Mata kuliah
Dosen Pembuat
Tahun
: J0754 - Pengelolaan Organisasi Entrepreneurial
: D3122 - Rudy Aryanto
: 2009
Perilaku Grup dan Tim
Chapter 12
Learning Objectives
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Define the terms group and team
Describe the differences in groups and teams
Discuss why people form groups and managers form teams
Compare the various stages of group development
Identify the major factors for building effective teams in
organizations
Group and Team Behavior
Group – two or more employees who
interact with each other in such a
manner that the behavior and/or
performance of a member is
influenced by the behavior and/or
performance of other members.
Types of Groups
• Formal groups
– Created by managerial decision to accomplish stated
organizational goals
• Types of formal groups
– Command Group
– Task Group
Types of Groups
• Informal groups
– Arise from individual efforts
– Develop around common interests and friendships, not
deliberate design
• Types of informal groups
– Interest
– Friendship
Why People Form Groups
Satisfaction of
Needs
Proximity and
Attraction
Economics
Group Goals
Stages of Group Development
Adjourning
Performing
Norming
Storming
Forming
Punctuated Equilibrium
Characteristics of Groups
Structure
Status Hierarchy
Roles
Leadership
Cohesiveness
Norms
Structure and Status
• Within any group, some sort of structure develops over
time
– Members are differentiated by expertise, aggressiveness, power,
status
– The pattern of relationships among positions constitutes group
structure
– Status differences create a hierarchical group structure
– Status in formal groups is based on position in the formal
organization
Role Types in Groups
• Expected role
– Formal requirements of the role
• Perceived role
– The set of behaviors that a group
member believes he/she should enact
• Enacted role
– The behaviors that the member actually carries out
Group Norms
• Standards of behavior shared by group members
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Formed only for things important to the group
May be written, spoken, or implicit
Accepted in varying degrees by members
May not apply to all group members
Developed as a result of member interaction over time
Group Norms
• Good norms
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Standing up for the company when it is unfairly criticized
Always trying to improve
Listening to others
Actively seeking the ideas and opinions
of others
– Caring about the people you work with
Group Norms
• Negative norms
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Taking advantage of others whenever possible
Accepting sub-standard goals
Putting yourself first
Getting ahead, regardless
of costs
– Hiding problems from
supervisors
Leadership Roles in Groups
• In Formal Groups
– Can exercise legitimate power
– Can reward and punish group members
• In Informal Groups
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Helps accomplish group goals
Enables members to satisfy needs
Embodies the values of the group
Presents group’s viewpoint to others
Maintains the group as a functioning unit
Group Cohesiveness
• A force acting on members to remain in a group that
is greater than the forces pulling them away from the
group
– A closeness or commonness of attitude, behavior, and
performance
Group Cohesiveness
• Sources of group attraction
– Goals of the group and the members
are compatible and clearly specified
– The group has a charismatic leader
– The group has a reputation for accomplishment
– The group is small enough to allow member’s opinions to be
heard
– Members support one another and
help each other overcome obstacles
Cohesiveness and Performance
Agreement with Organizational Goals
Low
Low
Degree of
Group
Cohesiveness
High
Performance
probably oriented
away from
organizational goals
High
Performance
probably oriented
toward achievement
of organizational
goals
Performance
Performance
oriented away from oriented toward
organizational goals achievement of
organizational goals
Groupthink
Groupthink – the deterioration of mental
efficiency, reality testing, and moral
judgment in the interest of group
solidarity.
Characteristics of Groupthink
• Groupthink results in…
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An illusion of invulnerability
A tendency to moralize
Feelings of unanimity
Pressure to conform
Opposing ideas are
dismissed
Social Loafing
• Individuals hold back when contributing to the group’s
effort and performance
– Not an issue in cohesive teams
and groups
– Happens where individual
members can receive
neither credit nor blame
for their performance
Nature and Types of Teams
Problem-Solving
Teams
Cross-Functional
Teams
Virtual Teams
Skunkworks
Self-Directed
Work Teams
Why Teams are Formed
• Teams are formed to…
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Enhance organizational productivity
Flatten organizations
Provide flexibility and quicker decisions
Take advantage of diversity
Improve quality
Increase customer satisfaction
Why Teams are Formed
• Teams should be formed when any of the following
exists
– A complicated problem that requires diverse talents and
functional expertise
– A goal of improving an existing product, service, or process
– A task that lends itself to a division of labor
– A situation in which making the wrong decision is costly
Team-Forming Decisions
• Before placing employees into teams, ask these
questions
– Can the work be performed better by
more than one individual?
– Does the work lend itself to a common
set of goals for the people in a team?
– Are team members interdependent?
Requirements for Effective Teams
• Common requirements
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Top-level commitment and clear goals
Management-employee trust
Willingness to take risks
Information sharing
Time
Resources
Training
The Role Concept
• Role
– Organized set of behaviors expected
of an individual in a specific position
• Multiple roles and role sets
– Roles performed simultaneously
– The individual holds many positions in
a variety of organizations and groups
• Role perception
– Expectations for behavior in a role
– Different groups have different expectations
Role Conflict
• Person-role conflict
– Role requirements violate the basic values, attitudes, needs of
the individual
• Intrarole conflict
– Difficulty satisfying the role requirements of people with different
expectations
• Interrole conflict
– Difficulty fulfilling multiple roles with conflicting expectations
Role Conflict
• Common results of role conflict
– Psychological stress that may result
in emotional problems and indecision
– Reduced performance