MMUGM

Universitas

GROUP & TEAM

Gadjah Mada

KELOMPOK 3

2 4
1 Caesar Adjie 3 Ni Nyoman Ayu P. 5
31009 31022
Isnain Fuady Tata Sambada
Adelina Crista M.
31003 31016 31029

Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31

 A

GROUP MMUGM
Universitas
Gadjah Mada

Identitas
Umum Formal Group Informal Group
Kelompok Kelompok
dibentuk dibentuk oleh
2 seorang teman atau
1 manajer utuk orang yang
Norma – 3
Dua atau Norma membantu memiliki minat
beberapa Kolektif Tujuan perusahaan yang sama
individu Bersama
mencapai untuk menjalin
yang
berinteraksi
tujuan pertemanan
Empat Kriteria Group (Sosiologi)

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
A
GROUP
MMUGM
Universitas
5 Tahap Perkembangan Group Gadjah Mada
(Tuckman)

Performing Adjourning

Norming
Return to
Independence
Storming

Forming
Dependence/
Interdependence

Independence

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
A Masalah Individu
GROUP Masalah Kelompok

MMUGM
“Bagaimana saya dapat
5 Tahap Perkembangan Group melakukan peran dengan
“Dapatkah kita melakukan Universitas
pekerjaan sebagai kelompok?” Gadjah Mada
(Tuckman) baik?”

Masalah Individu

“Apa Selanjutnya?”

Masalah Kelompok

“Dapatkah membantu
peralihan anggota?”

Masalah Individu Masalah

Kelompok
Masalah Individu Masalah Kelompok
“Bagaimana saya “Mengapa kita
membaur?” di sini?” “Apa yang orang lain “Dapatkah kita
harapkan dari saya?” menyetujui peran dan
Masalah Masalah
Individu pekerjaan sebagai
Kelompok
kelompok?”
“Apa peran saya “Mengapa kita
di sini?” meributkan siapa
yang memimpin
dan siapa yang
melakukan apa?”

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
 B

TEAM MMUGM
Universitas
Gadjah Mada

TEAM
Sekelompok individu
dengan kemampuan
saling melengkapi dan
bekerjasama secara
Group Team
efektif untuk tujuan
tertentu, dimana
mereka merasa
memiliki tanggung
jawab(Katzenbach
bersama dan Smith) Share information Goal Collective performance

Neutral
Synergy Positive
(sometimes negative)

Individual Accountability Individual and mutual

Random and Varied Skills Complementary

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
 B

TEAM MMUGM
Universitas
Gadjah Mada

Effectiveness Team Players

Group becomes a Team 1. Open to ne ideas and different
ways of working
1. Leadership becomes a 2. Share information, experience,
shared activity and specialized knowledge
2. Accountability shifts from 3. Seek opportunities for
sticly individual to both improvement
individual and collective 4. Develop working relationship
3. The group develops its with people from different
own purpose or mission functions
4. Problem solving becomes 5. Look for win-win solutions to
a way of life, not part-time build trust and sustain
activity relationships
6. Join only those teams whose
5. Effectiveness is measured
goals they highly value, which
by the group’s collective
fosters personal commitment
outcomes and products 7. Are realiable – they do what
they say, when they say it, and
are prompt and respectful
17/05/2019 8. Are results oriented 6
Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
 B

TEAM MMUGM
Universitas
Gadjah Mada

Communication
Team Building T
R
Team-Building workshops U
strive for greater S Predictability Support
coorperation, better T
communication, and less How to Build Trust
dysfunctional conflict

Competence Respect
1
Contractual Trust Trust of character

2 Communication Trust of disclosure

Trust Fairness
3 Competence Trust of capability
Trust

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
 C
THREATS OF
EFFECTIVENESS MMUGM
Universitas
Gadjah Mada
Groupthinking

“A mode of thinkingthat people engange in when they are deeply involved in a cohesive in group, when
members striving for unanimity override their motivation to realistically appraise alternative courses of action “

invulnerability Inherent morality rationalization

mindguards Symptoms of Stereotyped views

groupthink of opposition

Peer pressure Illusion of

Self -censorship
unanimity

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
 • SOCIAL LOAFING
MMUGM
 Decrease in individual effort as group size increases Universitas
Gadjah Mada

Reasons for SOCIAL LOAFING

1. Equity of Effort
2. Loss Of Personal Accountabillity
3. Motivational Loss Due To Sharing Of Rewards
4. Coordination Loss As More People Perform The Task

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
 MMUGM
Universitas
Gadjah Mada

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
Management Impact On Deviant Behaviors MMUGM
Universitas
Gadjah Mada

 60% of employees engange in theft

 48% admitted to cutting corners on quality

control, covering up incidents, abusing/lying about
sick days, cheating on expenses, deceiving customers

 What role does the corporate culture, human

resource systems, and managers play in affecting
deviant behavior among employees?

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
 Management Impact on MMUGM

Deviant Behaviors Universitas

Gadjah Mada

Triggers of Workplace Types of Workplace Deviance

Deviance
•Compensation/Reward
Structure
•Social Pressures to
Conform
•Untrusting Attitudes
•Ambiguity about Job
Performance
Costs to Organization
•Production Deviance
•Lack of product consistency
•Political Deviance
•Higher production costs
•Property Deviance
•Loss of inventory control
•Personal Aggression
•Inconsistent service quality
•Loss of profits

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
  Foster trusting relationships
 Promote fairness and equity in rules and rewards MMUGM
Strategies for  Don’t ignore deviant behavior – stop cycle before it Universitas
Gadjah Mada
Reducing starts
Workplace  Be a role model
Deviance  Explain organizational goals and impact deviant
behavior has on organization

The Asch the distortion of individual judgment by a unanimous but

Effect incorrect opposition.

? 1 2 3

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
LEADER-MEMBER EXCHANGE MMUGM
Universitas
Gadjah Mada

Leader-member exchange (LMX) theory describes the role-making processes

between a leader and each individual subordinate and the exchange relationship that
develops over time (Dansereau, Graen, & Haga, 1975; Graen & Cashman, 1975)

Exchange Relationship Formed based on:

Personal compatibility
Subordinate competence

Results in either:
High Exchange
Low Exchange

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
Cognitive Processes of Attribution MMUGM
Universitas
Gadjah Mada

Two-stage model
 Attribution
 Response

Other attribution determinants

 Position power
 Type of exchange

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
Guidelines for Correcting Performance MMUGM
Universitas

Deficiencies Gadjah Mada

 Gather performance information

 Avoid attribution biases
 Provide corrective feedback
 Describe deficiency
 Explain ineffective behavior impact
 Remain professional

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
Guidelines for Correcting Performance MMUGM
Universitas

Deficiencies (Cont.) Gadjah Mada

 Mutually identify causes

 Ask for subordinate suggestions
 Express confidence
 Offer help
 Reach action agreement
 Summarize and verify

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
IMPRESSION MANAGEMENT MMUGM
Universitas
Gadjah Mada

Impression Management Tactics

Exemplification
Ingratiation
Self-Promotion

 Impression Management by Followers

 Impression Management by Leaders

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
FOLLOWER PERCEPTIONS OF LEADERS MMUGM
Universitas
Gadjah Mada

Determinants of Follower Attributions

 Timely indicators
 Success
 Positive performance trend
 Direct Action
 Innovation
 External conditions

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
Follower Perceptions of Leaders (Cont.) MMUGM
Universitas
Gadjah Mada

 Constraints
 Intentions and competence
 Personal qualities
 Mood of the follower
 Leader-follower similarity
 Follower identification with group

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
Determinants of Team Performance MMUGM
Universitas
Gadjah Mada

 Shared objectives
 Skills and role clarity
 Internal coordination
 External coordination
 Resources and support

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
Determinants of Team Performance (Cont.) MMUGM
Universitas
Gadjah Mada

 Trust, cohesiveness, and cooperation

 Accurate, shared mental models
 Collective efficacy
 Collective learning
 Member diversity

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
 Leader Influence of Group MMUGM
Universitas

Processes and Performance Gadjah Mada

Task behaviors
Relations behaviors
Change behaviors
Situational factors

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
Leadership in Different Types of Teams MMUGM
Universitas
Gadjah Mada

Cross-Functional Teams
Self-Managed Work Teams
Virtual Teams

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
GUIDELINES FOR LEADING TEAMS MMUGM
Universitas
Gadjah Mada

Emphasize common interests and values

Develop collective identification
Facilitate social interaction
Communicate activities and achievements
Conduct process analyses
Increase mutual cooperation incentives
Hold practice sessions
Use reviews to facilitate collective learning

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
Leading Decision Groups MMUGM
Universitas
Gadjah Mada

Task-oriented functions
Group maintenance functions

Who should perform these leadership functions?

Leader-centered view
Group-centered view

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
Guidelines for Leading Meetings MMUGM
Universitas
Gadjah Mada

Necessary preparations
Share essential information
Describe problem
Allow ample time
Separate idea generation from evaluation
Facilitate participation

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31
Guidelines for Leading Meetings (Cont.) MMUGM
Universitas
Gadjah Mada

Encourage idea building

Use systematic procedure for idea evaluation
Encourage Integrative solutions
Encourage consensus building
Clarify implementation responsibilities

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Leadership and Organizational Behavior (Group & Team) Kelompok 3 / Eks 31