Interpersonal Skills and Group Dynamics

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Interpersonal Skillsand Group Dynamics

• Denhardt, Chp. 11

2
MotivationPay and job satisfaction (Hertzberg)

• Hygiene factors pay, working conditions
• Related to job dissatisfaction
• Motivators oppty for achievement, recognition
  and advancement
• Related to job satisfaction

3
Maslows theory of human developmentA hierarchy
of needs

• Physiological needs - food, clothing, shelter
• Safety and security
• Social needs
• Ego satisfaction/self-esteem
• Self-actualization

4
Hawthorne studies

• Purpose determine effect of environmental
  variables on performance
• Monitored effects of lighting on productivity
• When results were surprising, added supervisory
  and social variables
• Supposedly the results indicated that a happy
  worker is a productive worker (controversy
  whether studies actually said this)
• Possibly its the other way that better
  performance leads to job satisfaction
• Third possibility that job satisfaction and
  performance are associated only if rewards are
  based on performance

5
Reinforcement theory

• Positive reinforcement reward follows behavior
• behavior will repeat
• Negative reinforcement removal of something
  unpleasant follows behavior
• behavior will repeat
• Punishment follows behavior
• behavior less likely to repeat
• Nothing follows behavior
• behavior may extinguish

6
Reinforcement principles

• Response should promptly follow behavior
• Patterns of response
• Continuous (every time behavior occurs)
• Partial (proportion of behaviors)
• Frequency of response
• Consistent may learn quickly, then forget
  quickly when responses stop
• Random slower to learn, persists even when
  responses stop

7
Reinforcement Applications to management

• One-minute praising/one-minute reprimand
  (Blanchard and Johnson)
• Follows the behavior closely
• Is specific
• Ends quickly, with a show of support
• Pay-for-performance (PFP) assumptions
• Must be able to accurately measure performance
• PFP must influence individual decisions to remain
  with an organization
• PFP must influence individual decisions to work
  harder
• Employees are highly motivated by financial
  rewards

8
Motivation through goal setting

• Process
• Write it down
• Goal must be specific
• Means to reach goal must be clearly articulated
• Set a deadline
• Goal must be attainable
• Goal should be challenging
• Participatory approach
• Subordinates might set more difficult goals than
  managers
• If limits are placed process might generate
  cynicism

9
Group decisionmakingAdvantages

• More information
• Synergy - whole is greater than the sum of its
  parts
• Loss of information when transmitted linearly
• Communication patterns important
• Centralized better for simple problems?
• Decentralized better for complex issues?
• Potentially less risk (?)
• Do groups really make less risky decisions than
  persons working alone? (Denhardt is way out on
  the limb on this one)

10
Group decisionmakingDisadvantages

• Time constraint
• Cost
• Deferral of responsibility and accountability
• Groupthink (opposite of synergy)
• May be consequence of excessively cohesive
  groups, where people feel obliged to conform
• Groups might make more risky decisions
• Can breed cynicism if members feel constrained

11
GroupsInterpersonal dynamics

• Personal animosities
• Hidden agendas
• Patterns of group development
• Initial dependence on leader
• May be followed by counterdependence - hostility
  to leader
• Goal interdependence
• Types of rebellion
• Flight / Fight / Pairing
• Changing the composition of a homogeneous group
• If badly outnumbered, Os might be isolated or
  stereotyped

12
GroupsDecisionmaking techniques

• Brainstorming generate as many ideas or
  solutions as possible
• Suspend judgment until done
• Nominal group technique avoid groupthink
• Present problem
• Members work alone to write solutions
• Members present one solution at a time until
  everyone is heard
• Members rank solutions on secret ballot, best to
  worst
• Quality circles use various techniques
• Group decisionmaking can breed dangerous
  (unified) cynicism and discontent if solutions
  are ignored or unacceptable to higher-ups

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Vroom-Yetton-JagoDecisionmaking model

• Key issue When to what extent should groups
  be involved in making decisions?
• Continuum (Autocratic/Consultative/Group)
• AI Solve the problem yourself with information
  at hand
• AII Obtain information from subordinates, then
  decide (may or may not share problem)
• CI Share problem with subordinates individually,
  then decide
• CII Share problem with subordinates in a group
  meeting, then decide
• GII Share problem with subordinates and moderate
  their effort to achieve a solution

http//www.css.edu/users/dswenson/web/LEAD/vroom-y
etton.html
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Vroom-Yetton-Jago decision points (factors to
consider)

• QR - Does problem have a quality requirement?
  (L/H)
• CR - Is acceptance of decision by subordinates
  important? (L/H)
• LI - Do you have enough info to make a
  high-quality decision? (Y/N)
• ST - Is the problem structured? (Y/N)
• CP - Would a non-consultative decision be
  accepted by subordinates? (Y/N)
• GC - Do subordinates share the organizational
  goals that are intended to be attained? (Y/N)
• CO - Will a solution lead to conflict between
  subordinates? (Y/N)
• SI - Do subordinates have the necessary
  information to make a decision? (Y/N)

http//www.css.edu/users/dswenson/web/LEAD/vroom-y
etton.html
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QR CR LI ST
CP GC CO SI
http//www.css.edu/users/dswenson/web/LEAD/vroom-y
etton.html
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Change

• Guidelines for facilitating change
• Do people trust the person proposing the change?
• Do people understand the implications of the
  change?
• Have people been involved in developing the
  proposal?
• Is management sensitive to the personal impacts
  of change?

17
Change techniqueOrganization Development (OD)

• Focus on human obstacles to change
• Main focus personal misunderstandings and
  mistrust
• Restrict patterns of behavior
• Limit organizational capabilities
• Makes it difficult to adapt to change

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Goals of OD

• Unfreeze problematic relationship patterns
• Replace them with better relationships
• Freeze the changes in place
• For persistence individuals must relearn their
  theories of organizations - not just change their
  behavior

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OD Process

• Use an external interventionist (change agent)
• Change techniques
• Team building/development
• Intergroup problem solving/conflict resolution
• Goal setting and planning (like MBO)
• Sensitivity training
• Issues
• Why the change? To benefit the organization?
  Employees?
• Will OD be perceived as a sales or con job?
  Is it?