Intergroup Behavior, Negotiation & Team Building Chapter 9Group CohesivenessSources of Attraction to a Group/TeamPowerPoint PresentationSteps Managers Can Take To Enhance the Two Types of Group CohesivenessSteps Managers Can Take To Enhance the Two Types of Group Cohesiveness (continued)TrustInterpersonal Trust Involves a Cognitive LeapBasic Distinctions Among Quality Circles, Virtual Teams and Self-Managed TeamsBasic Distinctions Among Quality Circles, Virtual Teams and Self-Managed Teams (continued)Survey Evidence: What Self-Managing Teams ManageCharacteristics of an Effective TeamEight Attributes of High-Performance Teams:Why Work Teams FailSlide 15ConflictThe Relationship between Conflict Intensity and OutcomesWhy do we try to eliminate conflict?Antecedents of ConflictAntecedents of Conflict (continued)Conflict OutcomesSlide 22An Updated Contact Model for Minimizing Intergroup ConflictWays to Build Cross-Cultural RelationshipsManaging Intergroup Conflict through ResolutionSlide 26Five Conflict-Handling StylesAlternative Dispute Resolution (ADR) TechniquesGroup NegotiationsQuestionable/Unethical Tactics in NegotiationNegotiation TacticsOrganizational BehaviorIntergroup Behavior, Negotiation & Team BuildingChapter 9Organizational BehaviorGroup CohesivenessDefinition(s)•Commonness of attitudes or behavior•Greater force holding together than driving apart•Sense of belonging and feelings of morale•Individuals who “are attracted to each other”Note that several of these definitions tend to be circular or confuse cause with effect.Cohesiveness and PerformanceCohesiveness is beneficial if the group’s goals are in concert with organizational goals ….Organizational BehaviorSources of Attraction to a Group/Team•The 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 have members’ opinions heard•The members support one another and help each other overcome obstaclesOrganizational BehaviorRELATIONSHIP BETWEEN GROUP COHESIVENESS & AGREEMENT WITHORGANIZATIONAL GOALSDegree ofgroupcohesivenessLowPerformanceprobably orientedaway from organizational goalsPerformanceprobably orientedtoward achievementof organizationalgoalsHighPerformanceoriented away from organizational goalsPerformanceoriented toward achievement of organizational goalsLow HighAgreement with organizational goalsOrganizational BehaviorSteps Managers Can Take ToEnhance the Two Types ofGroup Cohesiveness•Socio-Emotional Cohesivness–Keep the group relatively small–Strive for a favorable public image to increase the status and prestige of belonging–Encourage interaction and cooperation–Emphasize members’ common characteristics and interests–Point out environmental threats (e.g., competitor’s achievements to rally the group)Organizational BehaviorSteps Managers Can Take ToEnhance the Two Types ofGroup Cohesiveness (continued)•Instrumental Cohesivness–Regularly update and clarify the group’s goal(s)–Give every group member a vital “piece of the action”–Channel each group member’s special talents toward the common goal(s)–Recognize and equitably reinforce every member’s contributions–Frequently remind group members they need each other to get the job doneOrganizational BehaviorTrust•How to Build Trust–Communication (keep everyone informed; give feedback; tell the truth)–Support (be available and approachable)–Respect (delegate; be an active listener)–Fairness (give credit where due; objectively evaluate performance)–Predictability (be consistent; keep your promises)–Competence (demonstrate good business sense and professionalism)Trust: “Reciprocal faith in others’ intentions and behavior.” Propensity to trust: “A personality trait involving one’s general willingness to trust others.”Organizational BehaviorInterpersonal Trust Involves a Cognitive LeapFirsthand knowledgeof other person’sreliability and integrityDistrustTrustCognitive leapFaith in the other person’s good intentionsAssumption that other person will behave as desiredOrganizational BehaviorBasic Distinctions Among Quality Circles, Virtual Teams and Self-Managed TeamsQuality Circles Virtual TeamsSelf-Managed TeamsType of teamType ofempowermentMembersAdviceAdvice or project(usually project)Production,project, or actionConsultationConsultation,participation,or delegationDelegationProduction/servicepersonnelManagers andtechnical specialistsProduction/service,technicalspecialistsOrganizational BehaviorBasic Distinctions Among Quality Circles, Virtual Teams and Self-Managed Teams (continued)Quality Circles Virtual TeamsSelf-Managed TeamsBasis ofmembershipRelationship toorganizationAmount of face-to-facecommunicationVoluntaryAssigned(some voluntary)AssignedParallel Parallel orintegratedIntegratedStrictly face-to-facePeriodic to noneVaries, dependingon use ofinformationtechnologyOrganizational BehaviorSurvey Evidence: What Self-Managing Teams ManagePercentage of Companies Saying Their Self-Managing Teams Perform These Traditional Management Functions by Themselves.Schedule work assignments 67%Work with outside customers 67Conduct training 59Set production goals/quotas 56Work with suppliers/vendors 44Purchase equipment/services 43Develop budgets 39Do performance appraisals 36Hire co-workers 33Fire co-workers 14Organizational BehaviorCharacteristics of an Effective Team•Clear purpose•Informality•Participation•Listening•Civilized disagreement•Consensus decisions•Open communication•Clear roles and work assignments•Shared leadership•External relations•Style diversity•Self-assessmentOrganizational BehaviorEight Attributes of High-Performance Teams:•Participative leadership. Creating an interdependency by empowering, freeing up, and serving others•Shared responsibility. Establishing an environment in which all team members feel as responsible as the manager for the performance of the work unit•Aligned on purpose. Having a sense of common purpose about why the team exists and the function it serves•High communication. Creating a climate of trust and open, honest communication•Future focused. Seeing change as an opportunity for growth•Focused on task. Keeping meetings focused on results•Creative talents. Applying individual talents and creativity•Rapid response. Identifying and acting on opportunitiesOrganizational BehaviorWhy Work