Work Group Performance and Satisfaction

Explanation of work group, performance and satisfaction

Definition of work group

“A group of people working together toward a common goal, also known as a working group"

Another definition

Work group is a group which consists of two or more individual that interacts primarily to share information and to make decision to help each member perform within his or her area of responsibility.

Five Components of GBM being practices from selected company

Group Behavior Model is the main components which are influencing to the performance and satisfaction levels of groups. I will explain each components of GBM where the company being practices.

An external condition is imposed on group

Every work groups is influence by external conditions imposed by outside it. This external conditions include organization’s overall strategy, the structure of authority, formal regulations, resources, employees’ selection process, performance appraisal and reward system, culture and workplace condition.

Organizational Strategy, typically, overall strategy of the organization is usually determined by top management. They have developed the organizational goals and how to achieve these goals. For example, they can direct the organization to reduce costs, improve quality, etc. These strategies can affect the power of the various working groups, particularly in determining the resources needed to carry out from them. For example, termination of contract to IT maintenance vendor and UTP’s employees need to take over. This action will affect the work group which will increase their anxiety and further potential to improve the internal conflict.

The organization has the authority structures that define who reports to whom, who make decisions, and the types of decisions can be made by individuals or groups. This structure determines where a working group placed in a hierarchical organization, the formal leader of a group, and as well as formal relationships between the groups.

Resources for Group Members

The potential level of achievement of the group is dependent on the resources carried by each member of the group. In this section, we will look at two sources generally highly significant, the ability of self and personality characteristics.

Personal Capability means the knowledge, skills and abilities that exist in an individual. A large part of the group’s performance can be predicted by assessing the knowledge and skills that exist in each of its members. It is true, even though a group of players who are moderate, but because the best coach, team spirit is high, they can finally beat a group of players much better. But this does not always happen. Evidence shows that there is a positive correlation between good interpersonal skills and group achievement. This refers to the management and resolution of conflict, cooperation in problem solving and communication skills.

Group Structure

The working group has a structure that could form the behavior of group members. It also enables the majority of individual behavior and group performance groups described and predicted. The structure of the group include formal leadership, roles, norms, group status, group size, composition and the degree of closeness of the group. (Please refer Appendix for the main Group Structure and function of ITMS dept.)

(a) Formal Leadership

Nearly all work groups have a formal leader. ITMS department has managers, supervisors, project leader and head of a particular committee such as ITFO. Leaders play an important role in the success of a group.

(b) Roles

Each member of a work group has his/her own role to play with a set of expected behavior patterns accompanying his/her position and responsibilities within the group. It found that, each person of ITFO have more than one role to play at any given time within his/her different groups.

(c) Norms

All groups have established norms. These norms, which strongly influence work behavior was defined as acceptable standards of behavior. An effective work group will establish norms on quality, punctuality, absenteeism, safety, honesty in giving ideas and others.

(d) Group Status

Status is a socially defined position or rank given to groups or group members by others. Awarding of status can influence the behavior of groups.

(e) Group Size

Smaller groups are more productive than larger ones. On the other hand, larger groups deal better with problem solving since more ideas are put forth. ITFO is a small group that consists of 3 to 6 members of each workgroups.

(f) Group Composition

Most group of ITMS and ITFO have their skill and knowledge. When the group consists

of various personalities – gender, age, education level and experiences, the greater the chances are for that group to accomplish its task successfully. Heterogeneous groups are more effective compared with homogeneous ones because they possess more abilities, skills, and information as a result of having members from a variety of backgrounds.

However, it is also worth noting that both heterogeneous and homogeneous groups have their own strengths and weaknesses.

(g) Cohesiveness

ITFO workgroups are differ in their level of cohesiveness, which is the degree of members being attracted to each other and are motivated to stay in the group. For instance, some work groups are cohesive because the members have spent a great deal of time together, the group’s small size facilitates high interaction or the group has experienced external threats, which has resulted in its members becoming very close. Cohesiveness is important since it has proven to be positive towards the productivity of a group.

Group Processes

When the working group in which each member contributions are not clear, there is a tendency for individuals to reduce effort. In other words, ‘social loafing’ describes the loss of certain processes as a result the group. However, the processes also can produce results positive such as the group could produce output exceeds input used. Heterogeneous group are potential to generate various creative alternatives.

Group Task

Tasks can be classified as either simple or complex. A standard task or routine is usually simple. A complex task is usually unusual as not in the norm and is seldom carried out. With simple or routine, group members simply need to follow the standard procedure in performing the task without the need to discuss the alternatives. Similarly, group members need to interact more often if the degree of task dependency is high. Group performance relies on effective communication and minimum level of conflict among members.