kelompok dan team building bk

GROUP DYNAMICS

Budi Anna Keliat

A. Central Concepts In Group Dynamics

1. Types of Groups

Fiedler

2. Group Norms

Norms = standards of behavior

3. The Social Structure of Groups Group leader: task & social leader

Regular member

Deviates

Isolates

Interacting

Coacting

Conteracting

A. Central Concepts In Group Dynamics…..

4. Group Development

strangers to cohesive, well coordinated requires time & a

great deal of interaction

Stages of development:

Mutual acceptance

Communication & decision making

Motivation & productivity

Control & organization

5. Group Cohesiveness

Hasil riset: Hubungan cohesiveness dan productivity

1. The greater the congruence of the status attributes of group member, the greater the cohesiveness of the group.

2. Higher status congruence in a group leads to improved social relationships and improved personal emotional states.


5. Group Cohesiveness…..

3. Cohesiveness of a group is greater if membership chenges are infrequent or do not occur at all.

4. The more cohesive the group, the more communications will be directed at deviates.

5. Cohesive groups have a higher level of intermember communication than non cohesive groups.

6. The greater the cohesiveness of a group, the greater the influence the group will exert upon its members.

7. Small groups have a greater probability of being cohesive than large ones, other things being equal

8. The more dependent an individual is on the group, the more cohesive it will be perceived by him.

9. Competition within a group (intragroup conflict) has a negative influence on group cohesiveness

10. Competition between groups increase the cohesion within the competing groups


5. Group Cohesiveness…..

Group cohesiveness and productivity

1. People in highly cohesive groups generally experience fewer work-related anxieties.

2. Highly cohesive groups tend to have lower absenteeism and turnover.

3. Workers who have been sociometrically assigned to work groups generally have higher job satisfaction, lower turnover rates, lower indices of labor costs, and lower indices of material costs.

4. The effect of cohesiveness upon productivity varies with the source of cohesiveness.

5. The effect of cohesiveness upon productivity varies with the type of leadership received.


6. Intergroup Behavior and Conflict

Within Group

Between Group

Sumber konflik:

Struktur organisasi

Ada hasil riset: Gray & Starke (hal. 449)

B. MODELS OF SMALL-GROUP BEHAVIOR 1. The Homans Model (Gray & Starke, 1984: 451)

Technology job Design Physical Conditions

Management Assumptions and

Practices

Leadership Behavior

Formal Organization

Rules

“External” Rewards and Punishments

Economic and Social Environment

Personal Backgrounds “External” Status Factors

BACKGROUND FACTORS REQUIRED AND GIVEN BEHAVIOR

EMERGENT BEHAVIOR CONSEQUENCES

Given Sentiments or Values

Required Sentiments

Required Interactions

Required Activities

Internal Social Structure (Membership Categrories)

Individual Development

Satisfaction

Productivity

(“Internal System”)

Emergent Interaction

Emergent Activity

Emergent Sentiment

Norms

FEEDBACK

FIGURE 11-5. The Homans Model of Work Group Behavior Source: Paul R. Lawrence and John A. Seiler, Organizational Behavior and Administration (Homewood, III.: Richard D. Irwin, 1965),

p. 158. Reprinted with permission.

Interaction Process Analysis

SOCIAL EMOTIONAL AREA

Positive reactions

Attempted answers

Questions

Negative reactions

3 Agree, shows passive acceptance, understands, concurs, complies

2 Shows tension release, jokes, laughs, shows satisfaction

1 Shows solidarity, raises others status, gives help, rewards

6 Gives orientation, information, repeats, clarifies, confirms

5 Gives opinion, evaluation, analysis, expresses feeling, wish

4 Gives suggestion, direction, implying autonomy for others

9 Asks for suggestion, direction, possible wavs of action

8 Asks for opinion, evaluation, analysis, expression of feeling

7 Asks for orientation, information

TASK AREA

TASK AREA

12 Shows antagonism, deflates others status, defends or asserts self

11 Shows tension, asks for help, withdraws from field

10 Disagrees, shows passive rejection, formality, withholds help

SOCIAL-EMOTIONAL AREA

KEY: Problems of a) Orientation c) Kontrol e) Tension-management b) Evaluation d) Decision f) Integration

FIGURE 11-6. Bales’ Group Interaction Model Source: R.F. Bales, “ A Set of Categories for the Analysis of Small Group Interaction,” American Sociological Review 15 (1950): 257-63. Reprinted with permission.

a b c d e f

2

Team Effectiveness

Performance

– Acceptability of output to customers

– Output:

Product

Services

Information

Decisions

Performance Events

Team Viability

– Member’s satisfaction, participation, willingness to continue working together

Ecological Framework for Analyzing

Work Team Effectiveness

Organizational Context Organizational culture Task design/ technology Mission/clarity Autonomy Performance feedback Rewards/ recognition Training & consultation Physical environment

Boundaries Work team differentiation External integration

Team Development Interpersonal processes Norms Cohesion Roles

Team Effectiveness Performance Viability

Organizational Context & Work Team Effectiveness

Organizational Culture

Task Design & Technology

Mission Clarity

Autonomy

Performance feedback

Rewards & Recognition

Training & Consulting

Physical Environment

Team Development

A. Longitudinal Theories

– Norm

– Cohesion

– Roles

B. Tuckman’s Model

– Forming

– Storming

– Norming

– Forming

Team Development…..

C. Team Building (Beckhand, 1969)

– Interpersonal processes

– Goal setting

– Role definition

– Problem solving

Creative Activity In an Organization

Problem Finding Activity

Solution Implementation

Activity Problem Solving Activity

The Hard & Soft Model and How They Work Together

A Hard Rational Model

Tasks

People Structure

Compensation systems

Information & Decision process

The Hard & Soft Model and How They Work Together…..

A Soft Intuitive Model & How it Works

Groups

Trust

Shared vision Common purpose

Mission Planning

Roles

People

Networks Rewards

The Two Models Working Together

Groups

Trust

Shared vision Common purpose Mission Planning

Roles

People

Networks Rewards

Tasks

People Structure

Compensation systems

Information & Decision process

Strategy

Task & Roles

Tasks

– Static

– Clarity

– Content

– Fact

– Science

Roles

– Fluid

– Ambiguity

– Process

– Perception

– Art

Structure & Groups

Structure

– Cool

– Formal

– Closed

– Obedience

– Independence

Groups

– Warm

– Informal

– Open

– Trust

– Autonomy

People & People

People

– Rational

– Produce

– Think

– Tell

– Work

People

– Social

– Create

– Imagine

– Inspire

– Play

Informational Process & Networks

Informational Processes

– Hard

– Written

– Know

– Control

– Decision

Networks

– Soft

– Oral

– Feel

– Influence

– Implementation

CREATING AN EFFECTIVE TEAM

CREATING AN

EFFECTIVE TEAM

WORK DESIGN

CONTEXTUAL INFLUENCES

PROCESS VARIABLES

TEAM COMPOSITION

Key components 1: Work Design

Work Design

Freedom & Autonomy

Opportunity to utilize different skill & talents

Ability to complete a whole or

identifiable task/product

Responsibility and ownership & interest

Motivation & Effectiveness

Key components 2: Team Composition

Team Composition

Ability & personality

Team size

Member’s preference

for teamwork

Flexibility

3 Skill: 1. Technical 2. Problem solving & decision making 3. Interpersonal: listening, Feedback, conflict resolution

Collective personality: 1. Extraversion 2. Agreeableness 3. Conscientiousness 4. Emotional stability

Higher team performance

Team Size: 1. Neither very small or large: 4-12 members

Flexibility: - Can complete each other’s tasks - Adaptability - Less reliant on single team member - Higher team performance

Not everyone is a team player 1. Create opportunities for effective individuals 2. Turn individuals into team player - Selection - Training - Rewards

Key components 3: Contextual influences

Contextual Influences

Adequate Resources

Term Reference

Individual

& joint accountabil

ity Term reference

1. Who does what, equal contribution 2 . Schedule 3. Skill to developed 4. How conflict will be resolve 5. How to modify decisions 6. Integration of individual skills

Organizational structure & leadership

Indvidual & Joint acc

1. Traditional individual evaluations and rewards to include team performance 2. Team based appraisals 3. Team rewards 4. System modifications Reinforce team effort & commitment

Resources: 1. Timely information 2. Equipment 3. Adequate staffing 4. Administrative assistance 5. Appropriate funding

Key components 4: PROCESS VARIABLES

PROCESS VARIABLES

COMMITMENT TO A COMMON

PURPOSE

ESTABLISHMENT OF

SPECIFIC TEAM GOALS

MANAGED LEVEL OF CONFLICT

TEAM SYNERGY

2 + 2 = ?

5 Positive Synergy

3 Negative Synergy

SELAMAT MENCOBA

kelompok dan team building bk

Documents