3 Psikologi Industri

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Dewi Hardiningtyas, ST, MT, MBA

INDIVIDUALS BEHAVIOR

IN ORGANIZATION


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OUTLINE

GROUP DYNAMICS

GROUP CONFLICT

FACTORS AFFECTING GROUPPERFORMANCE

INDIVIDUAL VERSUS GROUP

PERFORMANCE


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Gordon (2001) Criteria of a group :

Members perceives themselves as a unit

Group rewards

Corresponding effects

Common goals


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Assignment

Physical Proximity

Affiliation Identification


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Emotional Support

Assistance for Help

Common Interests Common Goals


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Group Cohesiveness

Group Ability and ConfidencePersonality of the Group Members

Communication Structure

Groups RolesPresence of Others

Individual Dominance

Groupthink

Factors Affecting

Group Performance


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Group cohesiveness is

the extent to which groupmembers like and trust one

another, are committed to

accomplishing a team goal, and

share a feeling of group pride

(Beale, Cohen, Burke, & McLendon, 2003)


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Member satisfaction (Brawley, Carron, & Widmeyer, 1993; Deluga & Winters, 1991)

Productivity and efficiency (Beale et al., 2003)

Member interaction (Shaw & Shaw, 1962)

Decision quality (Mullen, Anthony, Salas, & Driskell, 1994)

Employee courtesy (Kidwell, Mossholder, & Bennett, 1997)

The more cohesive the group,

the greater :

1

2

3

4

5


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COMMUNICATION STRUCTURE


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offering new ideas, coordinating activities,

and finding new information

encouraging cohesiveness and participation

blocking group activities, calling attention to

oneself, and avoiding group interaction

GROUP ROLES

TASK

ORIENTED

INDIVIDUAL

ORIENTED

SOCIAL

ORIENTED


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Presence of Others

Social facilitation involves the

positive effects of the presence

of others on an individuals

behavior

Social inhibition involves thenegative effects of others

presence.


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Groupthink most often occurs when the group

is cohesive

is insulated from qualified outsiders

has an illusion of invulnerability, infallibility, or both

believes that it is morally superior to its adversaries

is under great pressure to conform

has a leader who promotes a favorite solution

has gatekeepers who keep information from other group

members.

G R O U P T H I N K


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Nominal group when several peopleindividually work on a problem but donot interact

Interacting group when severalindividuals interact to solve a problem


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A work team is

a collection of three or moreindividuals who interact

intensively to provide an

organizational product, plan,

decision, or service

Devine, Clayton, Philips, Dunford, and Melner (1999)


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Identification

the extent to which group members identify with the team rather than

with other groups

Interdependence

members need and desire the assistance, expertise, and opinions of

the other members

Power differentiation decrease it by treating others as equals and taking steps to ensure

equality

T E A M S


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Social distance

decrease social distance by being casual, using nicknames, and

expressing liking, empathy, and common views

Conflict management tactics

team members respond to conflict by collaborating, whereas nonteam

members respond by forcing and accommodating

Negotiation Process In teams, members negotiate in a win-win style in which the goal is for

every person to come out ahead. In nonteams, members negotiate so

that they win and the other members lose.

T E A M S


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Work teams

Consist of groups of employees who manage themselves, assign jobs, plan and

schedule work, make work-related decisions, and solve work- relatedproblems (Kirkman & Shapiro, 2001).

Parallel teams (cross-functional teams)

consist of representatives from various departments (functions) within an

organization (Keller, 2001)

Project teams are formed to produce one-time outputs such as creating a new product,

installing a new software system, or hiring a new employee.

Management teams

coordinate, manage, advice, and direct employees and teams.

TYPES OF TEAMS


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Forming Storming Norming Performing

How Teams Develop


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The Team Is Not A Team

Excessive Meeting Requirements

Lack of Empowerment

Lack of Skill

Distrust of the Team Process

Unclear Objectives

Why Teams Dont Always Work


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CONFLICT is

the psychological and behavioral reaction

to a perception that another person is

either keeping you from reaching a goal,

taking away your right to behave in a

particular way, or violating theexpectancies of a relationship.


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DYSFUNCTIONAL CONFLICT : lower teamperformance and lower member satisfaction.

FUNCTIONAL CONFLICT : moderate levels of conflictcan stimulate new ideas, increase friendlycompetition, and increase team effectiveness


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Inter-

personal

conflict

Individual

group

conflict

Group

group

conflict

TYPES OF CONFLICT


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Competitive for resources

Task interdependence

Jurisdictional ambiguity

Communication barriers

Beliefs

Personality

Causes of Conflict


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Employees using an avoiding style choose to ignore the conflict and

hope it will resolve itself.

When a person is so intent on settling a conflict that he gives in andrisks hurting himself, he has adopted the accommodating style.

A person with a forcing style handles conflict in a win-lose fashion

and does what it takes to win, with little regard for the other

person.

An individual with a collaborating style wants to win but also wants

to see the other person win.

The final strategy is the compromising style. The user of this type

adopts give and take tactics that enable each side to get some of

what it wants but not everything it wants.

Conflict Styles


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Prior to Conflict Occurring

When Conflict first occurs

Third-party intervention

Mediation : a neutral third party is asked to help

both parties reach a mutually agreeable solutionto the conflict.

Arbitration : a neutral third party listens to both

sides arguments and then makes a decision.

Resolving Conflict


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THANK YOU!

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