IO LESSON 6

• Group


  2 or more people who perceive themselves as a group and interact with each other
• Group

  • Must involve some degree of structure and permanency
  • Members of the group must see themselves as a unit
  • Group must provide rewards to its members
  • Anything that happens to one member of the group affects every other member
  • Members of the group must share a common goal
• Groups must have multiple members
• Group size

  • 2 (Dyad)
  • 3 (Triad)
  • 4 to 20 people (small group)
• An event that affects one group member should affect all group members (Corresponding effects)
• Formal groups


  Subunits that the organization has established
• Informal groups


  No to little interdependence and no organizationally mandated purpose<|>They exist due to the fact that human are social animals and have a drive to bond with others, they define themselves by their group affiliations<|>Develop apart from the official structure of the organization and exist relatively independent of it
• Work group


  Interdependent collection of individuals who share responsibility for specific outcomes for their organization
• Team


  Consists of interdependent workers with complimentary skills working toward a shared goal or outcome<|>Groups of two or more people who interact with and influence each other, that is: (1) to fulfill some purpose; (2) held together by their interdependence and need for collaboration; (3) influence each other (4) perceive themselves to be a team
• Team


  • Team permanence – how long that team exists
  • Skill diversity – each member possesses different skills and knowledge
  • Authority dispersion – the degree that decision-making responsibility is distributed throughout the team
  • Identification – extent to which group members identify with the team rather than in other groups
  • Interdependence – one member does greatly influence what another member does
  • Power differentiation – overstepping roles, challenge opinions, interrupt each other, gives orders, and use sarcasm
  • Social distance – imaginary space that separates 2 colleagues such as treating them formally and very politely rather than being casual
  • Members negotiate in a win-win style in which the goal is for every person to come out ahead
• Types of teams

  • Departmental teams
  • Self-directed teams
  • Task force (project) teams (cross-functional)
  • Production teams
  • Management teams
  • Service teams
  • Advisory teams (parallel teams)
• Process losses


  Teams have additional costs and resources expended on the team development and maintenance rather than on performing the task<|>Refers to any nonmotivational element of a group situation that detracts from the group performance<|>Amplified when more people are added or replace others on the team<|>Brook's Law – adding more people on a project team when the project is already on-going, the project will more likely finished longer than in shorter span of time
• Social facilitation


  Involves positive effect of presence of others on individual's behavior
• Social inhibition


  Involves the negative effects of other's presence
• Types of social effects

  • Audience effects
  • Coaction
• Audience size, proximity, and status affects the performance of the group
• Mere presence of others naturally produces
• Social loafing


  Considers the effect on individual performance when people work together on a task; exerting less effort in group work than individual work<|>Occurs on tasks with low in attractiveness<|>Less likely to occur in cohesive groups
• Social enhancement


  Occurred among group members who were working on a task that was high in attractiveness
• Free-rider theory


  When things are going well, a group member realizes that his effort is not necessary, and this does not work hard as he would if he were alone
• Sucker effect


  Social loafing occurs when a group member notices that other group members are not working hard and does are "playing him for a sucker", then decide that they will no longer be played for a sucker and thus reduce their effort
• Social compensation


  When individual increase their efforts on collective tasks because they don't anticipate much help form their group members
• Ways to minimize social loafing


  • Form smaller groups so each member's performance is noticeable and important and it increases individual commitment and identity with the team
  • Specialize tasks to easier observe when each member performs differently
  • Measure individual performance
  • Increase job enrichment so it could have high motivation potential
  • Select motivated, team-oriented employees, who are also known to have at least moderately high conscientiousness and agreeableness
• If the leader or group member has an accurate solution to a problem the group is trying to solve, the group will probably perform at a high level
• Groupthink


  Members become cohesive and like-minded that they make poor decisions despite contrary information that might reasonably led them to other options
• Mindguard


  A member of a cohesive group whose job it is to protect the group from the outside information that is inconsistent with the group's views
• Team members tend to work together more effectively when they receive some team-based rewards, when the organization's structure assigns discrete clusters of work activity to teams
• External competition also increases motivation for teams to work together
• Groups that are pressured by outside forces also tend to become highly cohesive
• Psychological reactance


  When we believe that someone is trying to intentionally influence us to take some particular action, we often react by doing the opposite
• Group characteristics


  • Smaller size of group, more cohesive
  • Additive tasks – those for which the group's performance is equal to the sum of the performances by each group member; each contribution is important
  • Conjunctive tasks – group performance depends on the least effective group member
  • Disjunctive tasks – group performance is based on the most talented group member
  • Social impact theory – if the group is already stable and cohesive, adding another member might be disruptive
• The higher group status, the greater cohesiveness
• It's important to believe that group has higher status
• Groups with high-ability members outperform those with low-ability members
• Confidence is the key to success
• Groups whose members have task-related experience and score high in the personality dimensions of openness to experience and emotional stability will perform better than groups with no such characteristics
• Good communication is also the key
• Mental model


  Organized structures combining the knowledge, beliefs, and understandings of two or more individuals that help coordinate their efforts
• Shared mental models


  Organized structures combining the knowledge, beliefs, and understandings of two or more individuals that help coordinate their efforts
• Group roles

  • Task-oriented roles
  • Social-oriented roles
  • Individual role