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1、Organizational BehaviorIntergroup Behavior, Negotiation & Team BuildingChapter 9Organizational BehaviorGroup CohesivenessDefinition(s)Commonness of attitudes or behaviorGreater force holding together than driving apartSense of belonging and feelings of moraleIndividuals who “are attracted to each ot
2、herNote that several of these definitions tend to be circular or confuse cause with effect.Cohesiveness and PerformanceCohesiveness is beneficial if the groups goals are in concert with organizational goals .Organizational BehaviorSources of Attraction to a Group/TeamThe goals of the group and the m
3、embers are compatible and clearly specifiedThe group has a charismatic leaderThe group has a reputation for accomplishmentThe group is small enough to have members opinions heardThe members support one another and help each other overcome obstaclesOrganizational BehaviorRELATIONSHIP BETWEEN GROUP CO
4、HESIVENESS & AGREEMENT WITHORGANIZATIONAL GOALSDegree ofgroupcohesivenessLowPerformanceprobably orientedaway from organizational goalsPerformanceprobably orientedtoward achievementof organizationalgoalsHighPerformanceoriented away from organizational goalsPerformanceoriented toward achievement of or
5、ganizational goalsLowHighAgreement with organizational goalsOrganizational BehaviorSteps Managers Can Take ToEnhance the Two Types ofGroup CohesivenessSocio-Emotional CohesivnessKeep the group relatively smallStrive for a favorable public image to increase the status and prestige of belongingEncoura
6、ge interaction and cooperationEmphasize members common characteristics and interestsPoint out environmental threats (e.g., competitors achievements to rally the group)Organizational BehaviorSteps Managers Can Take ToEnhance the Two Types ofGroup Cohesiveness (continued)Instrumental CohesivnessRegula
7、rly update and clarify the groups goal(s)Give every group member a vital “piece of the actionChannel each group members special talents toward the common goal(s)Recognize and equitably reinforce every members contributionsFrequently remind group members they need each other to get the job doneOrgani
8、zational BehaviorTrustHow to Build TrustCommunication (keep everyone informed; give feedback; tell the truth)Support (be available and approachable)Respect (delegate; be an active listener)Fairness (give credit where due; objectively evaluate performance)Predictability (be consistent; keep your prom
9、ises)Competence (demonstrate good business sense and professionalism)Trust: “Reciprocal faith in others intentions and behavior. Propensity to trust: “A personality trait involving ones general willingness to trust others. Organizational BehaviorInterpersonal Trust Involves a Cognitive LeapFirsthand
10、 knowledgeof other personsreliability and integrityDistrustTrustCognitive leapFaith in the other persons good intentionsAssumption that other person will behave as desiredOrganizational BehaviorBasic Distinctions Among Quality Circles, Virtual Teams and Self-Managed TeamsQuality CirclesVirtual Teams
11、Self-Managed TeamsType of teamType ofempowermentMembersAdviceAdvice or project(usually project)Production,project, or actionConsultationConsultation,participation,or delegationDelegationProduction/servicepersonnelManagers andtechnical specialistsProduction/service,technicalspecialistsOrganizational
12、BehaviorBasic Distinctions Among Quality Circles, Virtual Teams and Self-Managed Teams (continued)Quality CirclesVirtual TeamsSelf-Managed TeamsBasis ofmembershipRelationship toorganizationAmount of face-to-facecommunicationVoluntaryAssigned(some voluntary)AssignedParallel Parallel orintegratedInteg
13、ratedStrictly face-to-facePeriodic to noneVaries, dependingon use ofinformationtechnologyOrganizational BehaviorSurvey Evidence: What Self-Managing Teams ManagePercentage of Companies Saying Their Self-Managing Teams Perform These Traditional Management Functions by Themselves.Schedule work assignme
14、nts67%Work with outside customers67Conduct training59Set production goals/quotas56Work with suppliers/vendors44Purchase equipment/services43Develop budgets39Do performance appraisals36Hire co-workers33Fire co-workers14Organizational BehaviorCharacteristics of an Effective TeamClear purposeInformalit
15、yParticipationListeningCivilized disagreementConsensus decisionsOpen communicationClear roles and work assignmentsShared leadershipExternal relationsStyle diversitySelf-assessmentOrganizational BehaviorEight Attributes of High-Performance Teams:Participative leadership. Creating an interdependency b
16、y empowering, freeing up, and serving othersShared responsibility. Establishing an environment in which all team members feel as responsible as the manager for the performance of the work unitAligned on purpose. Having a sense of common purpose about why the team exists and the function it servesHig
17、h communication. Creating a climate of trust and open, honest communicationFuture focused. Seeing change as an opportunity for growthFocused on task. Keeping meetings focused on resultsCreative talents. Applying individual talents and creativityRapid response. Identifying and acting on opportunities
18、Organizational BehaviorWhy Work Teams FailMistakes typically made by managementvTeams cannot overcome weak strategies and poor business practicesvHostile environment for teams (command-and-control culture; competitive/individual reward plans; management resistance)vTeams adopted as a fad, a quick-fi
19、x; no long-term commitmentvLessons from one team not transferred to others (limited experimentation with teams)vVague or conflicting team assignmentsvInadequate team skills trainingvPoor staffing of teamsvLack of trustOrganizational BehaviorWhy Work Teams FailProblems typically experienced by team m
20、embersvTeam tries to do too much too soonvConflict over differences in personal work styles (and/or personality conflicts)vToo much emphasis on results, not enough on team processes and group dynamicsvUnanticipated obstacle causes team to give upvResistance to doing things differentlyvPoor interpers
21、onal skills (aggressive rather than assertive communication, destructive conflict, win-lose negotiation)vPoor interpersonal chemistry (loners, dominators, self-appointed experts do not fit in)vLack of trustOrganizational BehaviorConflictFunctional conflict serves the organizations interests while dy
22、sfunctional conflict threatens the organizations interests.Conflict: “A process in which one party perceives that its interests are being opposed or negatively affected by another party. Organizational BehaviorThe Relationship between Conflict Intensity and OutcomesSource: LD Brown, Managing Conflic
23、t of Organizational Interfaces, 1986, Addison-Wesley Publishing Co., Inc., Reading, Massachusetts. Figure 1.1 on page 8.LowModerateIntensityHighToo littleconflictAppropriateconflictToo muchconflictNegativeNeutralPositiveOutcomesOrganizational BehaviorWhy do we try to eliminate conflict?Ingrained rei
24、nforced at home, school, churchManagers are often evaluated and rewarded for lack of conflict part of the culture of the organizationAvoid disturbing the status quo “If it isnt broke do you break it or move on?Organizational BehaviorAntecedents of ConflictIncompatible personalities or value systems.
25、Overlapping or unclear job boundaries.Competition for limited resources.Interdepartment/intergroup competition.Differences in perceptions or inaccurate perceptionsInadequate communication.Functional differences line and staff; production & marketingInterdependent tasks.Organizational complexity.Orga
26、nizational BehaviorAntecedents of Conflict (continued)Unreasonable or unclear policies, standards, or rules.Unreasonable deadlines or extreme time pressure.Collective decision making.Decision making by consensus.Unmet expectations.Unresolved or suppressed conflict.Organizational BehaviorConflict Out
27、comesAgreement: Strive for equitable and fair agreements that last. Search for solutions (Functional consequence)Stronger relationships: Build bridges of cohesiveness, goodwill and trust for the future. (Functional consequence)Learning: Greater self-awareness and creative problem solving. Change and
28、 adapt. (Functional consequence)Focus on activity: become task oriented; less concern for individual satisfaction defeat the enemy. (Dysfunctional consequence)Develop loyalty conformance to norms tends to become important in conflict situations. (Dysfunctional consequence)Organizational BehaviorConf
29、lict OutcomesDistorted perceptions: members may develop stronger opinions of the importance of their unit. Survival of the fittest. (Dysfunctional consequence)Negative stereotyping: as conflict rises, stereotypes are reinforced. See fewer distances in your group and greater differences between group
30、s than really exist. (Dysfunctional consequence)Decreased communication: decision-making process can be disrupted. (Dysfunctional consequence)Also violence and aggression. (Dysfunctional consequence)Organizational BehaviorAn Updated Contact Model for Minimizing Intergroup Conflict Conflict within th
31、e group is high There are negative interactions between groups (or between members of those groups) Influential third-party gossip about other group is negative Work to eliminate specific negative interactions between groups (and members). Conduct team building to reduce intragroup conflict and prep
32、are employees for cross-functional teamwork. Encourage personal friendships and good working relationships across groups and departments. Foster positive attitudes toward members of other groups (empathy, compassion, sympathy). Avoid or neutralize negative gossip across groups or departments.Recomme
33、nded actions:Level of perceivedintergroup conflict tendsto increase when:Organizational BehaviorWays to Build Cross-Cultural RelationshipsBehavior RankBe a good listener1Be sensitive to the needs of others2Be cooperative, rather than overly competitive2Advocate inclusive (participative) leadership3C
34、ompromise rather than dominate4Build rapport through conversations5Be compassionate and understanding6Avoid conflict by emphasizing harmony7Nurture others (develop and mentor)8TieOrganizational BehaviorManaging Intergroup Conflict through ResolutionProblem-solving: reduce tensions through face-to-fa
35、ce meetings of conflicting groups. Identify conflicts and resolve them. Involves identifying all issues, debates, and decision-making.Superordinate goals: develop a common set of goals and objectives that cant be obtained without the cooperation of groups involved.Resources: Try to expand resource i
36、f the source of conflict is limited resourcesAvoidance: effective only in short-term. Does not resolve or eliminate conflict eventually it must be faced.Smoothing: emphasize the common interest of the conflicting groups and de-emphasize their differences. Manager does not take sides may only be a sh
37、ort-term solution.Organizational BehaviorManaging Intergroup Conflict through ResolutionCompromise: No distinct winner or loser not an ideal situation for either group. Authoritative command: management steps in and expresses desires to groups. Subs usually follow; whether or not they agree with it.
38、 Again, short-run solution.Altering the human variable: changing human behaviorAltering structural variables: change the formal structure of the group. Changing members, identify a coordinator.Identifying a common enemy: groups in conflict may unit to defeat a common enemy. Organizational BehaviorFi
39、ve Conflict-Handling StylesIntegratingObligingDominatingAvoidingCompromisingHighLowHighLowConcern for OthersConcern for SelfSource: MA Rahim, “A Strategy for Managing Conflict in Complex Organizations, Human Relations, January 1985, p 84. Used with authors permission.Organizational BehaviorAlternati
40、ve Dispute Resolution (ADR) TechniquesFacilitation: Third party gets disputants to deal directly and constructively with each other.Conciliation: Neutral third party acts as communication link between disputants.Peer review: Impartial co-workers hear both sides and render decision that may or may no
41、t be binding.Ombudsman: Respected and trusted member of the organization hears grievances confidentially.Mediation: Trained third-party guides disputants toward their own solution.Arbitration: Neutral third-party hears both sides in a court-like setting and renders a binding decision.Organizational
42、BehaviorGroup Negotiations“A give-and-take decision-making process involving interdependent parties with different preferences. Only successful negotiations have all parties walking away feeling like they have won. Managers can:Understand the other side. Identify all needs and positions of the other
43、 group(s). Must ask questions. Attempt free exchange of information.Know all options: develop, understand, and evaluate options to resolve the conflict. Outcomes may differ if issue is renegotiated. Organizational BehaviorQuestionable/Unethical Tactics in NegotiationtLiestPufferytDeceptiontWeakening
44、 the opponenttStrengthening ones own positiontNondisclosuretInformation exploitationtChange of mindtDistractiontMaximizationOrganizational BehaviorNegotiation TacticsGood cop/bad copNibble: receiving an additional concession after an agreement has been reached.Joint problem solving: what can be done so that both sides win?Power of competition: outsource the group (or put the fear of that on the table)Splitting the difference: useful if groups are at an impasseLow-balling: lower other groups expectations
