groups gp 6

8/3/2019 groups GP 6

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Group Process and GroupGroup Process and Group

Dynamics, Team ProcessDynamics, Team Process &&InterpersonalInterpersonal SkillsSkills


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Definition and Classification of Groups

Definition Collection of two or more interacting individuals

with a stable pattern of relationships between them,who

share common goals and who perceive themselves as

being a group.

Formal Group

A designated workgroup defined by the

organizations structure.

Informal Group

A group that is neitherformally structured nor

organizationally determined;

appears in response to the

need for social contact.

Classification of groupsClassification of groups


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(contd)Command Group

A group composed of

the individuals who

report directly to a

given manager.

Task Group

Temporary formal gp that

is created to solve

specific problems.

Interest Group

Those working together

to attain a specific

objective with which

each is concerned.

Friendship Group

Those brought together

because they share one

or more common

characteristics.


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Contd

REFERENCE GROUP-A group with which anindividual identifies for the purpose of formingopinions or making decisions.

OPEN GROUP OR CLOSED GROUP

IN-GROUP AND OUT-GROUP


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Why People Join Groups?

SecuritySecurity

SelfSelf--esteemesteemAffiliationAffiliation

PowerPower

Goal AchievementGoal Achievement

ProximityProximity

IdentityIdentity


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Individual X Individual Y

Why do..cont.

ZCommon attitudes and value

Religion

Politics

Lifestyles

work


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Differences between informal and formal groups

Basis of Comparison Informal FormalGeneral nature Unofficial Official

Major concepts Power & Politics Authority&

responsibilityPrimary focus Person Position

Source of leader power Given by group Delegated bymanagement

Guidelines for behaviour Norms Rules

Sources of control Sanctions Rewards &Punishments


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The Five-Stage Model of Group

Development

Storming Stageconflict arises and there is need of clarifying roles and

behavioral expectations

Forming Stage

a great deal of uncertainity about group purpose,

structure and leadership is there.

Norming Stagegroup tasks and responsibility

are clear and agreed,individual

listen to each other,appreciate

and support each other.leader

emerges


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(contd)

Performing Stage the group is fully functional here,

flexibility is the key and hierarchy is of little

importance.Group identity,loyality and morale are all

high.Adjourning Stage

The process of unforming

the group after task

completion.The leader canfacilitate positive closure by

recognising and rewarding the

GROUP PERFORMANCE.


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Stages of Group Development


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A variety of types of people are needed to accomplish agroups goals. Three major roles are crucial:

1) The Task-Oriented Person who works mainly toaccomplish the task at hand. i.e. The Initiator, TheContributor, The Collector of Information, etc.

2) The Maintainer of Group Dynamics who is orientedtowards improving group relationships andeffectiveness of the group. i.e. The Encourager, TheHarmonizer, The Compromiser, etc

3) The Self-Oriented Person who works towards thegoals established and is not as concerned with the

input of others, but just pushes to get the work done.

Organizational RolesOrganizational Roles


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Organization Strategy

Authority Structures

Formal RegulationOrganizational Resources

Personnel Selection Process

Performance Education and Reward SystemOrganizational Culture

PhysicalWork Setting

External Conditions Imposed on the Group


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Group Properties

RolesRoles

NormsNormsStatusStatus

SizeSize

CohesivenessCohesiveness


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Group Properties - RolesRole(s)

A set of expected behavior patterns attributed to

someone occupying a given position in a social unit.

Role Identity

Certain attitudes and behaviors

consistent with a role.

Role Perception

An individuals view of how he or she

is supposed to act in a given situation.


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Group Properties - Roles (contd)

Role Expectations

How others believe a person should act in a given situation.

Role Conflict

A situation in which an individual is confronted by divergent

role expectations.

Psychological Contract

An unwritten agreement that sets out what management

expects from the employee and vice versa.


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Group Properties - Norms

Norms

Acceptable standards of behavior within a group that are

shared by the groups members.

Classes of Norms:

Performance norms

Appearance norms

Social arrangement norms

Allocation of resources norms

Classes of Norms:

Performance norms

Appearance norms

Social arrangement norms

Allocation of resources norms


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Group Properties - Norms

(contd)Conformity

Adjusting ones behavior to align

with the norms of the group.

Reference Groups

Important groups to which individuals belong or hope to belong

and with whose norms individuals are likely to conform.


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Deviant Workplace Behavior

Antisocial actions by organizational members thatintentionally violate established norms and result innegative consequences for the organization, itsmembers, or both.

Group norms can influence the presence of deviantbehavior.

Group Properties - Norms (contd)


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Group Properties - Status

Status:A socially defined position or rank given to groups

or group members by others.

An individual can increase his/her selfAn individual can increase his/her self--esteem through group membership.esteem through group membership.

Associating with high status people isAssociating with high status people isreinforcing and one who belongs to such areinforcing and one who belongs to such agroup is usually accorded a high status bygroup is usually accorded a high status byoutsiders.outsiders.

The close relationship an individual canThe close relationship an individual candevelop as a group member providesdevelop as a group member providesopportunities for recognition and praise thatopportunities for recognition and praise thatare not available outside the group.are not available outside the group.


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Group Properties - Size

Group Size

Performance

Social Loafing

The tendency for individuals to

expend less effort when working

collectively than when workingindividually.


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Social Loafing or Coordination

Loss?Experimental Confound: Problem may not be thereduction of individual effort, but poorcoordination between members of the group.

Example: People may pull the rope in differentdirections at different times, so the group doesnot capitalize on the efforts of each individualmember of the group.

Alternative explanation must be eliminated.


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Ruling Out Coordination Loss

Subjects made to think they were pullingtogether, when in fact they were pulling alone.

Shouting together when actually shouting alone.

Result: Subjects reduced their task effort whenthey were tricked into thinking that they wereworking as a team when they were actually workingalone.


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Counteracting the Tendency to

LoafHow can we avert social loafing to make groups moreproductive?

Identifiability: People are motivated when they

believe that their work is identifiable and separablefrom the work of others.Divide tasks

Assign roles

Measure individual inputs

Limit group size


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Group Properties - Cohesiveness

Cohesiveness

Degree to which group members are attracted to

each other and are motivated to stay in the group.

Increasing group cohesiveness:1. Make the group smaller.2. Encourage agreement with group goals.3. Increase time members spend together.

4. Stimulate competition with other groups.5. Give rewards to the group, not individuals.


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Relationship Between Group Cohesiveness,Performance Norms, and Productivity


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Definition of Group Process

Group processes are the way in which anorganizations members work together to

accomplish tasks. An organization may spend a

great amount of time planning goals andobjectives, however it is just as important to

consider how they can use their members as

resources to achieve these goals.

Understanding Group Processes


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Elements that can influence group processes include:

CommunicationParticipation

Decision making

Role fulfillment

(contd)(contd)


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How the information is distributed amongst a group !

Who is responsible?

Where are records kept once distributed?

Who will address the meeting?

For how long?

How often?

Style of delivery, tone of voice used, etc.

CommunicationCommunication


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Who are theparticipants?

Is participation high orlow?

If low, work on improving

participation

Dynamics of participants- talkative, quiet,interactive or reserved

ParticipationParticipation


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How are decisions made?

Self-authorizing,consensus, majoritysupport, etc.

Contributions of ideas andknowledge should be givenequal attention and respect

Decision MakingDecision Making


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Group Decision-Making Techniques

2. Electronic Meeting

A meeting in which members interact on computers, allowing

for anonymity of comments and aggregation of votes.

1. Brainstorming

An idea-generation process that specifically encourages any

and all alternatives, while withholding any criticism of those

alternatives.

3. Interacting Groups

Typical groups, in which the members interact with each

other face-to-face.


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What are the common points ofconflict?

Address these in an open and directmanner

Bring in an outside mediator ifneeded for objectivitymembers know how to approach

each other in times of conflictAlways deal with conflict in a

respectful and timely manner

DisagreementDisagreement


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Overview ofTeam Building & Teamwork - 1

What is a Team?A team is a group of people with a common, collectivegoal.

Rationale for TeamsPrimary reasons for advocating teamwork are:

Two or more heads are better than one.

People in teams get to know each other better, build trust &as a result help each other.

Teamwork promotes better communication.A group of people become a team when the followingconditions exist:

Agreement exists as to the teams mission

Members adhere to the team ground rules

Fair distribution of responsibility & authority exists.


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Working Group Vs Team

A strong, clearlyfocused leader isappointed

Shared leadershipresponsibilities existamong members

The generalorganizational mission

is the groups purpose

A specific, well-definedpurpose that is unique

to the team


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Individual workprovides the onlyproducts

Team and individualwork develop products

Effectiveness ismeasured indirectly bygroups influence on

others (e.g., financialperformance ofbusiness, scores onstandardized exam.

Effectiveness ismeasured directly byassessing team work

products.


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Individual accountabilityonly is evident

Both team andindividual accountabilityare evident

Individualaccomplishments are

recognized andrewarded

Team celebration.Individual efforts that

contributing to teamssuccess also recognizedand celebrated.


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Meetings are efficientlyrun and last for shortperiods of time.

Meetings with open-ended discussion andinclude problem solving

In meetings membersdiscuss, decide, and

delegate

In meetings membersdiscuss, decide, and do

real work together


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Transition from Group to Team


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TEAM WORK

TEAMWORK MEANS THATWE SHARE ACOMMON IDEAL AND EMBRACE A COMMONGOAL.

REGARDLESS OF OUR DIFFERENCES, WESTRIVE SHOULDER TO SHOULDER,CONFIDENT IN ONE ANOTHERS FAITH,TRUST AND COMMITMENT

IN THE END, TEAM WORK CAN BE SUMMED UPIN FIVE SHORTWORDS..

WE BELIEVE IN EACH OTHER


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Team Processes

Team process - reflects the activities andinteractions that occur within teams andcontribute to their end goals.

Team characteristics (e.g., member diversity, taskinterdependence, team size) affect team processes.

Team processes have a strong impact on teameffectiveness.


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Process Loss

Coordination loss when members have tocoordinate their activities with their teammatesactivities; consumes time and energy.

Production blocking - when members have to wait on oneanother before they can do their part of the team task.

Motivational loss - when team members do notwork as hard as they could.

Social loafing - when members exert less effortwhen working on team tasks than they would ifthey worked alone on those tasks.


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Taskwork Processes

Taskwork processes team membersactivities that relate directly to theaccomplishment of team tasks.

Creative behavior

Brainstorming - face-to-face meeting of team members in whicheach offers as many ideas as possible about some focal problemor issue.

Nominal group technique - makes people write down ideas ontheir own, thereby decreasing social loafing and productionblocking.


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Taskwork Processes, Contd

Decision Making

Decision informity - whether members possess adequateinformation about their own task responsibilities.

Staff validity - the degree to which members make goodrecommendations to the leader.

Hierarchical sensitivity - the degree to which the leadereffectively weighs the recommendations of the members.


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Taskwork Processes, Contd

Boundary Spanning - involves activities withindividuals and groups other than those whoare considered part of the team.

Ambassador activities - communications that areintended to protect the team, persuade others tosupport the team, or obtain important resourcesfor the team.

Task coordinator activities - communications thatare intended to coordinate task-related issueswith people or groups in other functional areas.Scout activities - things team members do toobtain information about technology, competitors,or the broader marketplace.


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Slide12-47

Taskwork Processes


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Teamwork Processes

Teamwork processes - the interpersonal activitiesthat facilitate the accomplishment of the teamswork but do not directly involve task

accomplishment itself.Behaviors that create the setting or context in whichtaskwork can be carried out.


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Teamwork Processes, Contd

Transition processes - teamwork activitiesthat focus on preparation for future work.

Examples: mission analysis, strategyformulation, goal specification

Action processes

Examples: Monitoring progress toward goals,coordination


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Teamwork Processes, Contd

Interpersonal processesExamples:

Motivating and confidence building - things team members do thataffect members motivation to work hard on the task.

Conflict management - activities that the team uses to manageconflicts.

Relationship conflict - disagreements among team members interms of interpersonal relationships or incompatibilities withrespect to personal values or preferences.

Task conflict - disagreements among members about the teamstask.


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Importance of Team Processes

Teamwork processes have a moderate positiverelationship with team performance.

Teamwork processes have a strong positiverelationship with team commitment.Teams that engage in effective teamwork processestend to continue to exist together into the future.

People tend to be satisfied in teams in whichthere are effective interpersonal interactions.


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Communication Skills

Effective communication helps to establish andmaintain good working relationships with clientsand colleagues

Skills improve with experienceThree types used by Systems AnalystInterviewing and ListeningQuestionnairesWritten and Oral Presentations


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Team States

Team states - specific types of feelings andthoughts in the minds of team members as aconsequence of their experience working together.

Include: cohesion, potency, mental models, transactivememory


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Why AreSome

TeamsMore thanthe Sum ofTheir

Parts?


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Effects of Teamwork Process on

Performance and Commitment


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Summary

GroupTypes of GroupWhy People join the groupsStages of Formation of Group

Group Properties: Role, Norms, StatusSocial Loafing & CohesivenessGroup Processes

TeamGroup Vs Team

Team ProcessTaskwork Process(Brain Storming, Boundary Spanning, etc)Interpersonal SkillsTeam States


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REMEMBER

Together

Everyone

Accomplishes

More

With

Organization

Responsibility, and

Knowledge


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Thank You


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?


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Conclusion

Group

Group Behavior

Group and the Team Team Process

Task process

Interpersonal Skills


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Learning Goals

What is team process, and how does it relate toprocess gain and process loss?What are taskwork processes, and what are someexamples of team activities that fall into this process

category?What are teamwork processes, and what are someexamples of team activities that fall into this processcategory?What are team states, and what are some examples ofthe states that fall into this process category?How do team processes affect team performance andteam commitment?What steps can organizations take to improve teamprocesses?


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Takeaways

Team process reflects the different types ofactivities and interactions that occur withinteams and contribute to their ultimate endgoals.

Task work processes are the activities of teammembers that relate directly to the

accomplishment of team tasks.


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Takeaways, Contd

Teamwork processes refer to theinterpersonal activities that facilitate theaccomplishment of the teams work but do notdirectly involve task accomplishment itself

(e.g., transition processes, action processes,interpersonal processes).

Team states refer to specific types offeelings and thoughts that coalesce in theminds of team members as a consequence oftheir experience working together (e.g.,cohesion, potency, mental models, transactivememory).


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Takeaways, Contd

Teamwork processes have a moderate positiverelationship with team performance and astrong positive relationship with team

commitment.

Organizations can use training interventions toimprove team processes.


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Team States, Contd

Cohesion - when team members developstrong emotional bonds to other membersof their team and to the team itself.

Groupthink - happens in highly cohesive teams;members try to maintain harmony by strivingfor consensus on issues.

Avoid too much cohesion by assessing the teamscohesion, and appointing a devils advocate.


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Team States, Contd

Potency - the degree to which membersbelieve that the team can be effective acrossa variety of situations and tasks.

High potency - members focus more of theirenergy on achieving team goals.

Team members confidence in their own

capabilities, their trust in other memberscapabilities, and feedback about past performanceplay a role in developing high potency.


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Team States, Contd

Mental models - the level of commonunderstanding among team members with regardto important aspects of the team and its task.

Transactive memory - how specialized knowledgeis distributed among members in a manner thatresults in an effective memory system for theteam.


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Team States

groups gp 6

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