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External Conditions Affecting The Work Group: DR - Shraddha Tripathi

The document discusses six external conditions that affect work groups: organization strategy, authority structures, formal regulations/policies, organizational resources, performance evaluation and reward system, and organizational culture. These conditions are set by the larger organization and influence the power, resources, and behaviors of work groups.

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shruti modi
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308 views

External Conditions Affecting The Work Group: DR - Shraddha Tripathi

The document discusses six external conditions that affect work groups: organization strategy, authority structures, formal regulations/policies, organizational resources, performance evaluation and reward system, and organizational culture. These conditions are set by the larger organization and influence the power, resources, and behaviors of work groups.

Uploaded by

shruti modi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Amity Institute of Behavioural & Allied Sciences

External conditions
affecting the work group

Dr.Shraddha Tripathi
Assistant Professor
AIBAS, Amity University
Gwalior, MP
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Amity Institute of Behavioural & Allied Sciences

External conditions affecting


the work group
1. Organization Strategy
2. Authority Structures
3. Formal Regulations/Policies
4. Organizational Resources
5. Performance Evaluation and Reward
System
6. Organizational Culture 2
Amity Institute of Behavioural & Allied Sciences

Organization Strategy
• Any organization will have a strategy which defines what business it
is in or wants to be in, and the kind of organization it is or wants to
be .
• It is set by top management, often in collaborations with lower-level
managers.
• Strategy outlines the organisation’s goals and the means for
attaining these goals.
• It might, for example direct the organization toward reducing costs,
improving quality, expanding market share, or shrinking the size of
its overall operations .

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Amity Institute of Behavioural & Allied Sciences

• The strategy that an organization is pursuing at any given


time, will influence the power of various work groups
which, in turn, will determine the resources that the
organizations top management is willing to allocate to it
for performing its tasks.

• To illustrate, an organization that is retrenching through


selling off or closing down major parts of its business is
going to have work groups with a shrinking resources
base, increased member anxiety, and the potential for
heightened intra group conflict.
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Amity Institute of Behavioural & Allied Sciences

Authority Structures
• Organizations have authority structures that define who
reports to whom, who makes decisions, and what
decisions individuals or groups are empowered to make .
• This structure typically determines where a given work
group is placed in the organisations hierarchy, the formal
leader of the group, and formal relationships between
groups.
• So, while a work group might be led by someone who
emerges informally from within the group, the formally
designated leader—appointed by management —has
authority that others in the group.
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Amity Institute of Behavioural & Allied Sciences

Formal Regulations/Policies
• Organizations create rules, procedures, policies, and other
forms of regulations to standardize employee behavior.
• If McDonald has standard operating procedures for taking
orders, cooking hamburgers, and filling soda containers,
then the discretion of work group members to set
independent standards of behaviors is severely limited.
• The more formal regulations that the organization
imposes on all its employees, the more the behavior of the
work group members will be consistent and predictable.
•
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Amity Institute of Behavioural & Allied Sciences

Organizational Resources
• Some organizations are large, profitable, with an
abundance of resources .
• When organizations have limited resources, so do their
work groups.
• What a group actually accomplishes is, to a large degree,
determined by what it is capable of accomplishing .
• The presence or absence of resources such as money, time
raw material, equipment— which are allocated to the
group by the organization—have a large bearing on the
group’s behavior.
• 7
Amity Institute of Behavioural & Allied Sciences

Performance Evaluation and


Reward System
• Another organization-wide variable that affects all
employees is the performance evaluation and
reward system.
• Since work groups are part of the larger
organizational system, each group member’s
behavior will be influenced by how the
organization evaluates performance and the kinds
of behavior that deserve to be rewarded.
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Amity Institute of Behavioural & Allied Sciences

Organizational Culture
• Every organization has unwritten culture that
defines for employees standards of acceptable and
unacceptable behavior.
• The employees after a few months of work know
very well about the organizational culture, dress
culture, what behavior is accepted and what is not
and what are the Rules to be followed.

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Amity Institute of Behavioural & Allied Sciences

Internal conditions affecting


the work group

Dr.Shraddha Tripathi
Assistant Professor
AIBAS, Amity University
Gwalior, MP
10
Cohesiveness Amity Institute of Behavioural & Allied Sciences

• Cohesiveness may be defined as “sticking together.”


• Groups or teams are cohesive when their participants
identify with their membership. Identification means that
the participants feel proud to be members, inform
outsiders that they are members, and perceive the
purposes and goals that the group or team stands for as
their own.
• Cohesive groups or teams have very little turnover in
membership. The longer that the group or team maintains
its core membership, the more cohesive it becomes. When
participants retain their membership, they are
demonstrating that:

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Amity Institute of Behavioural & Allied Sciences

• They value their association with the team or group.


• They receive benefits from participating in the group
which they could not receive elsewhere.
• They have made such significant investments (time or
money) in the group or team, that they cannot forsake
their membership
• Significant advantages can be realized when cohesiveness
is high:
• Member satisfaction with the group or team is high
• Group or team goals are achieved more effectively
• The quantity and quality of communication is high
• The group or team exerts more influence over its
participants 12
Conformity Amity Institute of Behavioural & Allied Sciences

• Conformity means “going along.” Group conformity is realized when


participants abandon a particular position contrary to other group
or team members in favor of a majority view. This abandonment,
called conforming, happens for many reasons including: pressure to
compromise, logical or emotional persuasion, coercion, time
constraints, personal frustration, or perceiving the futility of
continued argument.
• Many pressures exist in groups and teams for individuals to
conform. Even so, participants should always advocate their
positions, politely and articulately, until those positions are
disproved by others 9or overruled by higher authority). No idea
should be dismissed until tests of evidence, analysis, or reason
dictate that the group or team would be better served by finding
another alternative.
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Amity Institute of Behavioural & Allied Sciences

• Every member in a group or team plays a


role. These roles are defined by the quantity
and quality of communication that
participants engage in with the other
members.
• It is not unusual for some clear roles to
develop for each participant within the first
few minutes of group or team interaction.

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Amity Institute of Behavioural & Allied Sciences

Role Description
Socializer Emphasizes personal or relationship
issues (“When we finish this project,
we’ll have to celebrate with a party.”).

Inquisitor Asks an abundance of questions to


every member on every issue; likes to
probe for the answer until satisfied (“I’d
like to know how often we can expect
to get results like you’re projecting.”).

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Amity Institute of Behavioural & Allied Sciences

Organizer The member who brings order to


chaos, emphasizes structure,
organization, logic, and the agenda for
the future (“What are we doing next?”).
Harmonizer Settles the tension in the group or team;
smoothes over differences (“We can
disagree with one another without being
disagreeable.”).
Facilitator Sees that everyone gets a fair chance
to address a problem or an issue
(“Nichole, do you have an opinion about
Task Force A’s recommendation?”).
Digressor Talks about everything except the actual
task (“I wish I knew how bonuses will be
calculated this year; my car may not
make it ‘till spring.”).

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Competition and Conflict Amity Institute of Behavioural & Allied Sciences

• Productive conflict is also crucial to effective decision making in


groups or teams. Without debating and questioning key issues
through productive conflict, groups or teams may make decisions
that have not been thoroughly tested or evaluated.
• Cooperation and conflict can often go hand-in-hand. Productive
conflict is one of many means by which teams or groups cooperate.
By agreeing to debate, question, test ideas, and evaluate proposals,
members engaged in conflict can form a cooperative enterprise.
• On the other hand, competition within and between groups and
teams is often counter-productive.
• Although in the short-term, competition may be invigorating,
motivating, or serve as a spark plug for improved performance, it is
not healthy for groups or teams to use this strategy in the long-term.

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Leadership Amity Institute of Behavioural & Allied Sciences

• Strong groups and teams are supported by strong


leadership.
• Leadership is a process of influence. Whenever one
individual attempts to influence the behavior of another,
he or she engages in leadership.
• Shared leadership
• Intellectual stimulation
• Inspiration
• Charisma

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Amity Institute of Behavioural & Allied Sciences

Any Question

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