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Organizational Psycho-

sociology Project

Bragana

2010

Alina Valentina Constantin

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ORGANIZATIONAL PSYCHO-SOCIOLOGY PROJECTDecember

6, 2010

Table of Contents

1. Communication.....................................................................

.........................3Case study

1...............................................................................................

.....3

Recommendation.....................................................................

......................7

2. Leadership.............................................................................

.........................8

Case study

2...............................................................................................

.....9

Recommendation.....................................................................

....................13

3. Team

work........................................................................................

...........13

Why a

team........................................................................................

..........13

Characteristics of a high performing

team...................................................14

Team work game: Perfect

Hexagon.............................................................15

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Five dysfunctions of a

team..........................................................................17

References...............................................................................

.....................18

1.Communication

We can define the corporate communication as a transfer of messages

and meanings between sender and receiver in an organizational context.

Taking in consideration organizational communication, quality and the

speed of feed-back, are fundamentals principles of a modern company.

Many of problems that arise in an organization are the direct result of

communication errors.

These damages in communication can cause confusion,

misunderstanding or, even worse, failure in fulfilling the tasks.

Communication barriers are all those disturbances that can intervene

during the communication process and reduces the fidelity or efficiency

message.

The following example is a relevant one of poor communication in an

organizational level.

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We will try to analyze the errors and communication barriers that can

become a significant obstacle to fulfill tasks.

Case study 1Gabrielle is a young 25 years employee who works in the branch of a

well known banking institution. Due to her highly developed communication

skills and good performance obtained during the three years since working

at this company, Gabrielle is newly promoted on a post that involves

advising the banks most important clients.

One day, one of those customers, desiring to conclude a contract for a

loan application, addresses a question to Gabrielle regarding one of the

contractual terms.

Gabrielle is not sure about the answer that she should offer, but

because a fundamental principle of the company is customer orientation and

customers care, she wants to provide the desired information in a short time.

So, Gabrielle decides to seek help from the direct supervisor, the branch

manager.

Gabrielle: Hello, I really need to talk with you about a customer

Jack: It is important? In two minutes I have to go to a meeting.

Gabrielle: I'll try to be as short as possible.

Jack: Well, tell me quickly what is it (the phone rings, but Jack is waiting to

finish the conversation before responding)

Gabrielle: One of my clients wants to access European funds for a project,

but I dont know what answer to give him, concerning the conditionsimposed by the European Union, in order to access those funds.I thought

that you were the most qualified to be able to help me clarify this issue.

Jack: Read the rules of banking and you will surely find an answer there

(stressed looking at the clock)

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Gabrielle: I have already consulted its, but the client wants details that I

cannot provide and today at two o'clock I set up a meeting with him to

elucidate the issue.AscultaiCitii foneticDicionar - Afiai dicionarul detaliat

1. verb

1. normalize

2. standardize

3. control

Jack: Now I dont have time for this, and besides that, its not my fault you

fail to meet your job requirements.

Gabrielle: But now is not about my.

Jack: Oh, please, stop being a classic example of McGregor theory.

Gabrielle: Yes, I understand (reading the doubt on her face), but I thought

that companys policy is to support the client regardless the situation.

Jack: Ok, Ok. I will see how I can solve it. Now I have to go.

The above example is a classic one of organizational communication

that takes place between manager and subordinate.

In this case, each of the participants at the communication process

plays both roles: transmitter and receiver.

Level of communication: The communication takes place, at internal

level of organization and is interpersonal. The communication between

Gabrielle and his manager is not only a verbal one, but also a nonverbal.Even though this example doesnt refer to many body signals, we can

imagine that both the manager and subordinate send many nonverbal

messages ( stressed looking at the clock /reading the doubt on her

face)

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http://www.google.ro/dictionary?source=translation&hl=ro&q=&langpair=en%7Cpthttp://www.google.ro/dictionary?source=translation&hl=ro&q=&langpair=en%7Cpt

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Channel of communication: Face-to-face, because is a meeting

between Gabrielle and her manager, that takes place in his office. By this,

Gabrielle also can obtain a fast feed-back from her boss that is required to

solve the issue. (Hello, I really need to talk with you about a customer. /

One of my clients wants to access European funds for a project..)

Communication type:The communication is a formal one because it

uses technical language with economic terms and also because the

discussion takes the form of a meeting between a manager and subordinate.

Communication code: Both participants in the communication

process use the same system of symbols which is English and specifics

economical terms. (One of my clients wants to access European funds for a

project, but I dont know what answer to give him, concerning the conditions

imposed by the European Union..)

Communication functions: Informational- The purpose of

conversation is to inform the manager about the problems that is required to

be solved. (Hello, I really need to talk with you about a customer)

Control- This function can be explained by the

need of Gabrielle to clarify the problem about the client with her manager.

Managers position in organization may come off Read the rules of banking

and you will surely find an answer there. By this, he expresses his authority

and his function.

Barriers of communication:

Timing can be considered a barrier for both participants: exactly when

Gabrielle enters the managers office, he is preparing to go for a meeting.

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(It is important? In two minutes I have to go to a meeting). Also, Gabrielle

has to solve the problem with her client in the same day. (but the client

wants details that I cannot provide and today at two o'clock I set up a

meeting with him to elucidate the issue.)

Disregard information that conflicts with what we know

(selective perception):

After Gabrielle informs her superior about the problem, the manager,

pressed by lack of time, is sure that he doesnt have the answer, but in

banking rules, she will surely find it.

Source evaluation: the manager puts a label on Gabrielle as a

person with time management issues. (its not my fault you fail to meet

your job requirements.)

One of the errors that he makes as a manager is to assess the person

and not to find a solution for the problem.

Semantic problems: the manager uses terms that Gabrielle might

not know (Oh, please, stop being a classic example of McGregor theory)

The manager should be clearly and specific when he is transmitting a

message, so there wont be any doubt or interpretation in his words.

Level of relationship between participants of the

communication process (social pressure):

The relationship between Gabrielle and manager is one of

subordination, so Gabrielle may be intimidated by his position in

organization. But also because she is new on this post, she might have some

difficulties with the new managerial style.

We can discuss here about social pressure, because Gabrielle is

woman and manager is man, so we know that there has always been a

strong competitiveness and fight for power between women and men.

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Too much information: because Gabrielle has only two minutes to

discuss the issue with her manager, she shares too much information in

short time without many details. Also, because the manager is in a hurry he

cant pay too much attention at the conversation. (It is important? In two

minutes I have to go to a meeting/I'll try to be as short as possible)

Nonverbal signals: too many checking of the watch and the phone

ringing are nonverbal signals that might be a reason for the non-efficient

communication of Gabrielle.

The ringing phone can cause stress for manager that could not pay

attention at what Gabrielle is saying.

Recommendation about how the manager should have

approached the situation:

When Gabrielle came into the managers office, he should have

excused himself politely for lack of time and suggest talking later in an

attempt to solve the problem together.

Due to Gabrielle's recent promotion and lack of experience on the job,

the manager should have motivated Gabrielle through a positive feedbackand advice her to be more careful in future about how she manages time.

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2. Leadership

We can define leadership as a process in which an individual influences

a group toward a common goal.

A leader is seen as a person able to guide people, to influence

behaviors, a person that inspires confidence and has the ability to create a

vision.

Over time, many researchers have tried to identify the types of

leadership, but now, in the contemporary organizations are known four types

of leaders, each with its own characteristics.

Authoritative style

Laissez-faire

Patriarch

Co-operative.

The authoritative leader is known as making the boss and to take

decisions without participation of other employees. Also, is known as asuspicious person, focused more on task and not on relationship with his

team. Little focus in employee, always wants to have the control and check

every activity.

The laissez-faire leader has no orientation towards a common goal,

provides only the necessary information and his responsibilities are handled

by the other members of team.

The patriarch style is identified with the father figure that takes care of

his employees, feeling responsible for them and decides what is good and

bad in the name of the team.

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The co-operative style is specific to leaders that strongly believe that

the members of a team should be partners. He makes no pressure on

employees and encourages communication in both ways. Also is concern

about their future development.

In next case study we will try to identify the leadership style and

problem that could occur in a team

Case study 2

At the Chocomilk company, in the marketing department takes place a

meeting which aims to develop marketing plan in order to increase sales of

chocolate products during the holidays.

The team is formed by the leader, Mike, which is the head of marketing

department and another four employees, from the same department,

specialized in different activities: Bob (creation), Victor (graphics), Megan

(Communication) and Jessica (Media Planner). Team members work in the

same department for five years. Leader is known as an ambitious person

who likes to be in the center of attention, and who causes conflicts.

Mike: Last night, after completing the program, I looked over the marketing

plan draft and I thought that a budget of 10,000 euro would be enough to

meet it. Also, this morning I had a conversation with people from the finance

department and we agreed with the proposed amount.

Jessica (Media Planner): But we never decided what kind of

communication channels well use for marketing campaign, and therefore we

dont know how much is required.

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Mike: Last year, TV commercials didnt have the expected return, although

we had a big budget. So I decided this year to have a lower budget, work

more, so I wont be forced to support reproaches for the whole team.

Megan (communication): Mike, I dont think TV ads were the only failure

of the marketing campaign. Do not forget that last year we had a new

competitor with a good set up marketing campaign. I think that this

discussion is pointless now.

Mike: Of course this discussion is pointless now, since you havent been

criticized by superiors. However the decision about budget campaign was

already made. Now, Im interested if each of you came up with an idea to

boost sales this year.

Bob (creation): In addition to specific holiday package, we can offer

Christmas decorations as gifts for every product bought.

Mike: Oh, please, the market is full of it. Everyone is practicing that. I expect

better ideas from you, who supposed is the expert.

Mike: Do you have any great ideas?

(Nobody says anything)

Mike: It seems like Im the one who must do all

Mike: I think it would be best to offer our products at a lower price because

everyone loves discounts, anytime. Moreover, we can put promoters in large

commercial spaces to provide samplings of our products. For this I would like

to have an attractive packaging. So the responsibility of the graphics will be

a big one. Do we have at least some design sketches for the package? What

is the progress, Victor?

Victor (graphics): I didnt know that we had a deadline and therefore now

Im working on first draft.

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Mike: Why should I set a deadline for each of you? Cant you take the

initiative for yourself? Just as we all know of your work depends the work of

others. But enough talk, now that everyone knows what to do, lets start

working. Later well discuss about the progress made.

The case study is about a company that produces chocolate products

and the marketing department is responsible to develop a marketing plane

in order to increase sales during holidays. They made a team whose leader is

a person known as ambitious and selfish and who likes conflicts.

The teams members know each other for five years, so between themare formed some ritual work, norms and traditions that could facilitate

collaboration in team work.

It could also be a disadvantage since they already formed a working

style that could impede progress and performance at the group level.

Known as a person who likes to be in the spotlight, Mike decides

without consulting the team members what budget is required to fulfill the

marketing plan. Doing this, Mike proves that he is self-centered and gives a

low importance to his team members. (I looked over the marketing plan

draft. / I thought. / I had a conversation with people from the finance

department)

Also, the decision that Mike takes alone demonstrates the lack of

confidence in teams performances. This could be a de-motivating factor for

the other members, being encouraged to isolate themselves and work

individually.

Although Mike works in the same department with the other members,

he refuses to take responsibility for the failure of last years campaign, and

even more, he blame it on his team. (Last year, TV commercials didnt have

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the expected return, although we had a big budget. So I decided this year to

have a lower budget, work more, so I wont be forced to support reproaches

for the whole team.)

By this he is not anymore identified as part of a team but ranks himself

on a higher position. He demonstrate too self-confidence, like he can do all

by himself. This could also be considerate like a de-motivating factor for the

others member of team.

Another negative part of Mikes personality is that he is acting like a

boss. ( Now, Im interested if each of you came up with an idea to

increase sales this year). This is considerate an inhibitor factor when it

comes to take a initiative by the others ( Oh, please, the market is full of

it. Everyone is practicing that. I expect better ideas from you, who supposed

is the expert.)

When he tells with sarcasm to the others Do you have any other great

ideas, the silence that follows, demonstrates that no one dares to say

something. So, by this he imposes himself through fear and discourages

communication in both ways.

Once more, he considerate himself an indispensable part of team when

he tells It seems like Im the one who must do alland shows his selfish

personality.

Is too much focused on task achievement and less in creating a strong

relationship between teams member. ( Of course this discussion is

pointless now, since you havent been criticized by superiors. However the

decision about budget campaign was already made.) By doing this, he

destroy the teams harmony and puts too much responsibility on a member,

creating stressful work condition. ( For this I would like to have an

attractive packaging. So the responsibility of the graphics will be a big one.

Do we have at least some design sketches for the package? What is the

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progress, Victor?). Also Mikes guiding principle is that team members are

there to serve him and not to work together for a common goal.

Mike does not fulfill his leading responsibilities of coordinating and

organizing so, team members may feel confused about what they have to

do. (Mike: Do we have at least some design sketches for the package?

What is the progress, Victor? /Victor (graphics):I didnt know that we had a

deadline and therefore now Im working on first draft.)

Mike creates confusion also through his actions: in one hand inhibit

taking initiative, and in the other hand accuse its absence. (Why should I

set a deadline for each of you? Cant you take the initiative for yourself? Just

as we all know of your work depends the work of others.)

The conversation finishes like as it started. The members of team are

confused and they dont know what they have to do. All discussion is focused

on reproaches that de-motivate all team members.

Mike may be included in authoritative leadership style whose desire is

to lead and reach in top without cares about the others. He only wants to get

credit for good results but not taking responsibilities for failures.

Recommendation

Mike should change his leading style, if he wants to have a performing

team, motivated and develop creative working environment. Also he should

avoid conflicts that create tension between members, because he should be

the one who mediates disputes and not the one who creates them.

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Mike should encourage communication and feed-back in both ways: to

give and to ask for feed-back. For existing harmony in his team, Mike should

give clear tasks with specific deadlines for every member.

He should evaluate current tasks and not those that happened one

year ago. He must to create vision for his team, in achieving a common goal,

which in this case is to develop a marketing plan in order to increase sales.

Mike should drop the unfounded superiority attitude and consider

himself a part of the team. Also he should not criticize anymore and to guide

the team.

1.Team work:

In a general way, a team can be defined as a group of individuals

organized to collaborate efficiently, to accomplish a common goal.

Why a team? When the objectives are big it can be split into small tasks.

The performance potential is bigger when more people work together.

Working together makes possible the share of information and learning

from each other.

The motivation to accomplish the goal is bigger when more people work

together.

Need to be a part of a group.

Characteristics of high performing team

A sense of purpose

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Common vision, goals and objectives are shared. The team

strongly focus on results, gives a sense of priorities and clarity about

decisions. Team establishes high standards of performance for itself, rather

than being pressured to perform by its supervisor.

Trust and mutual respect

People value and support others: they tell each other the truth and

provide honest and caring feedback. Team members use constructive

criticism when necessary to facilitate group interaction and accomplish

tasks. Cohesive team has a sense of unity and oneness.

Open communication

People express their thought and feelings, conflict is surfaced

and resolved. People listen attentively. Team members express ideas fully

and frankly so that everyone has all relevant information and hidden

agendas are minimized.

Shared Leadership

Different team members assume leadership depending on thetask at hand and the need of the group. The formal leader serves as coach

and mentor to the team.

Effective Working Procedures

Develops a comfortable working atmosphere in which people are

alert and engaged. The team knows how to gather, organize and evaluate

information. People encourage creativity, innovation and risk-taking. People

plan appropriately.

Building on differencesThe team optimizes the skills, knowledge and personal strengths of its

members. People seek out different points of view and make use of

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outsiders. Team members are allowed to disagree and the team has an

effective way to resolve problems and intergroup conflicts.

Flexibility and adaptability

People see chances as opportunities. Attach a high value to new,

creative approaches to problems. People share responsibilities and

look for continuous improvement.

We will demonstrate all this characteristics of team work by playing a game

Perfect Hexagons Exercise:

Participants: teams of 5

Material: prepared puzzle pieces

Hand out the envelopes with pieces of squares to groups of five.

These are the instructions (to be read aloud):

Each group must form a perfect hexagon using the pieces of the

puzzle. Each member will have an envelope with pieces from the

puzzle. So you can try to make by yourself the hexagon or you can put

all pieces in the centre of the table. Also, you can give pieces to other

member of the group.

All of the hexagons are the exact same size.

The most important rule for this game is that no one is allowed to

communicate such as talking, writing, or using non-verbal signals.

Also, nobody is allowed to interfere in any other persons figure.

If you decide to put pieces in the centre of the table, everybody from

your group is allowed to take pieces from there.

If you dont respect the rules, you receive a yellow card. If you receive two, you will be excluded from the game.

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Solution:

Share your experiences:

How did you feel when someone else had a piece you would have liked?

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f

f

e

e

c

d

d

a

a

d i

h

h

g

b

b

k

l

m

j

j

a

a

a

a

a

a

Envelopes:A: a, a, c, e, i, lB: a, a, b, f, h, mC: a, a, d, e, jD: a, d, j, hE: a, b, d, f, g, k

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How did you feel when someone else completed their figure and sat back

complacently?

How did (s)he feel?

Did somebody finish their figure and then broke it apart to help others?

What did you think about people who were "slow"? Did you want to

interfere? Why?

Five dysfunctions in a team

AscultaiCitii fonetic

Dicionar - Afiai dicionarul detaliat

1. substantiv

1. flax

2. linen

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The first dysfunction is an absence of trustamong team members.

Team members who are not genuinely open with one another about their

mistakes and weaknesses make it impossible to build a foundation for trust.

This failure to build trust is damaging because it sets the tone for the

second dysfunction: fear of conflict. Teams that lack trust are incapable of

engaging in unfiltered and passionate debate of ideas. Instead they resort to

veiled discussions and guarded comments.

Lack of commitment. Without having aired their opinions in the

course of passionate and open debate, team member rarely, if ever, buy in

and commit to decisions, though they may feign agreement during meetings.

Because of this lack of real commitment and buy-in, team members

develop an avoidance of accountability, the fourth dysfunction. Without

committing to a clear plan of action, even the most focused and driven

people often hesitate to call their peers on actions and behaviors that seem

counterproductive to the good of the team.

Inattention to results occurs when team members put their individual

needs (such as ego, career development, or recognition) above the collective

goals of the team.

To conclude, we can say that to have a better team, every member

has to:

Trust one another

Engage in unfiltered conflict around ideas

Commit to decisions and plans of actions

Hold one another accountable for accomplish those plans

Focus on the achievement of collective results.

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Ascultai

Citii fonetic


1. substantiv

1. bewilderment

2. perplexity

3. puzzle

References

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1. Patrick Lencioni The Five Dysfunctions of a Team, (2002) Jossey-Bass,

ISBN0787960756

2. Rowe, G.W. Cases in leadership. E.U.A.(2007) Sage publications

3. Alderfer, C.P. (1977). Group and Intergroup Relations. Improving the

quality of work life, J.R.Hackman e J.L. Suttle (eds), pp.227-296.

Palasides: Goodyear

Ascultai

Citii fonetic


1. substantiv

1. bewilderment

2. perplexity

3. puzzle

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http://books.google.com/?id=AEIGAAAACAAJhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/0787960756http://www.google.ro/dictionary?source=translation&hl=ro&q=&langpair=en%7Cpthttp://books.google.com/?id=AEIGAAAACAAJhttp://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/0787960756http://www.google.ro/dictionary?source=translation&hl=ro&q=&langpair=en%7Cpt

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