Managerial Solutions for Social Loafing - Revision history

CarolinaValderrama at 18:21, 12 May 2023

2023-05-12T18:21:25Z

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	= References =		= References =
	<references/>		<references/>


			[[Category:''People'']]

CarolinaValderrama: /* Group dynamics */

2023-05-11T02:41:50Z

Group dynamics

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	Because collective work settings are so pervasive and indispensable, it is important to determine which factors motivate and demotivate individuals within these collective contexts.<ref name="Meta-analysis" /> '''Task interaction''' includes all group behaviour that is focused primarily on the group’s work, projects, plans, and goals. In most groups, members must coordinate their various skills, resources, and motivations so that the group can make a decision, generate a product or achieve a victory.<ref name="GROUP-DYNAMICS" /> For both managers and co-workers, it is equally important to know and have clarity about what kind of interdependence is being managed in the organisation. ~~(FIGURE X)~~ As a result, the group members are able to align their efforts, communicate effectively and work towards shared goals. It allows them to anticipate dependencies, collaborate effectively and make informed decisions to achieve optimal results while encouraging accountability, as members recognise the impact of their work on others and the importance of their contributions to the group's success.		Because collective work settings are so pervasive and indispensable, it is important to determine which factors motivate and demotivate individuals within these collective contexts.<ref name="Meta-analysis" /> '''Task interaction''' includes all group behaviour that is focused primarily on the group’s work, projects, plans, and goals. In most groups, members must coordinate their various skills, resources, and motivations so that the group can make a decision, generate a product or achieve a victory.<ref name="GROUP-DYNAMICS" /> For both managers and co-workers, it is equally important to know and have clarity about what kind of interdependence is being managed in the organisation. As a result, the group members are able to align their efforts, communicate effectively and work towards shared goals. It allows them to anticipate dependencies, collaborate effectively and make informed decisions to achieve optimal results while encouraging accountability, as members recognise the impact of their work on others and the importance of their contributions to the group's success.

	In 1951, a psychologist named Kurt Lewin described '''group dynamics''' as a process where groups and individuals act and react to changing circumstances. Later on, Forsyth used this definition as the basis for defining group dynamics as the influential actions, processes, and changes that occur within and between groups.<ref name="GROUP-DYNAMICS" />		In 1951, a psychologist named Kurt Lewin described '''group dynamics''' as a process where groups and individuals act and react to changing circumstances. Later on, Forsyth used this definition as the basis for defining group dynamics as the influential actions, processes, and changes that occur within and between groups.<ref name="GROUP-DYNAMICS" />

CarolinaValderrama: /* Project Level */

2023-05-11T02:39:24Z

Project Level

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	*'''''Decision-Making'''''		*'''''Decision-Making'''''
	When decision-making is effective within an organization, it can help reduce social loafing by creating a sense of responsibility and ownership of individual tasks and objectives. When group members participate in the decision-making process and provide input into the group's goals and objectives, they are more likely to feel invested in the outcome and motivated to contribute to the group's success.*		When decision-making is effective within an organization, it can help reduce social loafing by creating a sense of responsibility and ownership of individual tasks and objectives. When group members participate in the decision-making process and provide input into the group's goals and objectives, they are more likely to feel invested in the outcome and motivated to contribute to the group's success.*
			[[File:Star Model.png\|500px\|thumb\|RIGHT\|Star Model by Jay R. Galbraith. Figure based on reference <ref name="STAR " />]]
	'''''MODEL:''' The Star Model''		'''''MODEL:''' The Star Model''

CarolinaValderrama: /* Project Level */

2023-05-11T02:36:15Z

Project Level

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	'''''BENEFIT:''''' At an individual level, this model is very important, as it creates a culture of ownership and awareness of members' actions and the impact of individual decisions within the organisational context.		'''''BENEFIT:''''' At an individual level, this model is very important, as it creates a culture of ownership and awareness of members' actions and the impact of individual decisions within the organisational context.
			[[File:SMART-SOCIAL LOAFING.png\|200px\|thumb\|RIGHT\|S.M.A.R.T acronym, figure based on reference <ref name="SMART" />]]
	'''''MODEL:''' S.M.A.R.T''		'''''MODEL:''' S.M.A.R.T''

CarolinaValderrama: /* Project Level */

2023-05-11T02:31:53Z

Project Level

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	*'''Roles and Responsibilities'''		*'''Roles and Responsibilities'''

			[[File:Belbin.png\|600px\|thumb\|right\|The Nine Belbin Team Roles. Figure based on reference <ref name="BELBIN"/> ]]
	By suggesting that effective teamwork relies less on qualifications and experience and more on a complementary mixture of interpersonal styles, Meredith Belbin’s original studies introduced an easily-understood framework for analyzing the complex interactions involved in group work and increasing the chances of success in any team endeavour.<ref name ="BELBIN">Belbin, R. M. (2011). Management Teams: Why They Succeed or Fail (3rd ed.). Human Resource Management International Digest, 19(3), 171–175. https://doi.org/10.1108/HRMID.2011.04419CAE.002/FULL/XML"</ref>		By suggesting that effective teamwork relies less on qualifications and experience and more on a complementary mixture of interpersonal styles, Meredith Belbin’s original studies introduced an easily-understood framework for analyzing the complex interactions involved in group work and increasing the chances of success in any team endeavour.<ref name ="BELBIN">Belbin, R. M. (2011). Management Teams: Why They Succeed or Fail (3rd ed.). Human Resource Management International Digest, 19(3), 171–175. https://doi.org/10.1108/HRMID.2011.04419CAE.002/FULL/XML"</ref>

CarolinaValderrama: /* Group dynamics */

2023-05-11T02:26:14Z

Group dynamics

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	When people are linked by a relationship they become interdependent, for they can influence one another’s thoughts, actions, emotions and outcomes.<ref name="GROUP-DYNAMICS" /> In an organisational context, these relationships are primarily based on task-related interdependencies and can be either strengthened or weakened according to the degree of affinity and understanding that individuals develop during their time of interaction.		When people are linked by a relationship they become interdependent, for they can influence one another’s thoughts, actions, emotions and outcomes.<ref name="GROUP-DYNAMICS" /> In an organisational context, these relationships are primarily based on task-related interdependencies and can be either strengthened or weakened according to the degree of affinity and understanding that individuals develop during their time of interaction.

			[[File:Interdependecies.png\|200px\|thumb\|right\|Example of interdependencies among group members. Figure based on references <ref name="GROUP-DYNAMICS" /> ]]


	Because collective work settings are so pervasive and indispensable, it is important to determine which factors motivate and demotivate individuals within these collective contexts.<ref name="Meta-analysis" /> '''Task interaction''' includes all group behaviour that is focused primarily on the group’s work, projects, plans, and goals. In most groups, members must coordinate their various skills, resources, and motivations so that the group can make a decision, generate a product or achieve a victory.<ref name="GROUP-DYNAMICS" /> For both managers and co-workers, it is equally important to know and have clarity about what kind of interdependence is being managed in the organisation. (FIGURE X) As a result, the group members are able to align their efforts, communicate effectively and work towards shared goals. It allows them to anticipate dependencies, collaborate effectively and make informed decisions to achieve optimal results while encouraging accountability, as members recognise the impact of their work on others and the importance of their contributions to the group's success.		Because collective work settings are so pervasive and indispensable, it is important to determine which factors motivate and demotivate individuals within these collective contexts.<ref name="Meta-analysis" /> '''Task interaction''' includes all group behaviour that is focused primarily on the group’s work, projects, plans, and goals. In most groups, members must coordinate their various skills, resources, and motivations so that the group can make a decision, generate a product or achieve a victory.<ref name="GROUP-DYNAMICS" /> For both managers and co-workers, it is equally important to know and have clarity about what kind of interdependence is being managed in the organisation. (FIGURE X) As a result, the group members are able to align their efforts, communicate effectively and work towards shared goals. It allows them to anticipate dependencies, collaborate effectively and make informed decisions to achieve optimal results while encouraging accountability, as members recognise the impact of their work on others and the importance of their contributions to the group's success.

CarolinaValderrama: /* Abstract */

2023-05-11T02:22:55Z

Abstract

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	= Abstract =		= Abstract =

			[[File:Abstract.png\|220px\|thumb\|right\|Graphical Abstract]]

	It is assumed that working with others in a group has an energizing effect, motivating people to work hard. But this only occurs when collective efforts are rewarded and when people are willing to cooperate with each other. <ref name ="Gil"> Social Loafing. Gil, Francisco. (2004). Encyclopedia of Applied Psychology, 3.</ref>		It is assumed that working with others in a group has an energizing effect, motivating people to work hard. But this only occurs when collective efforts are rewarded and when people are willing to cooperate with each other. <ref name ="Gil"> Social Loafing. Gil, Francisco. (2004). Encyclopedia of Applied Psychology, 3.</ref>
	Unfortunately, what is experienced in group work can be completely different, as people are not always willing to do their best. Therefore, they inhibit themselves from making a significant contribution, while remaining unnoticed by the rest of the group. This is known as '''''Social Loafing''''', which despite having been studied for years, has recently become popular due to the need for organizations to understand ''underperformance'' and ''loss of productivity''.		Unfortunately, what is experienced in group work can be completely different, as people are not always willing to do their best. Therefore, they inhibit themselves from making a significant contribution, while remaining unnoticed by the rest of the group. This is known as '''''Social Loafing''''', which despite having been studied for years, has recently become popular due to the need for organizations to understand ''underperformance'' and ''loss of productivity''.

	As time goes by, it is increasingly important to focus on a company's human resources, their well-being and the impact this has on a company’s performance. In recent decades, people have become more important for both human and legal reasons, even surpassing the economic benefits that any company may offer. Therefore, managers have found it necessary to strengthen their skills in the psychological field, social skills, and leadership to understand and properly manage their teams to achieve the expected performance.		As time goes by, it is increasingly important to focus on a company's human resources, their well-being and the impact this has on a company’s performance. In recent decades, people have become more important for both human and legal reasons, even surpassing the economic benefits that any company may offer. Therefore, managers have found it necessary to strengthen their skills in the psychological field, social skills, and leadership to understand and properly manage their teams to achieve the expected performance.

CarolinaValderrama: /* Project Level */

2023-05-11T01:19:14Z

Project Level

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	#Resource Investigator		#Resource Investigator
	#Teamworker		#Teamworker
	#Co-ordinator ~~Plant~~		#Co-ordinator

	'''Thinking roles'''		'''Thinking roles'''

	#~~Monitor~~		#Plant
	#Evaluator		#Monitor Evaluator
	#Specialist		#Specialist

CarolinaValderrama at 00:59, 11 May 2023

2023-05-11T00:59:02Z

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	= Annotated Bibliography =		= Annotated Bibliography =

			#Gil, F. (n.d.). Social Loafing.: This article is a good first approach to the concept, as it provides a comprehensive, complete and very easy-to-understand overview when first reading about the phenomenon of social loafing. It provides important concepts to understand how it arises, its history and its relationship within the organisational context.
			#Latane, B., Williams, K., & Harkins, S. (1979). Many Hands Make Light the Work: The Causes and Consequences of Social Loafing. : After the discovery of social loafing, this study is one of the best approaches to testing the theory established by the Ringelman effect. There are two experiments that prove how this phenomenon applies in a different context than the one in which it was discovered. They added two experiments related to sound emission to the original rope experiment. Both the experiments and the results are interesting to analyse and reflect on as they relate and apply to the organisational context.
			#Karau, S. J., & Williams, K. D. (1993). Social loafing: A meta-analytic review and theoretical integration. : Following in chronological order the study of the phenomenon of social loafing, this meta-analysis studies the causes that generate it, based on the study made by Latané in 1979. It integrates the theory of social impact and briefly proposes points of action to reduce and eliminate social loafing within work groups.
			#Managerial Solutions that Increase the Effect of Group Synergy and Reduce Social Loafing. Vveinhardt, J., & Banikonytė, J. (2017).: Among all the references related to this topic, this article provides solutions directly related to the organisational context. It is interesting how the analysis is structured and the results of the studies with people, through interviews and feedback of the executed plans, under the perception of real employees, within real work contexts.
			#Forsyth, D. R. (2014). Group Dynamics and George, J. M., & Jones, G. R. (2012). Understanding and Managing Organizational Behavior: In relation to the study of organizational behaviour, these two books provide a complete explanation of the importance of human behaviour within an organization, group dynamics, interdependence between members and the process that must be carried out as a team to meet the organisational objectives.


	= References =		= References =
	<references/>		<references/>

CarolinaValderrama: /* Project Level */

2023-05-11T00:09:04Z

Project Level

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	When setting goals they should be:		When setting goals they should be:

	#Specific: target a specific area for improvement. Goals should be clear and specific, clearly stating what needs to be accomplished. They should answer the questions of who, #what, where, when, and why.		#Specific: target a specific area for improvement. Goals should be clear and specific, clearly stating what needs to be accomplished. They should answer the questions of who, what, where, when, and why.
	#Measurable: quantify or at least suggest an indicator of progress. There should be quantifiable criteria or metrics in place to determine when the goal has been achieved.		#Measurable: quantify or at least suggest an indicator of progress. There should be quantifiable criteria or metrics in place to determine when the goal has been achieved.
	#Achievable: Goals should be realistic and feasible. They should take into account available resources, skills, and time constraints. Setting goals that are too challenging or unattainable can lead to frustration and demotivation.		#Achievable: Goals should be realistic and feasible. They should take into account available resources, skills, and time constraints. Setting goals that are too challenging or unattainable can lead to frustration and demotivation.
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	The Star Model™ framework for organization design is the foundation on which a company bases its design choices. The framework consists of a series of design policies that are controllable by management and can influence employee behaviour. <ref name = "STAR"> Galbraith, J. R. (n.d.). THE STAR MODELTM.</ref>		The Star Model™ framework for organization design is the foundation on which a company bases its design choices. The framework consists of a series of design policies that are controllable by management and can influence employee behaviour. <ref name = "STAR"> Galbraith, J. R. (n.d.). THE STAR MODELTM.</ref>

	The model was designed by ~~JAY~~ R. ~~GALBRAITH~~ and it is divided into five categories:		The model was designed by Jay R. Galbraith and it is divided into five categories:

	#Strategy, which determines direction.		#Strategy, which determines direction.