1 / 19

Reframing Organizations , 4 th ed.

Reframing Organizations , 4 th ed. Chapter 8. Interpersonal and Group Dynamics. Interpersonal and Group Dynamics. Interpersonal Dynamics Emotional Intelligence Management Styles Group & Teams in Organizations. Interpersonal Dynamics. Managers spend much of their time in relationships

chakra
Download Presentation

Reframing Organizations , 4 th ed.

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Reframing Organizations, 4th ed.

  2. Chapter 8 Interpersonal and Group Dynamics

  3. Interpersonal and Group Dynamics • Interpersonal Dynamics • Emotional Intelligence • Management Styles • Group & Teams in Organizations

  4. Interpersonal Dynamics • Managers spend much of their time in relationships • Three recurrent questions regularly haunt managers: • What is really happening in this relationship? • Why do other people behave as they do? • What can I do about it?

  5. Interpersonal Dynamics (II) • Argyris and Schön’s theories for action • Espoused theory: how individuals describe, explain, or predict their own behavior • Theory-in-use: the program that governs an individual’s actions

  6. Interpersonal Dynamics (III) • Argyris and Schön’s theories for action • Model I Theory in use • Model I Assumptions • Problem is caused by others • Unilateral diagnosis • Get person to change • Model II Assumptions • Emphasize common goals • Communicate openly • Combine advocacy with inquiry • The Perils of Self-Protection

  7. Model I Theory-in-use

  8. Model I Assumptions • Problems are caused by the other person • Since they caused the problem, get them to change • If they refuse or defend, that proves they caused the problem • If they resist, intensify the pressure, protect them (to avoid discomfort), or reject them • If you don’t succeed, it’s their fault; you’re not responsible

  9. Model II Assumptions • Focus on common goals, mutual influence • Communicate openly, test beliefs publicly • Combine advocacy with inquiry

  10. Advocacy & Inquiry Figure 8-1: Advocacy and Inquiry. Advocacy Inquiry

  11. Emotional Intelligence • Emotional Intelligence: awareness of self and others, able to deal with emotions and relationships (Salovey and Mayer) • A Management Best-seller: Daniel Goleman’s Emotional Intelligence • EI more important than IQ to managerial success • Individuals with low EI and high IQ are dangerous in the workplace

  12. Management Styles • Lewin, Lippitt and White: autocratic, democratic and laissez-faire leadership • Fleishman and Harris: initiating structure vs. consideration of others • Myers-Briggs Inventory • Introversion vs. extraversion • Sensing vs. intuition • Thinking vs. feeling • Judging vs. perceiving

  13. Management Styles (II) • “Big 5 Model” • Extraversion (enjoying other people and seeking them out) • Agreeableness (getting along with others) • Conscientiousness (orderly, planful, hard-working) • Neuroticism (difficulty controlling negative feelings) • Openness to experience (preference for novelty and creativity)

  14. Groups and Teams in Organizations • Informal Roles • Informal Group Norms • Interpersonal Conflict in Groups • Leadership and Decision-Making in Groups

  15. Informal roles • Informal role: an unwritten, often unspoken expectation about how a particular individual will behave in the group • Individuals prefer different roles: some prefer to be active and in control, others prefer to stay in the background • Individuals who can’t find a comfortable role may withdraw or become troublemakers • Individuals may compete over the same role (for example, two people who both want to run things), hindering group effectiveness

  16. Informal group norms • Informal norm: unwritten rule about what individuals have to do to be members in good standing • Norms need to align with both the task and the preferences of group members • Norms often develop unconsciously; groups often do better to discuss explicitly how they want to operate

  17. Handling Interpersonal Conflict in Groups • Develop skills • Agree on basics • Search for interests in common • Experiment • Doubt your infallibility • Treat conflict as a group responsibility

  18. Leadership and Decision-making in Groups • How will we steer the group • Leadership in the essential, but may be shared and fluid • Leaders who overcontrol or understructure produce frustration, ineffectiveness

  19. Summary • Employees bring social and personal needs to the workplace • Individuals’ social skills or competencies are a critical element • Though often frustrating, groups can be both satisfying and efficient

More Related