1. Understanding Work Teams
Learning Outcome:
1. Describe Formal and Informal Group
2. Define Group Norms
3. Explain Group Cohesiveness and Conformity
4. Define Groupthink
5. Understand the Concept of Team Building
6. Describe a Quality Circle

2. Formal and Informal Group
Group where people interact to meet
a shared goal, sense of purpose.
In organization contain two kind of groups;
a. informal work groups
b. formal work groups

3. Informal Work Groups Formed voluntary by members of an organization
- through personal contacts and interactions
Interest group : members share a purpose or concern
Social Experience : contacts or interactions at work
Develop where employees work close
together

4. Informal Work Groups Effect of informal groups - affect productivity
- employees morale
- success of managers
- create loyalty
Hawthorne Studies
- result from power of group; set own
productivity levels and pressure workers
to meet them.

5. Formal Work Groups Establishes to carry out specific tasks
- can exist for short or long time period
- example “Task force” with single goal in designing a new product or resolving problem.
Group Norms
- informally regulate the behavior of the group members
- loyal to group and expected to hold on it
- it doesn’t govern every action but only those important
survive
- affect productivity levels and operating procedures or
other work-related activities.

6. Formal Work Group Development Stages
Stage of Group Development
Forming
High commitment
Low competence
Members come to the group committed, but they have not developed competence in working together
Storming
Lower commitment
Some competence
Members come to the group committed, but they have not developed competence in working together
Norming
Variable commitment
High competence
Commitment changes while competence remains constant
Performing
High commitment
High competence
Commitment and competence remain high

7. Formal Work Groups Group Behavior Cohesiveness Conformity Groupthink
Degree of attraction among group members
Determine strength of group norms
The smaller the number in a group the better
Determine the success towards achieving the objectives
Accept and follow group norms
Need consistent behavior of members
- similar to personal attitudes, beliefs, behavior
- feel pressure to accept
- rewards or sanctions for comply or not comply
Group members lose ability to think as individual and confirm at expense of their good judgment

8. Formal Work Groups - Pressure Group
Group is broken up
110
100
Group Pressure 90 80 70 60 50
Group Production Level 40 5 10 15 20 25 30 35 40
Entire group worked together
Operate, an isolate, on her own

9. The Important of Work Teams
Helps organization meet its goal
Group has more knowledge and information than individual
Create more effective and efficient organization
Improve productivity and maintain competitive edge
Bringing men and women from
different background together

10. The Important of Work Teams
Linking pin (Manager)
Work group WG WG
Source: Rensis Likert
Linking-pin concept:
manager’s roles in work group
Managers are members of overlapping groups, link formal work group to the total organization
Effective formal work group – called Team Building
Process of establishing cohesive group – achieve its goal

11. Supervisor is an authority granted by top management:
Groups and Leaders
Supervisor is an authority granted by top management:
1. Gain Acceptance
Supervisor assign to a formal work group must work to gain acceptance as leader.
- know their task well
- communicate information effectively
-treat workers with respect
- make fair judgment
- gain trust and respect of employees

12. Groups and Leaders 2. Encouraging Participation
Building an effective team requires a nontraditional managerial approach
Share responsibility, acting more as a coach than a manager
Provide group with a vision
Offer members the possibility of designing a state-of-the-art product or service
Supervisor lead by example

13. Group Decision Making
Group decision in organization are made by group rather than individuals
There are at least two primary reasons for this;
1. desire to develop more and better alternatives
2. to get best ideas and to improve their implementation

14. Advantages of Group Decision
Decision as their own set of strength and neither ideal for all situation
Provides more complete information
Generates more alternatives
Increase acceptance of a solution
Increase legitimacy

15. Advantages of Group Decision
Provides more complete information
develop through diversity of experience and perspective to the decision making
Generates more alternatives
have greater quantity and diversity of information
Increase acceptance of a solution
- many decision fail after final choice has been made because people do not accept the solution
- participation of people affected by the solution and help to implement it, they are likely to accept the solution and encourage others to accept it.
Increase legitimacy
the decision making process is consistent with democratic ideals and perceived as more legitimate

16. Disadvantages of Group Decision
Time consuming
Minority domination
-members are not perfectly equal
-they are different in term of:-
rank/position, experience, knowledge, verbal skills, influence others etc.
3. Pressure to confirm
- social pressure in groups such as “Groupthink”
Ambiguous responsibility
- group is shared responsibility, but who is actually responsible for the final outcome?
- group decision any responsibility of any single member is watered down

17. Disadvantages of Group Decision
Groupthink
-Style of thinking often in cohesive groups
- attempt to reduce conflict and reach agreement without thoroughly evaluating alternative actions
The Symptoms of groupthink:
Feelings of invulnerability where danger is ignored and excessive risks are taken
Rationalizing anything contrary to group assumption
Overriding belief in the morality of the group regardless of ethical outcomes
Stereotyping opposition as weak and ineffectual
Pressuring group members not to be disloyal to the group
Self-censoring individual ideas not in harmony with the group viewpoint
Illusion of unanimous agreement with silence viewed assent
Mindguards who shield the group from adverse outside information

18. Improve Decision Group Making
Brainstorming (process of generating ideas)
- problem share and understand by all group members
- “free-wheel” as many alternatives in a give time
- No criticism allow, all alternatives recorded for later discussion
Nominal Group Technique (restricts discussion)
- members required to operate independently
Electronic Meetings
- blend the nominal group technique with sophisticated computer and videoconferencing technology
- immediate feedback in given and discuss

19. Leadership Skills 1. Motivation (what supervisor does on employee)
-define as:- aim, desire, end, impluse, intention, objective, and purpose
-motivation getting people to exert a high degree of effort on their job
- motivation must come within an employee
- supervisor must create an environment that encourages motivation on part of the employees
- Motivation can best be understood using the following sequence of events:
Needs Drives or motives Accomplishment of goals

20. Leadership Skills
2. Understanding People (individual has a unique personality and makeup)
- need to motivate differently
- as people work for different reasons
When supervisor attempt to understand behavior of an employee;
- must understand that people do things for a reason
- reason can be imaginary, inaccurate, distorted, unjustifiable, but it is real to the individual
Pygmalion effect (self-fulfilling prophecy)
- tendency of an employee to live up to the supervisor’s expectations.
- supervisor expects an employee to succeed – he usually did, supervisor expects an employee to fail- he usually did.

21. Leadership Skills
3. Job satisfaction(relate to motivation) - individual general attitude or mind set towards the job - can be affected by working condition, pay, benefits - organizational morale, refer to individual feeling of being accepted by , and belonging to, a group of employees through common goals, confidence in their desirability, and progress toward them. - morale also related to group attitudes, while job satisfaction is more of an individual attitude.

22. Leadership Skills 3. Job Satisfaction
Perceived opportunities elsewhere
Commitment to the organization – loyalty, devotion
Job satisfaction
Perceived long-range opportunities
Social relationships
Working conditions
Job dissatisfaction
Lack of commitment to the organization – turnover, absenteeism, tardiness, accidents, strikes, grievances, sabotage
Compensation
Job design
Supervision