grup organization dan perliaku organisasi

management

1. The Group Kelompok 3 Taufan Tornado Mahardhika (117221100) Hendrikus Atmanda (117231011) Rania Felicia Peranginangin (117222085)

2. The Group Foundations of Group Behavior Understanding Work Teams Communication Leadership Power and Politics Conflict and Negotiation Foundations of Organization Structure

3. CHAPTER 9 FOUNDATIONS OF GROUP BEHAVIOR

4. DEFINING AND CLASSIFYING GROUPS GROUPS : Two or more individuals interacting and interdependent, who have come together to achieve particular objectives FORMAL GROUPS : Defined by the organizations structure with designated work assignments establishing task INFORMAL GROUP : Alliances that are neither formally structured nor organizationally determined Appear naturally in response to need for social contact Deeply affect behavior and performance

5. SUBCLASSIFICATIONS OF GROUPS Formal Groups Command Group A group composed of the individuals who report directly to a given manager Task Group Those working together to complete a job or task in an organization but not limited by hierarchical boundaries Informal Groups Interest Group Members work together to attain a specific objective with which each is concerned Friendship Group Those brought together because they share on or more common characteristics

6. FIVE STAGES OF GROUP DEVELOPMENT MODEL

7. AN ALTERNATIVE MODEL FOR GROUP FORMATION Punctuated-Equilibrium Model Temporary groups under deadlines go through transitions between inertia and activity – at the halfway point, they experience an increase in productivity Sequence of Actions Setting group direction First phase of inertia Half-way point transition Major changes Second phase of inertia Accelerated activity

8. GROUP PROPERTIES Group Performance Norms Status Diversity Size Roles Cohesiveness

9. GROUP DECISION MAKING VS. INDIVIDUAL Group Strengths Generate more complete information and knowledge Offer increased diversity of views and greater creativity Increased acceptance of decisions Generally more accurate (but not as accurate as the mostaccurate group member) Group Weaknesses Time-consuming activity Conformity pressures in the group Discussions can be dominated by a few members A situation of ambiguous responsibility

10. GROUP DECISION-MAKING TECHNIQUES Brainstorming An idea-generating process designed to overcome pressure for conformity Nominal Group Technique (NGT) Works by restricting discussion during the decision-making process Members are physically present but operate independently Electronic Meeting - Uses computers to hold large meetings of up to 50 people

11. EVALUATING GROUP EFFECTIVENESS Type of Group Effectiveness Criteria Interacting Brain-storming Nominal Electronic Number and quality of ideas Low Moderate High High Social Pressure High Low Moderate Low Money Costs Low Low Low High Speed Moderate Moderate Moderate Moderate Task Orientation Low High High High Potential for Interpersonal Conflict High Low Moderate Moderate Commitment to Solution High N/A Moderate Moderate Development of Group Cohesiveness High High Moderate Low

12. CHAPTER 10 UNDERSTANDING WORK TEAMS

13. DIFFERENCES BETWEEN GROUPS AND TEAMS Work Group A group that interacts primarily to share information and to make decisions to help each group member perfomr within his or her area of responsibility No joint effort required Work Team Generates positive synergy through coordinated coordinated effort. The individual efforts result in a performance that is greater then the sum of the individual inputs

14. COMPARING WORK GROUPS AND WORK TEAMS

15. 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

16. Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task Very common Task forces Committess TYPES OF TEAMS

17. Virtual Teams teams that use computer technology to tie together physically dispersed member in order to achieve a common goals TYPES OF TEAMS Characteristics Limited socializing The ability to overcome time and space constraints To be effective, needs : Trust among members Close monitoring To be publicized

18. A TEAM-EFFECTIVENESS MODEL

19. KEY ROLES ON TEAMS

20. Freedom and Autonomy Ability to work independently Skill Variety Ability to use different skills and talents Task Identity Ability to complete a whole and identifiable task or product Task Significance Work on a task or project that has a substantial impact on others CREATING EFFECTIVE TEAMS : WORK DESIGN

21. CREATING EFFECTIVE TEAMS : PROCESS Commitment to a Common Purpose Create a common purpose that provides direction Have reflexivity: willing to adjust plan if necessary Establishment of Specific Team Goals Must be specific, measurable, realistic, and challenging Team Efficacy Team believes in its ability to succeed Mental Models Have an accurate and common mental map of how the work gets done A Managed Level of Conflict Task conflicts are helpful; interpersonal conflicts are not Minimized Social Loafing Team holds itself accountable both individually and as a team

22. TURNING INDIVIDUALS INTO TEAM PLAYERS Selecti ng Make team skills one of the interpersonal skills in the hiring process Training Individualistic people can learn Rewar ding Rework the reward system to encourage cooperative efforts rather than competitive (individual) ones Continue to recognize individual contributions while still emphasizing the importance of teamwork

23. COMMUNICATION What is Communication? Process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior.

24. Direction of Communication Downward Communication is a communication that flows from one level of a group or organization to a lower level. For example, group leaders and managers use it to assign goals, explain policies and procedures, point out problems that need attention. Upward Communication is a communication that flows from lower level to a higher level in the group organization. Usually used to inform progress toward goals, relay current problems, and provide feedbacks to higher-ups. Lateral Communication is when communication takes place among members of the same work group or the same level groups.

25. Organizational Communication The Chain rigidly follows the formal chain of command. The Wheel relies on a central figure to act as the conduit for all the group’s communication. The Grapevine is the informal communication network in a group or organization. Although the rumors and gossip transmitted may be informal, it’s still an important source of information.

26. Barriers to Effective Communication Filtering refers to a sender’s purposely manipulating information so the receiver will see it more favorably. Information Overload is when the information we have to work with exceeds our processing capacity. Emotion – you may interpret the same message differently when you’re angry or distraught than when you’re happy. Lying – this barriers is outright misrepresentation of information or lying. Language – even when we’re communicationg in the same language, words mean different things to different people.

27. Cultural Barriers Effective communication is difficult under the best of conditions. Cross-cultural factors clearly create the potential for increased communication problems. A gesture that is well understood and acceptable in one culture can be meaningless or lewd in another. - Barriers caused by Semantics - Barriers caused by Word Connotations - Barriers caused by Tone Differences - Barriers caused by Differences in Tolerance for Conflict and Methods for Resolving Conflicts

28. A Cultural Guide Assume differences until similarity is proven . Most of us assume others are more similar to us than they actually are. You are less likely to err if you assume they are different from you until proven otherwise. Emphasize description rather than interpretation or evaluation . Interpreting or evaluating what someone has said or done draws more on your own culture and background than on the observed situation. So delay judgment until you’ve had sufficient time to observe and interpret the situation from the differing perspectives of all concerned. Practice empathy . Before sending a message, put yourself in the recipient’s shoes. What are his or her values, experiences, and frames of reference? What do you know about his or her education, upbringing, and background that can give you added insight? Try to see the other person as he or she really is. Treat your interpretations as a working hypothesis . Once you’ve developed an explanation for a new situation or think you empathize with someone from a foreign culture, treat your interpretation as a hypothesis that needs further testing rather than as a certainty. Carefully assess the feedback recipients provide you, to see whether it confirms your hypothesis. For important decisions or communiqués, check with other foreign and homecountry colleagues to make sure your interpretations are on target.

29. Summary and Implications for Managers - The less distortion, the more employees will receive goals, feedback, and other management messages as intended. This, in turn, should reduce ambiguities and clarify the group’s task. - Extensive use of vertical, lateral, and informal channels also increases communication flow, reduces uncertainty, and improves group performance and satisfaction. - Perfect communication is unattainable. Yet a positive relationship exists between effective communication and worker productivity. Choosing the correct channel, being an effective listener, and using feedback can make for more effective communication. - Whatever the sender’s expectations, the message as decoded in the receiver’s mind represents his or her reality. And this reality will determine performance, along with the individual’s level of motivation and degree of satisfaction. - Because we gather so much meaning from the way a message is communicated, the potential for misunderstanding in electronic communication is great despite its advantages . - We sometimes process messages relatively automatically, while at other times we use a more effortful, controlled process. Make sure you use communication strategies appropriate to your audience and the type of message you’re sending. - Finally, by keeping in mind communication barriers such as gender and culture, we can overcome them and increase our communication effectiveness

30. LEADERSHIP MAKING GOOGLE LEADER BE A GOOD COACH EMPOWER YOUR TEAM AND DON’T MICROMANAGE EXPRESS IN TEAM MEMBER SUCCESS AND PERSONAL WELL-BEING NOTE : DEVELOP WITH TRAINING IS THE KEY FACTOR

31. WHAT KIND OF LEADERSHIP STYLE THAT WE ALL NEED? TRAIT THEORIES What the best trait that leader must had? BEHAVIORAL THEORIES Theories proposing that specific behaviors differentiate leaders from nonleaders CONTINGENCY THEORIES Assess contingency theories of leadership by their level of support. -Fiedler model = proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control -Self Assessment with LPC SCORE

32. Fiedler Model

33. Other contingency theories Situational leadership theory (SLT) A contingency theory that focuses on followers’ readiness. Path–goal theory A theory that states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization. Leader-participation model A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations. Leader–member exchange (LMX) theory A theory that supports leaders’ creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

34. CHARISMATIC LEADERSHIP Charismatic leadership theory A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. -Ciri : extraverted, self-confident, and achievement oriented -Appealing vision, vision statement, words & action

35. TRANSFORMATIONAL LEADERSHIP Transformational leaders : Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers. Transactional leaders : Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

36. Ethic & Trust Authentic leaders : Leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people. Socialized charismatic leadership : A leadership concept that states that leaders convey values that are other centered versus self centered and who role-model ethical conduct. Servant leadership : A leadership style marked by going beyond the leader’s own self-interest and instead focusing on opportunities to help followers grow and develop.

37. Mentoring

38. Finding & Creating Leaders Selecting Training

39. Summary Leadership and Implications Universal leadership traits failed Behavioral Approach (Task Oriented VS People Oriented Style) Charismatic Leadership is a dream Leader Effective Leaders must develop trusting relationship Test and Interview help identify qualities of leadership HEROES ARE MADE, NOT BORN

40. Power & Politics Workplace political

41. POWER Power : A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes. Formal power : is based on an individual’s position in an organization. It can come from the ability to coerce or reward, or from formal authority Coercive power : A power base that is dependent on fear of the negative results from failing to comply. Reward power Compliance : achieved based on the ability to distribute rewards that others view as valuable. Legitimate power : The power a person receives as a result of his or her position in the formal hierarchy of an organization Personal power Influence : derived from an individual’s characteristics. Expert power Influence based on special skills or knowledge Referent power Influence based on identification with a person who has desirable resources or personal traits

42. Dependence : The Key to Power What Creates Dependence? -Dependence increases when the resource you control is important, scarce, and nonsubstitutable -Political skill The ability to influence others in such a way as to enhance one’s objectives.

43. Sexual Harashment Sexual harassment negatively affects job attitudes and leads those who feel harassed to withdraw from the organization

44. Politics : Power in Action Political behavior Activities that are not required as part of a person’s formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.

45. Causes and Consequences of political behavior

46. How Do People Respond to Organizational Politics?

47. How Good I am playing politics?

48. Summary and implications for manager As a manager who wants to maximize your power, you will want to increase others’ dependence on you. Few employees relish being powerless in their job and organization. People respond differently to the various power bases. An effective manager accepts the political nature of organizations. Some people are significantly more politically astute than others, meaning that they are aware of the underlying politics and can manage impressions. Employees who have poor political skills or are unwilling to play the politics game generally relate perceived organizational politics to lower job satisfaction and self-reported performance, increased anxiety, and higher turnover

49. Conflict & Negotiation Conflict A process : that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. Traditional view : of conflict The belief that all conflict is harmful and must be avoided. Interactionist view : of conflict The belief that conflict is not only a positive force in a group but also an absolute necessity for a group to perform effectively. Functional conflict : Conflict that supports the goals of the group and improves its performance.

50. The Conflict Process Dysfunctional conflict : Conflict that hinders group performance. Task conflict : Conflict over content and goals of the work. Relationship conflict : Conflict based on interpersonal relationships. Process conflict : Conflict over how work gets done. Conflict process A process that has five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes.

51. Negotiation Negotiation A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them. Distributive bargaining Negotiation that seeks to divide up a fixed amount of resources; a win–lose situation.

52. The Negotiation Process Mediator A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.

53. Summary and Implications for Managers Use competition when quick decisive action is needed Use collaboration to find an integrative solution Use avoidance when an issue is trivial or symptomatic of other issues Use accommodation when you find you’re wrong

54. FOUNDATIONS OF ORGANIZATION STRUCTURE An organizational structure defines how job tasks are formally divided, grouped, and coordinated. Managers need to address six key elements when they design their organization’s structure:

55. Common Organizational Designs We can think of the simple structure in terms of what it is not rather than what it is. It has a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization. It is a “flat” organization; it usually has only two or three vertical levels, a loose body of employees, and one individual in whom the decision-making authority is centralized. The bureaucracy is characterized by highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command

56. The Matrix Structure You’ll find the matrix structure in advertising agencies, aerospace firms, research and development laboratories, construction companies, hospitals, government agencies, universities, management consulting firms, and entertainment companies The strength of the matrix is its ability to facilitate coordination when the organization has a number of complex and interdependent activities. The major disadvantages of the matrix lie in the confusion it creates, its tendency to foster power struggles, and the stress it places on individuals.

57. The Virtual Organization The essence of virtual organization can be captured with the question, why own when you can rent? You’ll find this type of organization typically in a small, core organization that outsources its major business functions. The major advantage of the virtual organization is its flexibility, which allows individuals with an innovative idea and little money to successfully compete against larger, more established organizations. However, cultural alignment and shared goals can be lost because of the low degree of interaction among members. Team members who are geographically dispersed and communicate infrequently find it difficult to share information and knowledge, which can limit innovation and slow response time.

58. Organizational Strategy Because structure is a means to achieve objectives, and objectives derive from the organization’s overall strategy, it’s only logical that structure should follow strategy. If management significantly changes the organization’s strategy, the structure must change to accommodate. Most current strategy frameworks focus on three strategy dimensions—innovation, cost minimization, and imitation—and the structural design that works best with each.