HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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UNIT 10: WORK GROUPS 1.0. Introduction - - - - - - - -----------------------------------------------84 2.0. Objectives - - - - - - - -------------------------------------------84 3.0. Work Groups - - - - - - - ------------------------------------------------84 3.1. The meaning of a work group- - - - ------------------------------84 3.2. Characteristics of groups- - - - - ------------------------------------------------85 3.3. Types of groups- - - - - ---------------------------------------------------------86 3.4 The purpose of a group---------------------------------------------87 3.5 Theories of group formation---------------------------------------------89 3.6 Group dynamics-------------------------------------------------------92 4.0 Tutor Marked Assignment-----------------------93 5.0 Conclusion - - - - - - - -------------------------------------------93 5.0. Summary - - - - - - - ------------------------------------------------------94 7.0. References - - - - - - ------------------------------------------94 INTRODUCTION Individuals in organizations seldom work in isolation from others. Workers are deliberately banded into groups in form of departments, units, divisions, and the like. Hence groups are a characteristic of all work situations and almost everyone in an organisation will be a member of one or more groups. Basically, work is a group-based activity and for the organisation to function effectively it requires good teamwork. This study unit is used to expose you to the discussion on work groups and decision making. 2.0 OBJECTIVE 100
At the end of studying this unit, you should be able to: 1. Explain the meaning of a work group 2. Comment on the characteristics and types of work group 3.0 WORK GROUPS 3.1 THE MEANING OF A WORK GROUP A work group is a set of two or more people who see themselves as a group and are interdependent with one another for a purpose, and communicate and interact with one another on a more or less continuing basis. In many cases (but not always) they work closely together physically. The essential feature of a group is that its members regard themselves as belonging to the group. Although there is no single, accepted definition most people will readily understand what constitutes a group. A popular definition by Schein (1988), regards the group in psychological terms as any number of people who interact with one another; are psychologically aware of one another; and perceive themselves to be a group. A group is more than a collection of individuals; rather, through their interactions, new forms and new properties are created that need to be identified and studied in themselves. The goals may pertain to specific tasks, but it may also mean that the people share some common concerns, values, or idealogy. Thus, group members are attracted to each other by some social bonds. Groups are an essential feature of the work pattern of any organisation. Members of a group must co-operate in order for work to be carried out, and managers themselves will work within these groups. People in groups influence each other in many ways and groups may develop their own hierarchies and leaders. Group pressures can have a major influence over the behaviour of individual members and their work performance. The activities of the group are associated with the process of leadership. The style of leadership adopted by the manager has an important influence on the behaviour of members of the group. 3.2 CHARACTERISTICS OF GROUPS 101
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NATIONAL OPEN UNIVERSITY OF NIGERIA
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 15: Organisational Structure E
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 10: Work Groups UNIT 11: Commu
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Course Editor: Programme Leader: Na
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· Discuss the behaviour influencin
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MODULE: 1 UNIT 1 MANAGEMENT PERSPEC
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(iii) The reference to management a
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Departmental heads, Supervisors, Fo
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in coordinating efforts occur becau
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For purpose of this book, administr
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UNIT 2 THE STUFF OF ORGANISATIONAL
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suggested by the economic security
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of organisational behaviour and a n
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*We see organizations as societies
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Mullins, L. J. (2000). Management a
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The common features of a formal Org
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of inefficiency was prevalent in th
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•Discipline •Unity of Command
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3. Explain clearly the different ty
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expectations that supervisor, thoug
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Many types of barriers which can oc
Page 49 and 50: who unable to leave. Such workers c
Page 51 and 52: without receiving benefits in retur
Page 53 and 54: It is however important to note (re
Page 55 and 56: processes that are not a response t
Page 57 and 58: UNIT 5: Content MANAGEMENT OF CHANG
Page 59 and 60: Technological Change: Everyone is k
Page 61 and 62: Sometimes changes are introduced wi
Page 63 and 64: iii. Even where change is socially
Page 65 and 66: 3.8 MANAGING RESISTANCE TO CHANGE A
Page 67 and 68: Mullins, L. J. (2000). Management a
Page 69 and 70: It is the resource that enables a l
Page 71 and 72: influences other because they feel
Page 73 and 74: This basis of power is based on the
Page 75 and 76: 7.0 REFERENCES French, W. L. and Be
Page 77 and 78: iv. Personal Achievement: here, the
Page 79 and 80: The relationship between status, oc
Page 81 and 82: UNIT 8: Content PERCEPTION 1.0. Int
Page 83 and 84: interpretation of the world around
Page 85 and 86: 3. Past Experience: The selective n
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Page 89 and 90: greatly influenced by their own cha
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Page 93 and 94: Similarly individual are born into
Page 95 and 96: a) The Id is the unit that contains
Page 97 and 98: 5. Genital stage (13 years and abov
Page 99: 5.0 CONCLUSION We have in this sect
Page 103 and 104: Besides, there are also other class
Page 105 and 106: a Socialization of New Employees: S
Page 107 and 108: (rewards greater than cost) of an o
Page 109 and 110: 2. Eye Contact and Location of Memb
Page 111 and 112: UNIT 11: COMMUNICATION IN ORGANIZAT
Page 113 and 114: (i) Some individual or group as an
Page 115 and 116: (v) Communication is also the neces
Page 117 and 118: task of communication. In other wor
Page 119 and 120: tone of voice, the choice of langua
Page 121 and 122: UNIT 12: MOTIVATION 1.0. Introducti
Page 123 and 124: in the face of difficulties and pro
Page 125 and 126: 3.2 THEORIES OF MOTIVATION There ar
Page 127 and 128: According to Maslow, needs are hier
Page 129 and 130: Safety Social Relatedness Esteem Se
Page 131 and 132: The first group of factors (the dis
Page 133 and 134: The question is however often asked
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Page 137 and 138: Probability that effort will lead t
Page 139 and 140: satisfy their emotions and desires.
Page 141 and 142: The implication of attribution theo
Page 143 and 144: i. more workers are able to do vari
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Page 147 and 148: Thirdly, it is almost certainly tru
Page 149 and 150: “Labour is good in its self. A ma
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8. The motivation of many employees
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In every organization, there exists
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decentralisation, with activities i
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Structure provides the framework fo
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According to Mullins (2000), clearl
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functions, departments or sections.
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M :- Marketing F :- Finance iv) Nat
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•the process of managing the acti
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functions undertaken increases. Peo
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Therefore, the matrix organisation
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A basic aim for the study of organi
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ii) Technology - the manner in whic
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Task - the nature of the work activ
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In a university, for example, the m
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The growth of information technolog
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Most organisational resources are l
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It may not always be possible for m
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•Influence of Technology on Organ
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Mitchell, T. R. (1987). People in O
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