2. Task identity: extent to which a job involves completion of a whole piece of work with a
visible outcome
3. Task significance: extent to which a job has a meaningful impact on other people,
either inside or outside the organization
4. Autonomy: extent to which a job provides freedom, independence and discretion in
planning the work and determining how to undertake it.
5. Feedback: extent to which work activities result in direct and clear information on the
effectiveness of job performance.
JDS = Job Diagnostic Survey
Lecture 7: Working in groups and teams
Defining and Classifying Groups:
Group:
- Interact with one another
- Are psychologically aware of one another
- Perceive themselves to be a group
Formal Group:
- Defined by the organization's structure with designated work assignments establishing
tasks
Informal Group:
- Alliances that are neither formally structures nor organizationally determined
- Appear naturally in response to the need for social contact
- Deeply affect behavior and performance
Subclassifications of groups
Formal Groups:
● Command group: a group composed of the individuals who report directly to a given
manager.
● Task group: Those working together to complete a job or task in an organization but not
limited by hierarchical boundaries
Informal Groups:
● Interest group: members work together to attain a specific objective with which each is
concerned.
● Friendship group: Those brought together because they share one or more common
characteristics
Expectations and benefits of group membership:
- Certain tasks can be performed only through the combined efforts
- Sharing or rotating unpopular tasks
- Companionship
- Sense of belonging
- Guidelines on generally acceptable behavior
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, - Protection for its membership
- Security
- Status
- Self-esteem
- Affiliation
- Power
- Goal achievement
Differences between groups and team
team group
size limited Medium or large
selection crucial immaterial
leadership Shared or rotating solo
perception Mutual knowledge Focus on leader
understanding
style Role- spread coordination Convergence conformism
spirit Dynamic interaction Togetherness persecution
of opponents
Interdependence high low
goals shared individual
accountability Individual and group individual
competencies Task and social task
Decision making shared individual/ leader
Group cohesiveness: summarized under four broad headings:
Membership:
- Size of the group: large groups may split in sub-groups
- Compatibility of members
- Permanence of group members
Work environment:
- Nature of the task
- Physical setting
- Communication
- Technology
Organizational:
- Management and leadership
40
visible outcome
3. Task significance: extent to which a job has a meaningful impact on other people,
either inside or outside the organization
4. Autonomy: extent to which a job provides freedom, independence and discretion in
planning the work and determining how to undertake it.
5. Feedback: extent to which work activities result in direct and clear information on the
effectiveness of job performance.
JDS = Job Diagnostic Survey
Lecture 7: Working in groups and teams
Defining and Classifying Groups:
Group:
- Interact with one another
- Are psychologically aware of one another
- Perceive themselves to be a group
Formal Group:
- Defined by the organization's structure with designated work assignments establishing
tasks
Informal Group:
- Alliances that are neither formally structures nor organizationally determined
- Appear naturally in response to the need for social contact
- Deeply affect behavior and performance
Subclassifications of groups
Formal Groups:
● Command group: a group composed of the individuals who report directly to a given
manager.
● Task group: Those working together to complete a job or task in an organization but not
limited by hierarchical boundaries
Informal Groups:
● Interest group: members work together to attain a specific objective with which each is
concerned.
● Friendship group: Those brought together because they share one or more common
characteristics
Expectations and benefits of group membership:
- Certain tasks can be performed only through the combined efforts
- Sharing or rotating unpopular tasks
- Companionship
- Sense of belonging
- Guidelines on generally acceptable behavior
39
, - Protection for its membership
- Security
- Status
- Self-esteem
- Affiliation
- Power
- Goal achievement
Differences between groups and team
team group
size limited Medium or large
selection crucial immaterial
leadership Shared or rotating solo
perception Mutual knowledge Focus on leader
understanding
style Role- spread coordination Convergence conformism
spirit Dynamic interaction Togetherness persecution
of opponents
Interdependence high low
goals shared individual
accountability Individual and group individual
competencies Task and social task
Decision making shared individual/ leader
Group cohesiveness: summarized under four broad headings:
Membership:
- Size of the group: large groups may split in sub-groups
- Compatibility of members
- Permanence of group members
Work environment:
- Nature of the task
- Physical setting
- Communication
- Technology
Organizational:
- Management and leadership
40
