Group Behavior & Effectiveness
Robbins and Judge
Organization Behavior
15 Edition
The material used in producing this presentation
derived from the book. Several examples added
to enrich the student’s understanding
Please acknowledge the Authors
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Session Goals
1. Memahami definisi kelompok
2. Mengidentifikasi perbedaan kelompok formal dan informal
3. Mengetahui latar belakang individu bergabung dalam
kelompok
4. Mengidentifikasi tahapan pembentukan kelompok
5. Faktor utama dalam perilaku kelompok
6. Mempelajari model pengambilan keputusan dalam
kelompok
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Defining and Classifying Groups
Group Two or more individuals interacting and
interdependent, come together to achieve particular objectives
Group ...................................................
Dapat bersifat formal dan informal
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Defining and Classifying Groups
• Memiliki struktur organisasi
• Memiliki tugas & pekerjaan yang jelas untuk setiap bagiannya
• Perilakunya diarahkan untuk mencapai sasaran organisasi
• Ex: Telkom, IndoMU, Team Yamaha, Nissan Club
Formal Group:
• Tidak memiliki struktur formal, tidak terorganisir secara resmi
• Muncul karena adanya kebutuhan interaksi sosial
• Dapat mempengaruhi perilaku individu dan kinerja
• Ex: WA Group Mecel, Forum diskusi
Informal Group:
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Subclassifications of Groups
Formal Groups
Command Group
A group composed of the individuals who report directly to a given supervisor/leader
Task Group
Individual working together to complete a job or task in an organization but not limited by hierarchical boundaries
Informal Groups
Interest Group
Anggota bergabung untuk
mencapai sasaran yang
sama
Friendship Group
Anggota bergabung
dengan latar belakang
beberapa karakteristik
yang sama
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Reasons Why People Join Groups
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• persamaan cenderung memunculkan rasa persatuan Similarity,
• orang senang dengan sesuatu yang membedakan dari yang lain Distinctiveness,
• individu senang & bangga mengidentifikasi diri dengan kelompok yang dinilai memiliki prestasi/membanggakan
Status,
• keanggotaan dalam kelompok memudahkan individu utk memahami diri mereka & posisi mereka di lingkungannya
Uncertainty Reduction,
Social Identify Theory
People have emotional reactions to the failure or success of their
group
Tendency to take personal pride or offense for the accomplishments
of a group
Think of when your group does well, compare with the mood when goes
wrong
Help people reduce uncertainty about who they are and what
they should do.
Orang senang mengasosiasikan diri dengan tempat kerja, kota lahir, agama,
profesi, kesenangan, tim favorit, etnis, negara
Identitas sosial membantu individu untuk menentukan posisi
mereka dalam kelompok What are the negative side when attach to a certain group as well.
What is Ingroup Favouritism????
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The Five Stages of Group Development
• Members feel much uncertainty Pembentukan - Forming
• Lots of conflict between members of the group Pertentangan - Storming
• Members have developed close relationships and cohesiveness
Persatuan - Norming
• The group is finally fully functional Kinerja - Performing
• In temporary groups, characterized by concern with wrapping up activities rather than performance
Pengakhiran/pembubaran - Adjourning
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Critique of the Five-Stage Model
The assumption used in the 5 stage model is that on every
stage, the groups will become more effective
Tidak selalu demikian – group behavior is more complex
Certain levels of conflict sometimes needed and might be
conducive to achieve higher performance
Prosesnya tidak selalu linier atau satu jalur
Beberapa tahap dapat berlangsung bersamaan
Groups may regress and back to their initial forming model
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A set of phases that temporary groups go through which
involves transitions between inertia (static) and activity.
Sequence of Actions:
Menentukan arah & kerangka kelompok
First phase of inertia standstill/locked for sometime
Halfway transition, realize the deadline & make necessary
changes to perform
Major changes, revised or alter direction
Second phase of inertia, execute the new plan
Accelerated activity
Punctuated Equilibrium Model
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Group Characteristics
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Kelompok
Peran
Norma
Status
Ukuran
Kedekatan
Keragaman
Characteristic 1: Roles
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Peran Pola perilaku yang diharapkan dari seseorang yang memegang suatu posisi
Individu memiliki berbagai peran yang berbeda, some compatible, other create conflict
Identitas Peran
Sikap dan perilaku tertentu yang konsisten dengan peran yang dijalankan
Suami, ayah, jemaat, anggota tim tennis, anggota Club BMW, ketua RT, Ketua alumni
Berapa identitas peran yang bisa dimiliki oleh individu?
Persepsi Peran
Cara pandang individu terhadap peran yang dimiliki pada situasi tertentu, dipengaruhi oleh rangsangan eksternal
Film, buku, pengalaman pribadi, lingkungan
Politikus – Rohaniwan – Orangtua – Selebritis – Pengajar - ?????
Characteristic 1: Roles
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Pengharapan Peran
• Harapan dari orang lain terhadap individu yang memegang peran pada situasi tertentu
Psychological Contract:
• An unwritten agreement that sets out mutual expectations of management and employeess’ role
Konflik Peran
• Situasi dimana individu dihadapkan pada peran yang berbeda dan saling bertentangan
Characteristic 2: Norms
Standar perilaku yang ditetapkan dalam satu kelompok dan
dipatuhi oleh anggotanya
Jenis-jenis norma
Performance norms - level of acceptable work
Appearance norms - what to wear, how to act
Social arrangement norms – friendships, group relations
Allocation of resources norms - distribution and assignments
of jobs and material
Examples; korupsi, nepotisme, terbuka, kerahasiaan, tepat
waktu, .................
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Group Property 2: Norms
Conformity
Gaining acceptance by adjusting one’s behavior to align with
the norms of the group
Reference Groups
Important groups to which individuals belong or hope to
belong and with whose individuals norms are likely to
conform
Asch Studies
Group norms press us toward conformity because our desire to
be member of one group, therefore avoid being visibly
different (agree with other and affraid to stand out differently)
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Deviant Workplace Behavior
Antisocial behavior, workplace incivility Definisi
Voluntary behavior that violates significant organizational
norms and, in doing so, threatens the well-being of the
organization or its members
Ilustrasi kondisi nyata
Parto merasa tidak nyaman karena Ike menyebarkan berita
tidak benar dan gosip negatif tentang dirinya.
Bunga kesal karena Lena karyawan satu departemen sering
melampiaskan amarah dengan cara berteriak
Sassy akhirnya keluar dari pekerjaan karena mengalami
pelecehan dari atasannya
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Group Property 3: Status
Definisi Tingkatan/posisi tertentu yang dipahami
bersama dalam suatu kelompok
Group will develop roles, rights, and rituals to differentiate
its members.
Faktor penting yang bisa memotivasi
Ketika individu merasakan perbedaan antara apa yang
mereka yakini terkait status mereka dengan kenyataan atau
anggapan orang lain, maka akibatnya yang bersangkutan
berpotensi mengalami tekanan
Status Characteristics Theory states that differences in
status characteristics create status hierarchies within groups.
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Group Property 3: Status
Faktor Penentu Status
• The power a person wields over others. They likely control the group’s resources, people who control the outcomes tend to be perceived as high status.
• Person’s ability to contribute to a group’s goals. People whose contributions are critical to the group’s success tend to have high status.
• An individual’s personal characteristics. Someone whose personal characteristics are positively valued by the group (good looks, intelligence, money, or a friendly personality) typically has higher status than someone with fewer valued attributes.
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Group Property 3: Status Effect
On Norms and Conformity
High-status members are less restrained by norms and
pressure to conform
Some level of deviance is allowed to higher-status members so
long as it doesn’t affect group goal achievement
On Group Interaction
High-status members are more active
Status differences limit diversity of ideas and creativity
On Equity
If status is perceived to be inequitable, it will result in various
forms of corrective behavior.
Ex: Felt negative treatment, individual will leave
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Group Property 4: Size
Social Loafing , the tendency for individuals
to expend less effort when working
collectively than alone.
In 1920s, German psychologist Max
Ringelmann compared the results of individual and group performance on a rope-pulling task.
• Productivity of a group is not equal with the sum of the productivity of the individuals in it.
• Does team spirit drive individual effort and enhance the group’s overall productivity?
• Individual effort exerted an average of 63 kilograms of force.
• Group of 5 drop per-person exert to 53 kilograms
• Group of 8 drop to only 31 kilograms per person.
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Group Property 4: Size
Factor affecting Social Loafing
Belief that others in the group are not carrying their fair share.
Dpemerataan tanggung jawab. Individuals may then be
tempted to become free riders and coast on the group’s efforts.
The implications for OB
When using collective work situations, manager should also
be able to identify individual efforts.
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Group Property 4: Size
Preventing Social Loafing
Set group goals, so the group has a common
purpose to strive toward;
Increase intergroup
competition, which again
focuses on the shared
outcome;
Engage in peer
evaluation so each person
evaluates each other person’s contribution;
Select members who
have high motivation
and prefer to work in groups,
Base group rewards in
part on each member’s
unique contributions.
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Group Property 4: Size
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Kriteria Kel Kecil Kel Besar
Kecepatan
Kinerja individu
Penyelesaian masalah
Keragaman input
Pencarian fakta
Kinerja keseluruhan
Group Property 5: Cohesiveness
Suatu tingkatan yang menggambarkan bagaimana atau sekuat apa interaksi antar anggota dalam suatu kelompok dan sejauh mana mereka tetap ingin berada dalam kelompok tersebut
Faktor yang mempengaruhi;
A great deal of time together,
Small size
High interaction,
External threats have brought members close together.
Cohesiveness affects productivity.
Try explain what happen when:
Cohesiveness is high and performance norms are low,
Cohesiveness is low and performance norms are high
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Group Property 5: Cohesiveness
How to encourage the Cohesiveness
• Make the group smaller
• Encourage agreement with group goals
• Increase the time members spend together
• Increase the group’s status and the perceived difficulty of attaining membership
• Stimulate competition with other groups
• Give rewards to the group rather than to individual members
• Physically isolate the group.
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Group Property 6: Diversity
The degree to which members of the group are similar to,
or different from, one another.
What type of diversity influences group performance?
Diversity appears to increase group conflict, especially in
the early stages of a group’s development
Surface-level diversity - observable characteristics such as
national origin, race, and gender
Deep-level diversity - underlying attitudes, values, and
opinions.
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Group Decision Making
Group Strengths:
• Complete & comprehensive information and knowledge
• Diversity of views and greater creativity
• Increased acceptance of decisions
• Accuracy
Group Weaknesses:
• Time-consuming
• Conformity pressures in the group
• Few members domination
• Ambiguous responsibility
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Factor Affecting Group Performance
Groupthink, relates to norms.
Situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views. Groupthink is a disease that attacks many groups and can dramatically hinder their performance.
Groupshift,
Tend to exaggerate the initial positions they hold when discussing a given set of alternatives and arriving at a solution. In some situations, caution dominates and there is a conservative shift, while in other situations groups tend toward a risky shift.
What can a manager do to minize groupthink & grupshift???
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Group Decision Making Technique
Interacting groups .
• Meet face to face and rely on both verbal and nonverbal interaction to communicate.
Brainstorming
• An idea-generating process designed to overcome pressure for conformity
Nominal Group Technique (NGT)
• Works by restricting discussion during the decision-making process
• Members are physically present but operate independently
Electronic Meeting
• Uses computers to hold large meetings of up to 50 people
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