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Reframing Organizations , 3 rd ed.

Reframing Organizations , 3 rd ed. Chapter 8. Interpersonal and Group Dynamics. Interpersonal and Group Dynamics. Interpersonal dynamics Management styles Groups and teams in organizations. Interpersonal Dynamics. Managers spend much of their time in relationships.

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Reframing Organizations , 3 rd ed.

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  1. Reframing Organizations, 3rd ed.

  2. Chapter 8 Interpersonal and Group Dynamics

  3. Interpersonal and Group Dynamics • Interpersonal dynamics • Management styles • Groups and 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 (II) • 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 other people. • Since they caused the problems, get them to change. • If they refuse or become defensive, that proves they caused the problems. • 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 and Inquiry

  11. Emotional Intelligence • Emotional intelligence: awareness of self and others, ability to deal with emotions and relationships (Salovey and Mayer) • A management best-seller: Daniel Goleman’s Emotional Intelligence • EI is 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. extroversion • Sensing vs. intuition • Thinking vs. feeling • Judging vs. perceiving

  13. Management Styles (II) • “Big 5” model • Extroversion (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, and others prefer to stay in the background. • Individuals who can’t find a comfortable role may withdraw or become troublemakers. • Individuals may compete for the same role (for example, two people who both want to run things), hindering group effectiveness.

  16. Informal Group Norms • Informal norm: an 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 is essential but may be shared and fluid. • Leaders who overcontrol or understructure produce frustration and ineffectiveness.

  19. Conclusion • 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.

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