3. The existence of groups can alter a person’s motivation or needs and can influence the behavior of people in an organizational setting.
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6. Group Versus Team Differences Formal Work Group Team Works on common goals Total commitment to common goals Accountable to manager Accountable to team members Skill levels are often random Skill levels are often complementary Performance is evaluated by leader Performance is evaluated by members as well as leaders Culture is one of change and conflict Culture is based on collaboration and total commitment to common goals Performance can be positive, neutral, or negative Performance can be greater than the sum of members’ contribution or synergistic (e.g., 1 + 1 + 1 = 5) Success is defined by the leader’s aspirations Success is defined by the members’ aspirations
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8. Why People Form Groups Attraction Goals Economics Need Satisfaction Proximity
9. 1. Forming Group forms and situation is uncertain and disorganized Stages of Group Development 2. Storming Turbulence, disruption, and frustration is at highest level 3. Norming 4. Performing 5. Adjourning Share vision, values, goals, and expectations; deviations are not welcome Roles are specific, goals are clear, and results are noted Disbands in an orderly way
25. Group Cohesiveness and Organizational Goals Agreement with Organizational Goals Low High Degree of Group Cohesiveness Low High Performance probably oriented away from organizational goals Performance probably oriented toward organizational goals Performance oriented away from organizational goals Performance oriented toward organizational goals
9 The following suggestions specify the types of changes in jobs that are most likely to lead to improvements in each of the five core dimensions. (1) Combine tasks - managers should put existing fractionalized tasks back together to form a new, larger module of work. This increases skill variety and task identify. (2) Create natural work units - managers should design tasks that form an identifiable and meaningful whole. This increases employee “ownership” of the work and encourages employees to view their work as meaningful and important rather than as irrelevant and boring. (3) Establish client relationships - the client is the user of the product or service that the employee works on. Whenever possible, managers should establish direct relationships between workers and their clients. This increases skill variety, autonomy, and feedback for the employee. (4) Expand jobs vertically - vertical expansion means giving employees responsibilities and controls that were formerly reserved for management. It partially closes the gap between the “doing” and “controlling” aspects of the job, and it increases employee autonomy. (5) Open feedback channels - by increasing feedback, employees not only learn how well they are performing their jobs but also whether their performances are improving, deteriorating, or remaining at a constant level. Ideally, employees should receive performance feedback directly as they do their jobs rather than from management on an occasional basis.
5 Break-even Analysis identifies profit or loss at various sales volumes Return on Investment measures productivity of assets Marginal Analysis compares the additional cost in a particular decision rather than average cost Game Theory mathematical models that analyze multi-party decision contexts Linear Programming for optimally solving resource allocation problems Queuing Theory for calculating waiting lines
