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Work group and organizational issues - Coggle Diagram
Work group and organizational issues
Enhancing work groups in the organisation
group processes in the organisation
organizational socialisation
the integration of individuals into work groups and organisations through learning work procedures, work roles, and organizational and group norms
the acquisition of roles and role behaviors and the learning of group norms
social learning theory - looking to peers to find their group/role norms
reinforcement
adjustment to the work group’s norms and values
learning specific work skills and abilities
socialization of employee model
anticipatory socialization
accommodation
role management
newcomers make the transition to regular members or insiders, mastering the tasks and roles they must perform
thorough knowledge of group facets and norms
new employees learn about the various roles that work group members play and about their own specific roles in the group
interpersonal relationship
where they learn their group norms
develop a set of realistic expectations concerning the job and the organization and determine if the organization will provide the right match with their abilities, needs, and values
employee socialization should be planned and systematic
the faster they are socialised, the faster they can be of value
effective socialisation also leads to reduced work stress, turnover rate, increased organisational commitment and career success
influences to socialization rates
background experience
willingness and positive atittude
orientation and training
link new employees with experienced ones
conformity
cohesiveness
we-they feeling
intragroup cohesiveness created by the existence of a common threat, which is typically another group
competition
conflict
interindividual
intragroup
intraindividual
intergroup
interorganizational conflict
where can conflict arise
individual and group interdependence
scarcity of desired resources
can be positive/ negative
positive when it stimulates creativity and innovation
negative when it disrupts work flow and social relationships
improve quality of decisions
disrupt cohesiveness
managing conflict
collaboration
compromise
avoidance
accomodation
what can managers do
superordinate goal
a goal that two conflicting parties are willing to work to attain
use authority
maintain a broad perspective
Thomas–Kilmann model
cooperation
reciprocity rule
task interdependence
social loafing
Norms
rules that groups adopt governing appropriate and inappropriate behavior for members
norms from old group may import to the new group
group leaders or powerful group members play an important role in norm formation
importance
help the group to survive
develop to facilitate group production
rate setting may occur when production is too fast, and possible layoff
help commit work group members to producing higher-quality products or services, and norms can even develop in organizations and groups that compel workers to be innovative and “entrepreneurial”
provide a sense of identity for the group by giving members a chance to express their shared values and beliefs
increase the predictability of members’ behavior.
can predict how long each person can talk, or who can take the longer break
group decision making
brainstorming
a group process generating creative ideas or solutions through a noncritical and nonjudgmental process
groupthink
a syndrome characterized by a concurrence-seeking tendency that overrides the ability of a cohesive group to make critical decisions
group polarisation
the tendency for groups to make decisions that are more extreme than those made by individuals
the use of self managed work teams are on the rise
members work on a complete, task, product or service
terminologies
group
two or more individuals engaged in social interaction to achieve some goal
team
interdependent workers with complementary skills working toward a shared goal
roles
patterns of behavior that are adopted based on expectations about the functions of a position
Role Differentiation
the process by which group members learn to perform various roles
e.g. novice worker cum jokester
Role Expectations
beliefs concerning the responsibilities and requirements of a particular role
created based on
task
formal job title
status within the group
possession of particular work skill
work roles
task roles (getting the job done)
information giver, procedural technician, and evaluator-critic
building and maintenance roles (maintenance of interpersonal relations among group members0
encourager, harmonizer, and compromiser
self centered roles (satisfying personal rather than group goals)
recognition seeker, aggressor, and help seeker
role ambiguity
a sense of uncertainty over the requirements of a particular role
important cause of workplace stress
role conflict
conflict that results when the expectations associated with one role interfere with the expectations concerning another role
can also cause stress when both roles conflict (job satisfaction, well being, performance all lowered)
decision making
autocratic decision making
process by which group decisions are made by the leader alone, based on information the leader possesses
Democratic Decision Making
a strategy by which decisions are made by the group members based on majority-rule voting
consensus
decision making based on 100% member agreement
time consuming
organizational structure and development
organization structure
the arrangement of positions in an organization and the relationships among them
traditional
stable and rule driven
Line staff
Line
Staff
bureaucracy
a structure based on authority relationships among organizational members that operate through a system of formal rules and procedures
six characteristics of bureaucratic org (refer to picture)
mostly manufacturing n service as it is specialised making it efficient
tends to work better for rountine tasks
bureaucratic model may restrict an organization’s ability to grow and innovate.
inflexible rules that stifle individual creativity and initiative, may lead to dissatisfied employees
dimensions
divisional
an organizational structure that divides the organization according to types of products or customers
easily expand products or services merely by adding a new division
greater accountability with each division handling their own financials/ inventory
duplicates of expertise
these experts cannot share their skills with other divisions as they are not working together
chain of command
the number of authority levels in an organization
long chain of command = tall structure
lower employees may feel out of touch with the higher employees because they are too separated
enough supervision
may become top heavy = many managers : worker ratio
Organizations with complex and multifaceted goals or products
more promotional opportunities
span of control
the number of workers who must report to a single supervisor
wide span of control = flat structure
better for repetitive organisation production
functional
eliminates duplication of functions
verly focused on their own department and area of specialization, and this may breed interdepartmental rivalry and conflict
work must move from department to department, taking more time and some departments may be a little slower, and interdepartment conflicts may arise
an organizational structure that divides the organization into departments based on the functions or tasks they perform
decentralized
the process of taking the decision-making authority away from the top levels of the organization and distributing it to lower levels
silly decisions can be done by store managers
more freedom more fair
centralised
the degree to which decision-making power rests at the upper levels of the organizational hierarchy
more standardization, a good level of quality and efficiency
some stores with unique issues will suffer
non traditional
flexible, adaptable, lack of formal authority lines
team organization
nontraditional organizational structure consisting of a team of members organized around a particular project or product
these members are usually all rounders, they know into detail the products and goals and possess a lot of those work related skills,
team organizations share skills and resources, working collaboratively to get the job done
great deal of communication in the form of meetings, problem-solving groups, and conferences goes on in team organizations
usually decides via group decision making
project task force
a nontraditional organization of workers who are assembled temporarily to complete a specific job or project
a “temporary” team organization
All members work together until the task is completed and then return to their original positions
Some companies may even have standing task forces
very small chain of command or none at all, because they de-emphasize authority levels.
matrix organisation
hybrid of traditional and nontraditional org
an organizational design that blends functional and product structures
tend to be best suited for projects and products that require creativity and innovation, but are less well suited for routine tasks that can be easily broken down into specialized components
workers in this org feel more satisfied because of their high responsibility and goals in solving complex situations
reports to 2 managers, functional and product
can be disruptive and confusing
organizational culture
the shared values, beliefs, assumptions and patterns of behaviour in organizations
good culture increases the likelihood of getting recruitment
cultures can be dominant and weak
can be affected be communication of history, technology and product/service
having a strong organizational culture can be beneficial to companies that provide services because it is crucial that representatives of service organizations provide a strong sense of company identity to customers
can harm the org but having a too rigid culture/norm and thus making them resistant to change and innovation
influences on org culture
refer to pic.
measurements
artifacts that employees wear, rituals or stories
Organizational Culture Profile (OCP)
Organizational Practices Scale
organizational development
change agent
action research
an OD methodological model that applies social science research methods to collecting relevant organizational data that are used for solving organizational problems
data gathering and problem diagnosis
types of interventions
survey feedback
an OD technique whereby the consultant works with the organization to develop and administer a survey instrument to collect data that are fed back to organizational members and used as the starting point for change
team building
an OD technique in which teams of workers discuss how to improve team performance by analyzing group interaction
process consultation
an OD technique in which a consultant helps a client-organization study its problems objectively and learn to solve them
management by objectives (MBO)
a goal-setting OD technique in which supervisors and subordinates jointly set performance goals; at the end of the goal period, their attainment is evaluated and new goals are set
quality circles
small groups of volunteer employees from the same work area who meet regularly to solve work-related problems
T groups / sensitivity training
OD technique that uses unstructured group interaction to assist workers in achieving insight into their own motivations and behavior patterns in dealing with other organizational members
org change is critical for org survival
new workforce, new generation, different set of ideals
the process of assisting organizations in preparing for and managing change
Contingency models
Joan Woodward 1965 model for manufacturing orgs
mass production
continuous process
small batch
productivity will suffer if not matched to the correct span of control required in different types
Perrow’s contingency model of organizational structure.1970
routine, engineering, craft, and non-routine
structure of the organization adjusts to the technology
Lawrence and Lorsch model
keeping up with external factors
differentiation
integration