisors may not allow subordinates to participate in decision-making
• shut down communication to avoid further conflict
• Group goals can become secondary to the infighting.
• Energy to the conflict situation create neglect to perform their jobs

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