Organizational Psychology

TEAMWORK
&
INDIVIDUAL DIFFERENCES
Group 2
 TABLE OF CONTENTS

1 3
ANALYSIS & FINDINGS
LITERATURE REVIEW
4
2
RECOMMEND &
BUSINESS OVERVIEW CONCLUSION
Group 2

LITERATURE
REVIEW
Group 2 Thúy Bình

GROUP PROCESSES & WORK TEAMS

 Group 2 Thúy Bình

GROUP PROCESSES & WORK TEAMS

1. Group vs Team:

Source: Organizational Behavior, Stephen P. Robbins and Timothy A. Judge, 1983

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GROUP PROCESSES & WORK TEAMS

1. Group vs Team:

Work Groups Work Teams

Individuals work together but can Individuals are interdependent
perform their jobs independently. and must work together to
accomplish tasks.
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GROUP PROCESSES & WORK TEAMS

2. Social Influence in groups.

2.1. Norms
-Norms are shared expectations about appropriate
responses within a group. Norms
Descriptive Prescriptive Norms
-Work-group norms can significantly impact
employees'
-Define behaviors
what most and social dynamics
people tend toin the-Suggest what people should do in
workplace.
do.
-Group norms develop over time as members adapt a situation.
to
-When violating,
organizational employees
roles, with seem
new employees -When violating, employees appear
generally
conforming to existing norms.
unusual. dysfunctional
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GROUP PROCESSES & WORK TEAMS

2. Social Influence in groups.

2.2. Roles

-A role is a set of expected behaviors for a person in a

specific group or organizational position.

-Role differentiation: The process by which a group or

organization establishes distinct roles for various
members of the group or organization.
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GROUP PROCESSES & WORK TEAMS

2. Social Influence in groups.

2.3. Cohesion Dynamics Unity

-Cohesion refers to the strength of members'

motivation to maintain membership in a group and Cohesion
the bonds that have developed among them.

-Cohesive groups are typically more satisfied,

Interpersonal
experience less tension, and are more productive attraction Teamwork
compared to non-cohesive groups.
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GROUP PROCESSES & WORK TEAMS

2. Social Influence in groups.

2.4. Group development.

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GROUP PROCESSES & WORK TEAMS

2. Social Influence in groups. Definition:

The reduction in individual effort that occurs
2.5. Social Loafing. when people work in groups instead of alone.
Its factors:
- Diminished accountability
- Effort redundancy
- Reduced identifiability
- Minimal personal impact
- Task attractiveness
- Group cohesion
- Cultural differences
-…
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GROUP PROCESSES & WORK TEAMS

3. Group Decision.

3.1. Effective decision making

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GROUP PROCESSES & WORK TEAMS

3. Group Decision.

3.2. Ineffective decision making.

- Unfit individuals are appointed to committees, leading to skepticism about group
decision-making.
- Many people have had negative experiences with group decision-making processes or have
been negatively impacted by inadequate group decisions.
3.3. Process Loss.
Any non motivational element of a group situation that detracts from the group’s performance,
such as coordination problems among members.
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GROUP PROCESSES & WORK TEAMS

3. Group Decision.

3.4. Groupthink.
Groupthink is a mode of thinking that
occurs when individuals in a cohesive
group prioritize agreement over realistic
evaluation of alternative courses of action.
 Group 2 Huyền Trang

Work Teams of the 21st Century

4.1. Types of Works teams:

4.1.1: Production teams. 4.1.2: Management teams

Front-line employees producing Corporate executive teams; regional

tangible output steering committees
Often self-managed, self-led, Coordinate other work units under their
self-directed direction
Examples: Electronics assembly units, Responsibilities include planning,
coal mining crews, budgeting, staffing
candy production crews Examples: Top management teams,
military command
teams, healthcare teams
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Work Teams of the 21st Century

4.1. Types of Works teams:

4.1.3: Service teams. 4.1.4: Project teams

Attend to the needs of customers Created for the duration of a project

Serve many customers at one time Cross-functional
Examples: Flight attendants, hospital Disband at completion of project
emergency units, retail Examples: New-product teams,
sales groups research units, research and
design project groups
 Group 2 Huyền Trang

Work Teams of the 21st Century

4.1. Types of Works teams:

4.1.6: Advisory teams.

Solve problems and recommend
solutions
Very popular in organizations
Temporary
Examples: Quality circles, employee
involvement teams,
university advisory group to the
president
 Group 2 Huyền Trang

Work Teams of the 21st Century

2: Work-team effectiveness

4.2.1: Organizational context: 4.2.2: Group composition and size:

Rewards Cognitive ability of group members

Goals and feedback Personality traits of group members

Training Demographic characteristics of group

members
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Work Teams of the 21st Century

2: Work-team effectiveness

4.2.3: Group work design: 4.2.4: Intragroup processes:

Member task interdependence Group cohesion

Member goal interdependence Group efficacy or communication

processes
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Work Teams of the 21st Century

2: Work-team effectiveness

4.2.5: External group processes:

Communication outside the group

External interaction patterns

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Work Teams of the 21st Century

3: Recent and future trend

Flexibility

Collaboration

Diversity

Adaptability
 Group 2 Thanh Thuy

PREDICTORS

1. Classification of Tests:

A speed test A power tests

Composed of relatively easy items Has no fixed time limit and tends
with a short time limit in which to be more difficult.Test takers are
individuals must complete as expected to be able to complete
many items as they can. all the items on a power test, but
not on a speed test.
 Group 2 Thanh Thuy

PREDICTORS

1. Classification of Tests:

Individuals tests Group tests

-administered to one person at a time - prevalent in organizational
-very costly in terms of time and settings
money
- administered and scored by -cost effective
someone trained specifically on the
test
 Group 2 Thanh Thuy

PREDICTORS

1. Classification of Tests:

Paper-and-Pencil Performance tests

respond to questions in a test require the manipulation of an

booklet or by marking computer object or a piece of equipment.
sheets to be scanned. These These include tests of manual
questions can take several dexterity or psychomotor skills
different forms
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PREDICTORS

2. Type of Predictors

General Cognitive Specific Cognitive

Ability Tests Ability Tests
are assessments measuring an measure particular cognitive skills
individual's overall intellectual capacity, relevant to specific job roles. These
including reasoning, problem-solving, tests predict job performance based on
verbal comprehension, and specific cognitive strengths and
mathematical aptitude weaknesses.
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PREDICTORS

2. Cognitive Ability

2.2. Psychomotor Tests

- Psychomotor tests evaluate motor and sensory

coordination, assessing speed and accuracy of
movements
-Used in selecting candidates for roles requiring precise
hand, arm, and finger dexterity or superior sensory
abilities.
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PREDICTORS

2. Cognitive Ability

2.3. Personality Tests

- Personality Tests are assessments used

to measure an individual's traits or
predispositions to behave in certain ways
across different situations.
Examples: NEO Personality Inventory, the
Hogan Personality Inventory,..
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PREDICTORS

2. Cognitive Ability

2.4. Integrity tests

-Are assessments used in employee selection to

predict whether an individual is likely to engage in
counterproductive or dishonest work-related
behaviors, such as cheating, stealing, or sabotage
- There are 2 main types of integrity testes: overt
and personality-based
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PREDICTORS

2. Cognitive Ability

2.5. Work samples

- Are miniature replicas of job tasks used as

predictors in the employee selection process.
They are developed based on job analysis and
consist of standardized tests that assess specific
job-related skills and behaviors
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PREDICTORS

2. Cognitive Ability

2.6. Assessment Centers

- Are method for employee evaluation involving

multiple assessors rating candidates on
standardized exercises.These exercises simulate
job-related tasks and situations and typically
involve a combination of assessments
 Trương Bảo

Coolmate
- Coolmate is a men's fashion brand in
Vietnam, distinguished by its application of
cutting-edge 4.0 technology to the
shopping experience.
- Coolmate does not have physical stores;
instead, it operates online.
- Coolmate is a clothing company
categorized as a service provider.
 Trương Bảo

Revenue

From a startup with zero After four years of operation, in

presence, this brand has set 2022, this startup achieved nearly
its records with 20,000 orders, 300 billion VND revenue with
corresponding to 70,000 500,000 customers and over 1
products, placed on November million successful deliveries. The
11, 2022. website alone reached 1.5 million
visits per month.
 Duy Khang

Coolmate

- Nearly 150 employees

- Cool Mates’ target customers

are men’s fashion

- Competitors: Levents, H&M,

Uniqlo
Home
Duy Khang

57,6%
Market share of the top 10 highest
revenue brands on e-commerce
platforms Shopee, Lazada, Tiki
Group 2 Duy Khang

SWOT Analysis
 Group 2 Thành Long

Teamwork at
Coolmate
Group 2 Thành Long

TEAMWORK
Departments
● Production
● Creative
● Marketing
● IT
● Customer Services
● Accountant
● Sales
● Operation
Group 2 Thành Long

TEAMWORK
Group 2 Thành Long

TEAMWORK
 Group 2 Trần Toàn

Evaluation Standards for

Coolmate's Performance
Appraisal
 Group 2 Trần Toàn

Performance Evaluation
System at Coolmate
1. Purpose
❖ Comprehensively evaluate employee skills, abilities and behaviors.

2. Three Main Pillars

❖ Skills: Work efficiency, learning, problem solving, communication.
❖ Competencies: Strategic thinking, leadership, influence, creativity.
❖ Behavior: Commitment, responsibility, positive attitude, adaptability.

3. Additional Criteria:
❖ Accomplish goals, quality work, contribute to the team, work independently.
 Group 2 Trần Toàn

Evaluation Process and Methods

1. Evaluation methods:
➢ Evaluation by direct manager.
➢ Ability to apply 360-degree peer reviews.

2. Evaluation Frequency:
➢ Regularly twice a year.
➢ Recommend implementing continuous
assessments to monitor progress and
make timely improvements.
 Group 2 Trần Toàn

Innovation and Development Support

Communication and Evaluation Process

Feedback: Improvements:
● Create an open environment for ● Bring technology into the data
regular feedback between collecting and analysis process.
management and employees. ● Development programs based on
evaluation results for personal
● Promote two-way interactions to growth.
enhance satisfaction and
engagement.
 Anh Kiệt

RECOMMENDATION
 Anh Kiệt

RECOMMENDATION

WHAT DIFFICULTIES WAS COOLMATE

FACING?
- Called for investment
- Products quality SOLUTION? - Hired more experienced people
- Staffs quality - Persistent with their return policies
- Finance - Stop producing unpopular items
- Online shopping barrier - Partnered with new production
- Basic young entrepreneur issues companies
 Anh Kiệt

CONCLUSION