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    3 Psikologi Industri

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    Yudha Adi Kusuma
    This document discusses factors that affect individual and group behavior and performance in organizations. It covers topics like group dynamics, factors influencing group performance, and differences between individual and group work. Some key points include: - Group cohesiveness, ability, communication structure, roles, and presence of others can impact a group's performance. Too much groupthink can also be problematic. - There are different types of teams like work teams, cross-functional teams, project teams, and management teams. Teams go through stages of forming, storming, norming, and performing. - Conflicts can be functional or dysfunctional, and there are different conflict styles like avoiding, accommodating, competing, collaborating, and compromising. Pro

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    3 Psikologi Industri

    Uploaded by

    Yudha Adi Kusuma
    61 views27 pages
    This document discusses factors that affect individual and group behavior and performance in organizations. It covers topics like group dynamics, factors influencing group performance, and differences between individual and group work. Some key points include: - Group cohesiveness, ability, communication structure, roles, and presence of others can impact a group's performance. Too much groupthink can also be problematic. - There are different types of teams like work teams, cross-functional teams, project teams, and management teams. Teams go through stages of forming, storming, norming, and performing. - Conflicts can be functional or dysfunctional, and there are different conflict styles like avoiding, accommodating, competing, collaborating, and compromising. Pro

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    3 Psikologi Industri

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    This document discusses factors that affect individual and group behavior and performance in organizations. It covers topics like group dynamics, factors influencing group performance, and differences between individual and group work. Some key points include: - Group cohesiveness, ability, communication structure, roles, and presence of others can impact a group's performance. Too much groupthink can also be problematic. - There are different types of teams like work teams, cross-functional teams, project teams, and management teams. Teams go through stages of forming, storming, norming, and performing. - Conflicts can be functional or dysfunctional, and there are different conflict styles like avoiding, accommodating, competing, collaborating, and compromising. Pro

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    61 views27 pages

    3 Psikologi Industri

    Uploaded by

    Yudha Adi Kusuma
    This document discusses factors that affect individual and group behavior and performance in organizations. It covers topics like group dynamics, factors influencing group performance, and differences between individual and group work. Some key points include: - Group cohesiveness, ability, communication structure, roles, and presence of others can impact a group's performance. Too much groupthink can also be problematic. - There are different types of teams like work teams, cross-functional teams, project teams, and management teams. Teams go through stages of forming, storming, norming, and performing. - Conflicts can be functional or dysfunctional, and there are different conflict styles like avoiding, accommodating, competing, collaborating, and compromising. Pro

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    of 27

    INDIVIDUALS BEHAVIOR IN ORGANIZATION

    Dewi Hardiningtyas, ST, MT, MBA

    OUTLINE
    GROUP DYNAMICS FACTORS AFFECTING GROUP PERFORMANCE INDIVIDUAL VERSUS GROUP PERFORMANCE GROUP CONFLICT

    Gordon (2001) Criteria of a group :


    Members perceives themselves as a unit Group rewards Corresponding effects Common goals

    Assignment
    Physical Proximity

    Affiliation

    Identification

    Emotional Support Assistance for Help

    Common Interests

    Common Goals

    Factors Affecting Group Performance


    Group Cohesiveness Group Ability and Confidence Personality of the Group Members Communication Structure Groups Roles Presence of Others Individual Dominance Groupthink

    Group cohesiveness is the extent to which group members like and trust one another, are committed to accomplishing a team goal, and share a feeling of group pride

    (Beale, Cohen, Burke, & McLendon, 2003)

    The more cohesive the group, the greater :


    1

    Productivity and efficiency (Beale et al., 2003) Decision quality (Mullen, Anthony, Salas, & Driskell, 1994) Member satisfaction (Brawley, Carron, & Widmeyer, 1993; Deluga & Winters, 1991) Member interaction (Shaw & Shaw, 1962) Employee courtesy (Kidwell, Mossholder, & Bennett, 1997)

    COMMUNICATION STRUCTURE

    GROUP ROLES
    TASK ORIENTED

    offering new ideas, coordinating activities, and finding new information

    SOCIAL ORIENTED

    encouraging cohesiveness and participation

    INDIVIDUAL ORIENTED

    blocking group activities, calling attention to oneself, and avoiding group interaction

    Presence of Others

    Social facilitation involves the positive effects of the presence of others on an individuals behavior Social inhibition involves the negative effects of others presence.

    G R O U P T H I N K
    Groupthink most often occurs when the group
    is cohesive is insulated from qualified outsiders has an illusion of invulnerability, infallibility, or both believes that it is morally superior to its adversaries is under great pressure to conform has a leader who promotes a favorite solution has gatekeepers who keep information from other group members.

    Nominal group when several people individually work on a problem but do not interact
    Interacting group when several individuals interact to solve a problem

    A work team is a collection of three or more individuals who interact intensively to provide an organizational product, plan, decision, or service

    Devine, Clayton, Philips, Dunford, and Melner (1999)

    T E A M S
    Identification
    the extent to which group members identify with the team rather than with other groups

    Interdependence
    members need and desire the assistance, expertise, and opinions of the other members

    Power differentiation
    decrease it by treating others as equals and taking steps to ensure equality

    T E A M S
    Social distance
    decrease social distance by being casual, using nicknames, and expressing liking, empathy, and common views

    Conflict management tactics


    team members respond to conflict by collaborating, whereas nonteam members respond by forcing and accommodating

    Negotiation Process
    In teams, members negotiate in a win-win style in which the goal is for every person to come out ahead. In nonteams, members negotiate so that they win and the other members lose.

    TYPES OF TEAMS
    Work teams
    Consist of groups of employees who manage themselves, assign jobs, plan and schedule work, make work-related decisions, and solve work- related problems (Kirkman & Shapiro, 2001).

    Parallel teams (cross-functional teams)


    consist of representatives from various departments (functions) within an organization (Keller, 2001)

    Project teams
    are formed to produce one-time outputs such as creating a new product, installing a new software system, or hiring a new employee.

    Management teams
    coordinate, manage, advice, and direct employees and teams.

    How Teams Develop

    Forming

    Storming

    Norming

    Performing

    Why Teams Dont Always Work


    The Team Is Not A Team Excessive Meeting Requirements Lack of Empowerment Lack of Skill Distrust of the Team Process Unclear Objectives

    CONFLICT is the psychological and behavioral reaction to a perception that another person is either keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship.

    DYSFUNCTIONAL CONFLICT : lower team performance and lower member satisfaction.

    FUNCTIONAL CONFLICT : moderate levels of conflict can stimulate new ideas, increase friendly competition, and increase team effectiveness

    TYPES OF CONFLICT

    Interpersonal conflict

    Individual group conflict

    Group group conflict

    Causes of Conflict
    Competitive for resources Task interdependence Jurisdictional ambiguity Communication barriers Beliefs Personality

    Conflict Styles
    Employees using an avoiding style choose to ignore the conflict and hope it will resolve itself. When a person is so intent on settling a conflict that he gives in and risks hurting himself, he has adopted the accommodating style. A person with a forcing style handles conflict in a win-lose fashion and does what it takes to win, with little regard for the other person. An individual with a collaborating style wants to win but also wants to see the other person win. The final strategy is the compromising style. The user of this type adopts give and take tactics that enable each side to get some of what it wants but not everything it wants.

    Resolving Conflict
    Prior to Conflict Occurring When Conflict first occurs Third-party intervention
    Mediation : a neutral third party is asked to help both parties reach a mutually agreeable solution to the conflict. Arbitration : a neutral third party listens to both sides arguments and then makes a decision.

    THANK YOU!

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