Readings: The Following Chapters On Group Behavior In Orga

Readingsread The Following Chapters Ingroup Behavior In Organizations

Readings read the following chapters in: Group Behavior in Organizations: Chapter 7: Group Influence, Power, Conformity, and Compliance Chapter 8: Group Decision Making and Performance Discussions To participate in the following discussions, go to this week's Discussion link in the left navigation. Group Decisions Discuss how decisions are made in your workgroup. Which model is used for what situation? Be sure to provide specific examples of at least three situations and what model was used in each situation. Critique the effectiveness of the model, as applied to each situation. Respond to at least two of your classmates’ posts. Power, Conflict and Resolution Evaluate your workplace and identify a group that has “power” in the organization. Analyze why the group is considered powerful. a. What are the elements that contribute to the group’s power base? b. Is there a perception among employees in your organization that a disparity of power exists between the “powerful group” and other work groups? c. How can managers minimize the possibility of negative reactions or conflict between groups if the perception of power disparity exists?

Paper For Above instruction

The study of group behavior within organizations highlights the critical roles of decision-making processes, power dynamics, and conflict resolution in fostering effective teamwork and organizational effectiveness. Understanding how decisions are made in workgroups, the bases of power held by different groups, and strategies for managing perceptions of disparities is essential for enhancing collaboration and reducing workplace conflict.

Decision-Making Models in Workgroups

Workgroups employ various decision-making models depending on the context, urgency, and complexity of the tasks. Three common models are the autocratic, democratic, and consensus models. For instance, in a manufacturing setting, an autocratic model might be used during urgent safety incidents where swift decisions are necessary. A supervisor might decide alone to shut down a machine to prevent accidents without consulting the team, reflecting an authoritative decision-making style suited to emergencies. Conversely, in routine operational planning, a democratic model might be employed, where team members are encouraged to provide input, fostering a sense of ownership and diverse perspectives. An example would be a team collaboratively developing a new workflow, with input from all members during meetings.

Finally, the consensus model often emerges in strategic planning sessions where all members must agree on a course of action. While this fosters commitment, it can also prolong decision time, which may be a limitation in fast-paced environments. Critically, each model's effectiveness varies; autocratic decisions can be efficient but may suppress creativity, democratic approaches enhance engagement but can be time-consuming, and consensus ensures buy-in but may delay implementation.

Power Dynamics and Conflict Resolution in Organizations

Power within organizations often resides with groups that control critical resources, possess specialized expertise, or maintain hierarchical authority. For example, a senior management team may exert power due to formal authority and decision-making control. Such groups influence organizational policies and resource allocations, thereby maintaining their power base. Elements that contribute to a group's power include control over information, access to resources, network relationships, and legitimacy derived from authority or expertise.

Perceptions of power disparities among employees can lead to resentment, mistrust, and conflict. Studies suggest that when employees perceive that a particular group holds disproportionate power, it can diminish morale and organizational cohesion. For example, if frontline staff believe upper management unilaterally make decisions without input, frustration can arise.

To minimize negative reactions, managers should promote transparency and foster a culture of inclusivity. Strategies include open communication, participative decision-making, and equitable resource distribution. Managers might also implement conflict resolution processes, such as mediation and team-building activities, to address perceptions of inequity and promote trust among different groups.

Overall, understanding group influence in decision-making, power structures, and conflict management is vital for cultivating a collaborative work environment. Effective leadership involves recognizing these dynamics and implementing strategies that promote fairness, transparency, and engagement among all organizational members.

References

• Forsyth, D. R. (2014). Group Dynamics (6th ed.). Thomson Wadsworth.
• Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269-287.
• Keltner, D., & Kring, A. M. (2018). The Power Paradox: How We Gain and Lose Influence. Current Directions in Psychological Science, 27(5), 392-397.
• McShane, S. L., & Glinow, M. A. V. (2018). Organizational Behavior (8th ed.). McGraw-Hill Education.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Tjosvold, D. (2008). The conflict-positive organization: it depends upon us. Journal of Organizational Behavior, 29(1), 19–28.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
• Zajac, E., & Westphal, J. D. (2011). Questioning Business School Addresses: How to Enhance Moral and Ethical Scholarship and Education. Academy of Management Learning & Education, 10(2), 240–253.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Organ, D. W. (1988). Organizational Citizenship Behavior: The Good Soldier Syndrome. Lexington Books.