Organizational Psychosociology Project

Alina Valentina Constantin

Bragana 2010

ORGANIZATIONAL PSYCHO-SOCIOLOGY PROJECT Table of Contents

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Communication..................................................................... .........................3 Case study 1............................................................................................... .....3 Recommendation..................................................................... ......................7 Leadership............................................................................. .........................8 Case study 2............................................................................................... .....9 Recommendation..................................................................... ....................13 Team work........................................................................................ ...........13 Why a team........................................................................................ ..........13 Characteristics of a high performing team...................................................14 Team work game: Perfect Hexagon.............................................................15
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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 1
Gabrielle 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 conditions imposed 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) 4 | Page

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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 fonetic Dicionar - 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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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: InformationalThe 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. 6 | Page

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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 so between may Gabrielle be and manager by his is one of in

subordination,

Gabrielle

intimidated

position

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 feedback and 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 a suspicious 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 them are 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 12 | P a g e

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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 all and 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 13 | P a g e

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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 the task 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 differences The team optimizes the skills, knowledge and personal strengths of its members. People seek out different points of view and make use of 16 | P a g e

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

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e f f e a a a b b a a a

a c d

d d a i g

h h

j l k m j

Envelopes: A: a, a, c, e, i, l B: a, a, b, f, h, m C: a, a, d, e, j D: a, d, j, h E: a, b, d, f, g, k

Solution:

Share your experiences: How did you feel when someone else had a piece you would have liked? 18 | P a g e

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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

Ascultai Citii fonetic Dicionar - Afiai dicionarul detaliat 1. substantiv 1. flax 2. linen 19 | P a g e

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The first dysfunction is an absence of trust among 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. 20 | P a g e

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Ascultai Citii fonetic Dicionar - Afiai dicionarul detaliat 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, ISBN 0787960756 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 Dicionar - Afiai dicionarul detaliat 1. substantiv 1. bewilderment 2. perplexity 3. puzzle

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