Chapter 06 Diagnosing Groups and Jobs PDF

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Diagnosing Groups and Jobs...

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6 Diagnosing Groups and Jobs Chapter 5 introduced diagnosis as the second major phase in the general model of planned change. Based on open systems theory, a comprehensive diagnostic framework for organization-, group-, and job-level systems was described. The organization-level diagnostic model was elaborated and applied. After the organization level, the next two levels of diagnosis are the group and job. Many large organizations have groups or departments that are themselves relatively large, like the operating divisions at Viacom, Akzo-Nobel, or United Technologies. Diagnosis of large groups can follow the dimensions and relational fits applicable to organization-level diagnoses. In essence, large groups or departments operate much like organizations, and their functioning can be assessed by diagnosing them as organizations.

Small departments and groups, however, can behave differently from large organizations; they need their own diagnostic models to reflect those differences. In the first section of this chapter, we discuss the diagnosis of work groups. Such groups generally consist of a relatively small number of people working face-to-face on a shared task. Work groups are prevalent in all sizes of organizations. They can be relatively permanent and perform an ongoing function, or they can be temporary and exist only to perform a certain task or to make a specific decision. Finally, we describe and apply a diagnostic model of an individual job—the smallest unit of analysis in organizations. An individual job is constructed to perform a specific task or set of tasks. How jobs are designed can affect individual and organizational effectiveness.

GROUP-LEVEL DIAGNOSIS Figure 6.1 replicates the comprehensive model introduced in Chapter 5 but highlights the group and individual-level models. It shows the inputs, design components, outputs, and relational fits for group-level diagnosis. The model is similar to other popular group-level diagnostic models such as Hackman and Morris’s task group design model,1 McCaskey’s framework for analyzing groups,2 and Ledford, Lawler, and Mohrman’s participation group design model.3

Inputs Organization design is clearly the major input to group design. It consists of the design components characterizing the larger organization within which the group is embedded: technology, structure, measurement systems, and human resources systems, as well as organization culture. Technology can determine the characteristics of the group’s task; structural systems can specify the level of coordination required among groups. The human resources and measurement systems, such as performance appraisal and reward systems, play an important role in determining team functioning.4 For example, individual-based, forced ranking performance appraisal and reward systems tend to interfere with team functioning because members may be concerned with maximizing their individual performance to the detriment of team performance. Collecting information about the group’s organization design context can greatly improve the accuracy of diagnosis.

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[Figure 6.1] Comprehensive Model for Diagnosing Organizational Systems A. ORGANIZATION LEVEL Inputs

Design Components

Outputs

Technology General Environment

Strategy

Organization Effectiveness

Structure Culture

Industry Structure

Human Resources Systems

Measurement Systems

e.g., performance , productivity, stakeholder satisfaction

B. GROUP LEVEL Inputs

Design Components

Outputs

Goal Clarity Task Structure

Team Functioning

Organization Design Group Composition

Group Norms

Team Effectiveness e.g., quality of work life, performance

C. INDIVIDUAL LEVEL Inputs

Organization Design

Design Components

Skill Variety Task Identity

Autonomy

Group Design Personal Characteristics

Task Significance

Feedback about Results

Individual Effectiveness e.g., job satisfaction, performance, absenteeism, personal development

Design Components Figure 6.1(B) shows that groups have five major components: goal clarity, task structure, group composition, team functioning, and performance norms. Goal clarity involves how well the group understands its objectives. In general, goals should be moderately challenging; there should be a method for measuring,

CHAPTER 6

Diagnosing Groups and Jobs

monitoring, and feeding back information about goal achievement; and the goals should be clearly understood by all members. Task structure is concerned with how the group’s work is designed. Task structures can vary along two key dimensions: coordination of members’ efforts and regulation of their task behaviors.5 The coordination dimension involves the degree to which group tasks are structured to promote effective interaction among group members. Coordination is important in groups performing interdependent tasks, such as surgical teams and problem-solving groups. It is relatively unimportant, however, in groups composed of members who perform independent tasks, such as a group of telephone operators or salespeople. The regulation dimension involves the degree to which members can control their own task behaviors and be relatively free from external controls such as supervision, plans, and programs. Self-regulation generally occurs when members can decide on such issues as task assignments, work methods, production goals, and membership. (Interventions for designing group task structure are discussed in Chapter 16.) Group composition concerns the membership of groups. Members can differ on a number of dimensions having relevance to group behavior. Demographic variables, such as age, education, experience, and skills and abilities, can affect how people behave and relate to each other in groups. Demographics can determine whether the group is composed of people having task-relevant skills and knowledge, including interpersonal skills. People’s internal needs also can influence group behaviors. Individual differences in social needs can determine whether group membership is likely to be satisfying or stressful.6 Team functioning is the underlying basis of group life. How members relate to each other is important in work groups because the quality of relationships can affect task performance. In some groups, for example, interpersonal competition and conflict among members result in their providing little support and help for each other. Conversely, groups may become too concerned about sharing good feelings and support and spend too little time on task performance. In organization development, considerable effort has been invested in helping work group members develop healthy interpersonal relations, including an ability and a willingness to share feelings and perceptions about members’ behaviors so that interpersonal problems and task difficulties can be worked through and resolved.7 Group functioning, therefore, involves task-related activities, such as advocacy and inquiry; coordinating and evaluating activities; and the group maintenance function, which is directed toward holding the group together as a cohesive team and includes encouraging, harmonizing, compromising, setting standards, and observing.8 (Interpersonal interventions are discussed in Chapter 12.) Performance norms are member beliefs about how the group should perform its task and include acceptable levels of performance.9 Norms derive from interactions among members and serve as guides to group behavior. Once members agree on performance norms, either implicitly or explicitly, then members routinely perform tasks according to those norms. For example, members of problem-solving groups often decide early in the life of the group that decisions will be made through voting; voting then becomes a routine part of group task behavior. (Interventions aimed at helping groups to develop appropriate performance norms are discussed in Chapter 12.)

Outputs Group effectiveness has two dimensions: performance and quality of work life. Performance is measured in terms of the group’s ability to control or reduce costs, increase productivity, or improve quality. This is a “hard” measure of effectiveness. In addition, effectiveness is indicated by the group member’s quality of work life. It concerns work satisfaction, team cohesion, and organizational commitment.

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Fits The diagnostic model in Figure 6.1(B) shows that group design components must fit inputs if groups are to be effective in terms of performance and the quality of work life. Research suggests the following fits between the inputs and design dimensions: 1. Group design should be congruent with the larger organization design. Organization structures with low differentiation and high integration should have work groups that are composed of highly skilled and experienced members performing highly interdependent tasks. Organizations with differentiated structures and formalized human resources and information systems should spawn groups that have clear, quantitative goals and that support standardized behaviors. Although there is little direct research on these fits, the underlying rationale is that congruence between organization and group designs supports overall integration within the company. When group designs are not compatible with organization designs, groups often conflict with the organization.10 They may develop norms that run counter to organizational effectiveness, such as occurs in groups supportive of horseplay, goldbricking, and other counterproductive behaviors. 2. When the organization’s technology results in interdependent tasks, coordination among members should be promoted by goal clarity, task structure, group composition, performance norms, and team functioning. Conversely, when technology permits independent tasks, the design components should promote individual task performance.11 For example, when coordination is needed, task structure might physically locate related tasks together; group composition might include members with similar interpersonal skills and social needs; performance norms would support taskrelevant interactions; and healthy interpersonal relationships would be developed. 3. When the technology is relatively uncertain and requires high amounts of information processing and decision making, then task structure, group composition, performance norms, and team functioning should promote self-regulation. Members should have the necessary freedom, information, and skills to assign members to appropriate tasks, to decide on production methods, and to set performance goals.12 When technology is relatively certain, group designs should promote standardization of behavior, and groups should be externally controlled by supervisors, schedules, and plans.13 For example, when self-regulation is needed, task structure might be relatively flexible and allow the interchange of members across group tasks; composition might include members with multiple skills, interpersonal competencies, and social needs; performance norms would support complex problem solving; and efforts would be made to develop healthy interpersonal relations.

Analysis Application 6.1 presents an example of applying group-level diagnosis to a topmanagement team engaged in problem solving. The group is having a series of ineffective problem-solving meetings. Members report a backlog of unresolved issues, poor use of meeting time, lack of follow-through and decision implementation, and a general dissatisfaction with the team meetings. Examining group inputs and design components and seeing how the two fit can help explain the causes of those group problems. The key issue in diagnosing group inputs is the design of the larger organization within which the group is embedded. The Ortiv Glass Corporation’s design is relatively differentiated. Each plant is allowed to set up its own organization design. Similarly, although no specific data are given, the company’s technology, structure, measurement systems, human resources systems, and culture appear to promote flexible and innovative behaviors at the plant level. Indeed, freedom to innovate in the manufacturing plants is probably an outgrowth of the firm’s OD activities and participative culture.

The Ortiv Glass Corporation produces and markets plate glass for use primarily in the construction and automotive industries. The multiplant company has been involved in OD for several years and actively supports participative management practices and employee involvement programs. Ortiv’s organization design is relatively organic, and the manufacturing plants are given freedom and encouragement to develop their own organization designs and approaches to participative management. It recently put together a problemsolving group made up of the top-management team at its newest plant. The team consisted of the plant manager and the managers of the five functional departments reporting to him: engineering (maintenance), administration, human resources, production, and quality control. In recruiting managers for the new plant, the company selected people with good technical skills and experience in their respective functions. It also chose people with some managerial experience and a desire to solve problems collaboratively, a hallmark of participative management. The team was relatively new, and members had been working together for only about five months. The team met formally for two hours each week to share pertinent information and to deal with plantwide issues affecting all of the departments, such as safety procedures, interdepartmental relations, and personnel practices. Members described these meetings as informative but often chaotic in terms of decision making. The meetings typically started late as members straggled in at different times. The latecomers generally offered excuses about more pressing problems occurring elsewhere

in the plant. Once started, the meetings were often interrupted by “urgent” phone messages for various members, including the plant manager, and in most cases the recipient would leave the meeting hurriedly to respond to the call. The group had problems arriving at clear decisions on particular issues. Discussions often rambled from topic to topic, and members tended to postpone the resolution of problems to future meetings. This led to a backlog of unresolved issues, and meetings often lasted far beyond the two-hour limit. When group decisions were made, members often reported problems in their implementation. Members typically failed to follow through on agreements, and there was often confusion about what had actually been agreed upon. Everyone expressed dissatisfaction with the team meetings and their results. Relationships among team members were cordial yet somewhat strained, especially when the team was dealing with complex issues in which members had varying opinions and interests. Although the plant manager publicly stated that he wanted to hear all sides of the issues, he often interrupted the discussion or attempted to change the topic when members openly disagreed in their views of the problem. This interruption was typically followed by an awkward silence in the group. In many instances, when a solution to a pressing problem did not appear forthcoming, members either moved on to another issue or they informally voted on proposed options, letting majority rule decide the outcome. Members rarely discussed the need to move on or vote; rather, these behaviors emerged informally over time and became acceptable ways of dealing with difficult issues.

application 6.1

Top-Management Team at Ortiv Glass Corporation

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In the case of decision-making groups such as this one, organization design also affects the nature of the issues that are worked on. The team meetings appear to be devoted to problems affecting all of the functional departments. This suggests that the problems entail high interdependence among the functions; consequently, high coordination among members is needed to resolve them. The team meetings also seem to include many issues that are complex and not easily solved, so there is probably a relatively high amount of uncertainty in the technology or work process. The causes of the problems or acceptable solutions are not readily discernible. Members must process considerable information during problem solving, especially when there are different perceptions and opinions about the issues. Diagnosis of the team’s design components answers the following questions: 1. How clear are the group’s goals? The team’s goals seem relatively clear; they are to solve problems. There appears to be no clear agreement, however, on the specific problems to be addressed. As a result, members come late because they have “more pressing” problems needing attention. 2. What is the group’s task structure? The team’s task structure includes face-to-face interaction during the weekly meetings. That structure allows members from different functional departments to come together physically to share information and to solve problems mutually affecting them. It facilitates coordination of problem solving among the departments in the plant. The structure also seems to provide team members with the freedom necessary to regulate their task behaviors in the meetings. They can adjust their behaviors and interactions to suit the flow of the discussion and problem-solving process. 3. What is the composition of the group? The team is composed of the plant manager and managers of five functional departments. All members appear to have taskrelevant skills and experience, both in their respective functions and in their managerial roles. They also seem to be interested in solving problems collaboratively. That shared interest suggests that members have job-related social needs and should feel relatively comfortable in group problem-solving situations. 4. What are the group’s performance norms? Group norms cannot be observed directly but must be inferred from group behaviors. The norms involve member beliefs about how the group should perform its task, including acceptable levels of performance. A useful way to describe norms is to list specific behaviors that complete the sentences “A good group member should . . .” and “It’s okay to . . . .” Examination of the team’s problem-solving behaviors suggests the following performance norms are operating in the example: • “It’s okay to come late to team meetings.” • “It’s okay to interrupt meetings with phone messages.” • “It’s okay to leave meetings to respond to phone messages.” • “It’s okay to hold meetings longer than two hours.” • “A good group member should not openly disagree with others’ views.” • “It’s okay to vote on decisions.” • “A good group member should be cordial to other members.” • “It’s okay to postpone solutions to immediate problems.” • “It’s okay not to follow through on previous agreements.” 5. What is the nature of team functioning in the group? The case strongly suggests that interpersonal relations are not healthy on the management team. Members do not seem to confront differences openly. Indeed, the plant manager purposely intervenes when conflicts emerge. Members feel dissatisfied with the meetings, but they spend little time talking about those feelings. Relationships are strained, but members fail to examine the underlying causes.

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Diagnosing Groups and Jobs

The problems facing the team can now be explained by assessing how well the group design fits the inputs. The larger organization design of Ortiv is relatively differentiated and promotes flexibility and innovation in its manufacturi...