Matakuliah
Tahun
: D0064 - Sosiologi dan Psikologi Industri
: Sep-2009
WORK GROUP & WORK TEAMS
Pertemuan 19 - 20
Teams terdapat di dalam pekerjaan yang membutuhkan koordinasi
lebih dari satu orang  Pabrik, rumah sakit, sekolah, dan toko
WORK GROUP:
Kumpulan dari 2 orang atau lebih, yang saling berinteraksi satu sama lain
untuk mencapai tujuan yang saling berhubungan
Kedua karakteristik (Interaksi dan saling berhubungan) membedakan
sebuah kelompok dari sekedar sekumpulan orang.
WORK TEAM:
Sebuah Work Group yang memiliki karakteristik berikut ini:
• Kegiatan individu di dalamnya harus saling terkait dan terkoordinasi
• Setiap anggota harus memiliki tugas tertentu
• Memiliki tujuan bersama
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KONSEP SEBUAH GROUP
1. PERAN:
Tidak semua anggota group memiliki peran / fungsi yang sama. Masingmasing individu memiliki pekerjaan dan kewajiban yang berbeda-beda.
Contoh: dalam sebuah team Operasi Bedah Jantung, masing-masing
anggota memiliki tugas dan tanggung jawab yang berbeda-beda: perawat,
anastesi, dokter bedah jantung, dll
FORMAL ROLES:
Ditentukan oleh organisasi dan menjadi bagian dari job description
(penjabaran tugas kerja)
INFORMAL ROLES:
Muncul dari interaksi kelompok  individu yang berinisiatif untuk
mengirimkan kartu ucapan selamat ulang tahun kepada semua anggota, dll
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KONSEP SEBUAH GROUP
2. NORMA:
Peraturan tak tertulis atau perilaku yang diterima oleh anggota kelompok
group.
 Cara berpakaian, cara berbicara, cara bekerja, dan model kerja keras
yang dilakukan, dll
Norma Work Group lebih memberikan dampak yang signifikan terhadap
para anggotanya dibandingkan dengan Supervisor atau peraturan-peraturan
organisasi
 Karyawan cenderung lebih memilih untuk mengorbankan kesempatan
untuk mendapatkan uang tambahan dibandingkan melanggar norma-normal
Work-Group-nya.
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KONSEP SEBUAH GROUP
Norma (nilai-nilai) yang berlaku di dalam sebuah Work Group, jika
dapat diarahkan dengan tepat, dapat menjadi alat yang efektif untuk
meningkatkan produktivitas
Goal setting bisa menjadi alat yang efektif untuk membantu groups
mengadopsi norma-norma yang konsisten dengan fungsi organisasional
yang sehat. (Sundstrom, De Meuse, & Futrell, 1990)
 Anggota Group harus memiliki komitmen terhadap goal yang telah
ditetapkan; Partisipasi anggota dalam proses goal setting dapat menjadi
metode yang efektif untuk mendapatkan komitmen individual
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KONSEP SEBUAH GROUP
3. Group Cohesiveness
Kelekatan antar anggota group satu sama lain dan membuat group terus bersatu.
Agar group dapat terus solid, seluruh atau sebagian besar anggotanya harus memiliki motif (alasan) yang
kuat untuk terus bersatu.
Pelanggaran norma-norma yang ada, dapat mengancam kelangsungan group.
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KONSEP SEBUAH GROUP
Beberapa penelitian menunjukkan, bahwa group yang solid memiliki
kinerja yang lebih baik (Keller, 1986, Tziner & Vardi, 1983), tetapi ada
juga yang menyatakan bahwa tidak ada hubungannya antara kinerja
dengan group yang solid
Menurut Greene (1989), goal acceptance berhubungan dengan kinerja
kelompok, dan bukan group cohesiveness
Group cohesiveness berhubungan dengan kepuasan kerja, karena
anggota dari kelompok group yang kohesif, cenderung merasa lebih puas
dibandingkan anggota kelompok group yang kurang kohesif.
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KONSEP SEBUAH GROUP
4. Process Loss
All the time and effort expended on activities not directly related to production or task accomplishment are
referred to as process loss
Process loss can have a lot to do with the inefficiency that sometimes, a certain amount of process loss is
necessary and may lead to better future performance by the group
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KONSEP SEBUAH GROUP
5. Performance in the Presence of Others
Performance was better in the presence of others in some studies, but
worse in other studies
Zajonc (1965) found, that the type of task determined if performance was
enhanced or inhibited by the presence of others.
The presence of others increases physiological arousal, which has effects
on task performance.
Performance is improved or facilitated by other-induced arousal when the
task is simple or well learned, such as bicycle riding
Performance is decreased or inhibited by other-induced arousal when the
task is complex or new to the individual, such as solving a complex
mathematics problem
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KONSEP SEBUAH GROUP
These results suggest that:
 For complex tasks, people should be given private space that allows
them to keep their arousal levels relatively low
 For simple tasks, the arousal produced by the presence of others can
enhance performance, but other people can also be a distraction in the
workplace, leading to poorer performance
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GROUP DECISION MAKING
Group Polarization: The deviation from the group
Explanations for Group Polarization:
• The members who hold the minority view will be likely to conform to the
majority, especially if one member’s choice is far from the choices of the
other group member
• The individuals who find the others made the same choice that they did
are likely to be convinced that theirs was the best choice.
Most of the group discussion will be directed to convincing the minority
that they should adopt the “correct” majority viewpoint.
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GROUP DECISION MAKING
Groupthink: When groups make decisions that individual members know
are poor ones (Janis, 1972)
Groupthink is likely to occur in highly cohesive groups with strong leaders
when the social pressure to maintain conformity and harmony in the group
take precedence over sound decision making.
The likelihood of groupthink is increased when decision-making group
isolate themselves from outside ideas and influences
 Suppose that the leader of the group presents a bad idea at a meeting.
Each member might initially suspect that the idea is a poor one but is
reluctant to be the one to say so. As each individual look around the room
and notices that everyone is silent, he or she may begin to doubt his or her
initial judgement. After all, if everyone else seems to be going along,
perhaps the idea is not so bad. As the group process gets rolling, any
criticism is quickly rationalized away, and pressure is put on individual
members to conform to the group point of view.
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GROUP DECISION MAKING
Factors leading to groupthink:
Group
Cohesiveness
Pressure for
Comformity
GROUP
THINK
Isolation of the
Group
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Strong
Leader
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GROUP DECISION MAKING
Janis (1972) offers several suggestions for avoiding groupthink:
1. Group leaders should serve as impartial moderators in group
meetings rather than attempting to control the decision alternatives
that are recommended
2. Group members at every stage of the decision-making process
should critically evaluate decision alternatives and continually seek
information that might support or refute the wisdom of a decision
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TEAM WORK: Level of Analysis
Organization
(Macro)
Team
Individual
(Micro)
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TEAM WORK: 5 Principles of Effective Team
Provide & Accept FEEDBACK
• Konstruktif & Merata
Willing & Prepared to BACK UP others
• Know WHEN to jump and help
View SELF as a GROUP
• Success of TEAM more IMPORTANT than Individual
INTERDEPENDENT
• Rely on one another to CARRY OUT MISSION
LEADERSHIP
• Leaders DO NOT just instruct; but be ROLE MODELS and
INFLUENCE team’s BEHAVIOR
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TEAM WORK:
Interpersonal Processes in Team
COMMUNICATION: Frank, Continuous, & Regular
CONFLICT
• Unavoidable  How team DEAL WITH conflict
COHESION
• Members feel ATTRACTED and WANT TO STAY in it
TRUST
• Creates an environment where members SPEND LESS TIME
WORRYING about others & MORE WILLING to allow others to
help them
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TEAM WORK: PRIETO (1993)
 5 Social Skills yang perlu dimiliki oleh
setiap teamplayer
GAIN THE GROUP ACCEPTANCE
INCREASE GROUP SOLIDARITY
BE AWARE OF THE GROUP CONSCIOUSNESS
SHARE THE GROUP IDENTIFICATION
MANAGE OTHERS’ IMPRESSION OF HIM OR HER
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TEAM WORK:
Salas & Cannon-Bowers (1997)
TEAM PERFORMANCE
COGNITION
knowledge
BEHAVIORS
skills
ATTITUDES
affect
“THINK”
“DO”
“FEEL”
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