Organization and Affectivity – Organizational Behavior
College 1 – Organization and effectiveness: Introduction, work teams and
communication
H9 – Foundations of Group Behavior
Group: 2 or more individuals, interacting and interdependent (onderling afhankelijk), who
have come together to achieve particular objectives.
Formal group: A work group defined by an organization‘s structure.
Informal group: A group that is neither formally structured nor organizationally
determined. It‘s a group that appears in response to the need for social contact.
The five-Stage Model
The five-stage group-development model: Stages a group goes through.
1. Forming stage Oriëntatiefase: Characterized by much uncertainty. Uncertainty
about the groups purpose, structure, and leadership. Members test the water to
determine what types of behaviors are acceptable.
This stage is complete when members have begun tot think of themselves as part of a
group.
2. Storming stage Conflictfase: Characterized by intragroup conflict. Conflict over
who will control the group.
This stage is complete, when there is a relatively clear hierarchy of leadership within
the group.
3. Norming stage Stabilisatiefase: Characterized by close relationships and
cohesiveness (samenhang). Close relationships develop.
This stage is complete when the group structure solidifies and the group assimilated a
common set of expectations of what defines correct member behavior.
4. Performing stage Prestatiefase: The structure of the group is at this point fully
functional and accepted, the group is fully functional.
5. Adjourning stage Beëindigingfase: Is for wrapping up activities and preparing to
disband.
Afsluiting: in welke mate zijn de doelen behaald?
Afscheid: wat hebben we voor elkaar betekend?
Ricardo Semler:
Key question How to make employees happy?
Semler restructured his fathers company ―Semco‖ based on the values:
Trust
Openness
Love
The innovative organization: Secmo
Structure and culture: Three layers of management, employees set their own salaries
and production targets.
Trust and freedom: A participating or democratic management style.
1
, Social capital and collaboration (samenwerking): Work for common and shared
values, committed to the achievement of the common goal of the company.
Pay recognition: Paid fairly and their contribution is appreciated.
Learning and risk taking: Collective knowledge (gezamenlijke/ verzamelde kennis);
room for mistakes, encouraging new ideas.
Commitment: Removing privileges of ranks, employees feel comfortable voicing
their opinions.
Dynamism (dynamiek): Let employees determine what business the company is in.
H10 – Understanding Work Teams
I. Group versus team
II. Types of teams
III. Conditions for effectiveness
I. Group versus team
Why are teams so popular?:
Increased competition Organizations have been restructured themselves to compete more
effectively and efficiently. They have turned teams as a better way to use employee talents.
Teams are popular because they are more flexible and responsive to changing events. They
can quickly assemble, deploy, refocus, and disband. And teams are an effective means for
management to democratize organizations and increase employee motivation.
Advantages of teams:
More flexible and responsive to change.
Utilize (maken gebruik van) employee talents.
Increase employee motivation.
You can be part of a group or a team:
Work groups: A group that interacts primarily to share information and to make
decisions to help each group member perform within his or her area of responsibility.
1. Share information + Make decisions.
2. Members perform individually in area of responsibility.
Work team: A group whose individual efforts result in performance that is greater
than the sum of the individual inputs.
1. Coordinated effort Positive synergy. (Gecoördineerde inspanning → Het effect van
samenwerking dat groter is dan wat de afzonderlijke partijen in totaal bereikt zouden hebben).
2. Individual efforts result in performance greater than the sum of individual
inputs.
Differences between Groups and Teams / Comparing work groups and work teams
- Accountability: De
verantwoording die ze
moeten afleggen is
wederzijds of dus
individueel (alleen aan
zichzelf).
- Complementary:
Aanvullend.
2
College 1 – Organization and effectiveness: Introduction, work teams and
communication
H9 – Foundations of Group Behavior
Group: 2 or more individuals, interacting and interdependent (onderling afhankelijk), who
have come together to achieve particular objectives.
Formal group: A work group defined by an organization‘s structure.
Informal group: A group that is neither formally structured nor organizationally
determined. It‘s a group that appears in response to the need for social contact.
The five-Stage Model
The five-stage group-development model: Stages a group goes through.
1. Forming stage Oriëntatiefase: Characterized by much uncertainty. Uncertainty
about the groups purpose, structure, and leadership. Members test the water to
determine what types of behaviors are acceptable.
This stage is complete when members have begun tot think of themselves as part of a
group.
2. Storming stage Conflictfase: Characterized by intragroup conflict. Conflict over
who will control the group.
This stage is complete, when there is a relatively clear hierarchy of leadership within
the group.
3. Norming stage Stabilisatiefase: Characterized by close relationships and
cohesiveness (samenhang). Close relationships develop.
This stage is complete when the group structure solidifies and the group assimilated a
common set of expectations of what defines correct member behavior.
4. Performing stage Prestatiefase: The structure of the group is at this point fully
functional and accepted, the group is fully functional.
5. Adjourning stage Beëindigingfase: Is for wrapping up activities and preparing to
disband.
Afsluiting: in welke mate zijn de doelen behaald?
Afscheid: wat hebben we voor elkaar betekend?
Ricardo Semler:
Key question How to make employees happy?
Semler restructured his fathers company ―Semco‖ based on the values:
Trust
Openness
Love
The innovative organization: Secmo
Structure and culture: Three layers of management, employees set their own salaries
and production targets.
Trust and freedom: A participating or democratic management style.
1
, Social capital and collaboration (samenwerking): Work for common and shared
values, committed to the achievement of the common goal of the company.
Pay recognition: Paid fairly and their contribution is appreciated.
Learning and risk taking: Collective knowledge (gezamenlijke/ verzamelde kennis);
room for mistakes, encouraging new ideas.
Commitment: Removing privileges of ranks, employees feel comfortable voicing
their opinions.
Dynamism (dynamiek): Let employees determine what business the company is in.
H10 – Understanding Work Teams
I. Group versus team
II. Types of teams
III. Conditions for effectiveness
I. Group versus team
Why are teams so popular?:
Increased competition Organizations have been restructured themselves to compete more
effectively and efficiently. They have turned teams as a better way to use employee talents.
Teams are popular because they are more flexible and responsive to changing events. They
can quickly assemble, deploy, refocus, and disband. And teams are an effective means for
management to democratize organizations and increase employee motivation.
Advantages of teams:
More flexible and responsive to change.
Utilize (maken gebruik van) employee talents.
Increase employee motivation.
You can be part of a group or a team:
Work groups: A group that interacts primarily to share information and to make
decisions to help each group member perform within his or her area of responsibility.
1. Share information + Make decisions.
2. Members perform individually in area of responsibility.
Work team: A group whose individual efforts result in performance that is greater
than the sum of the individual inputs.
1. Coordinated effort Positive synergy. (Gecoördineerde inspanning → Het effect van
samenwerking dat groter is dan wat de afzonderlijke partijen in totaal bereikt zouden hebben).
2. Individual efforts result in performance greater than the sum of individual
inputs.
Differences between Groups and Teams / Comparing work groups and work teams
- Accountability: De
verantwoording die ze
moeten afleggen is
wederzijds of dus
individueel (alleen aan
zichzelf).
- Complementary:
Aanvullend.
2
