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› Concept of group dynamics.

› What is group?

› Characteristics of group.

› Structure of group and types of group.

› Importance Of Team.

› Teamwork.

› Conflict Management.

› Functional & Dysfunctional Conflict.

› Ways to increase constructive conflict & resolve destructive conflict.

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Deals with the attitudes and behavioral patterns of a

group.

concern how groups are formed, what is their structure

and which processes are followed in their functioning.

i.e. concerned with the interactions and forces operating

between groups.

Group dynamics is relevant to groups of all kinds – both

formal and informal.

In an organizational setting, the term groups are a very

common and the study of groups and group dynamics is

an important area of study.

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• group is defined as two or more individuals

who are connected to one another by social

relationships.

• Groups vary in size from dyads and triads to

very large aggregations, such as mobs and

audiences..

• No two groups are identical to one another

• Unlike the members of a category, group

members are linked together by such

interpersonal processes as communication,

influence, and identification

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2 or more persons (if it is one person, it is not a group)

Formal social structure (the rules of the game are defined)

Common fate (they will swim together)

Common goals (the destiny is the same and emotionally connected)

Face-to-face interaction (they will talk with each other)

Interdependence (each one is complimentary to the other)

Self-definition as group members (what one is who belongs to the group)

Recognition by others (yes, you belong to the group).

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Charles Horton

Darwin Cat. &A. Zander

Brien Lickel

• Primary : Family & Friends

Small in no.

Care for each other.

• Secondary : More Organised.

Short term.

Less emotions.

• Planned :Formed by

members or by

external individual for

some purpose

• Emerged : Comes into

existence when

join together in some

location or repeated

interact.

• Intimacy : Families, closed friends, group by perceivers

• Task : Workers n factory, jury members.

• Weak : Limited period - weak social relationship, students in class.

• Social : Categories by gender, Nationality, religion.

1. Concocted.

2. Founded.

1. Circumstantial.

2. Self-Organising.

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1. Formal Work Groups

Exist for short or long period of time

Task Force

A single goal to resolve a problem or design a

new product

Functional Group

Consists of manager and all the employees he

or she supervises in an ongoing manner

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2. Informal Work Groups

Formed voluntarily by members of an organization.

Develop personal contact and interactions among people.

Share a purpose or concern

The workplace is where socialization takes place and friendships

emerge

Affects of Informal Work Groups

Productivity.

Morale.

Success of Managers.

Sense of Loyalty.

Work for or against

organizational goals 9

Teams typically outperform individuals.

Teams use employee talents better.

Teams are more flexible and responsive to changes in the environment.

Teams facilitate employee involvement.

Teams are an effective way to democratize an organization and increase motivation.

Triggered by Japan’s economic accomplishments, which are based on the use of teams.

Potential quality improvements.

Organizational restructuring efforts, especially those to flatten the organization.

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It is the central foundation of any high performance team.

Principles of Effective Teamwork :

Members provide and accept feedback.

Should be constructive and flow up as well as down.

Members must be willing & prepared to back up others.

Know when to jump in and help .

Members view themselves as a group.

Success of team more important than individual .

Members are interdependent.

Rely on one another to carry out mission.

Team leadership is important.

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Conflict Definition

Opposition

Incompatible behavior

Block another

party from reaching her or his goals

Aggressive interaction

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› Conflict is not always bad for an organization.

› Do not need to reduce all conflict.

› Conflict episodes: ebb and flow of conflict.

› An inevitable part of organization life.

› Needed for growth and survival.

› Conflict management includes increasing and decreasing conflict.

› Major management responsibility.

› Types :

1. Functional conflict.

2. Dis functional conflict.

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It Enhances/benefits organizational performance.

It occurs when the groups disagree on the best means to achieve a goal,

not on the goal itself; typically results in selection of a better means

alternative.

Positive contributions of functional conflict are:

a. Plays an essential role in preventing group or organizational stagnation and resistance to change.

b. Can lead to increased awareness of problems that need to be addressed.

c. Can result in broader and more productive searches for solutions.

d. Can facilitate change, adaptation, and innovation.

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Any conflict that obstructs the achievement of organizational goals.

Management must seek to eliminate such conflict.

Functional intergroup conflict can turn into dysfunctional conflict.

Effects :

› Tension, anxiety, stress.

› Drives out low conflict tolerant people.

› Reduced trust.

› Poor decisions because of withheld or distorted information.

› Excessive management focus on the conflict.

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Bringing Outside Individuals into the Group-Hiring or transfering in individuals

whose attitudes, values and backgrounds differ from those already in the group. It

ensures a diversity of viewpoints. It is used frequently in universities, governments

and business.

Altering the Organization’s Structure- Can help both to solve dysfunctional

conflict and create functional conflict. Competition can be created among groups.

Stimulating Competition-Use of incentives, rewards and bonuses for outstanding

performance.

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1.Dominating — maximum focus on internal concerns. It is a power oriented

approach; relies on force. Often both groups in a conflict try force. Usually one

group has overestimated its power or underestimated the other group's power.

Results may be a prolonged strike or battle, or a victory where the losing party

feels mistreated and may even seek revenge. Despite problems, it is sometimes

appropriate, e.g., emergency situations, or situations where unpopular action

may be needed.

2. Accommodating — maximum emphasis on meeting needs of the other

group and minimizing own concerns. Sometimes appears to be giving in. It is

beneficial where issues over which groups conflict are not equally important to

both parties. Sometimes it purchases "credits" which are more important than

favorable resolution to this particular conflict.

3. Avoiding - May not bring long-term benefits. It is useful as a temporary

alternative. It allows time to "cool down", or assemble additional information.

People tend to overuse the avoiding approach as a way of avoiding the "pain"

of conflict. 17

4. Problem solving — theoretically the best approach, but can be extremely

difficult. Also called collaboration, this approach requires that groups in conflict show

a willingness to work toward an integrative solution that satisfies both parties. Obstacle

is the common win-lose mentality

5. Compromising — traditional method for resolving intergroup conflicts. Middle -of

the- road -approach. There is no distinct winner or loser. Resolution is probably not

ideal for either group. It can work effectively when the goal can be divided equally. It

works best when:

Conflicting parties have about equal power.

Pairs are strongly committed to mutually exclusive goals.

Allows a temporary settlement to a complex problem—good back-up strategy.

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THANK YOU

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