managing group in the organization

8/2/2019 Managing Group in the Organization

1/39

Managing group in the

organization


2/39

Group

A group is a collection of people who interact

with each other, are working toward some common

purpose, and perceive themselves to be a group.


3/39

Types of Groupgroups is categorize

into formal or informal groups.


4/39

Formal groups are deliberately created by theorganization in order to help the organizationalmembers achieve some of the important the

organizational goals.


5/39

The informal groups, in contrast, developrather spontaneously among an organizations

members without any direction from the

organizational authorities.


6/39

types of formal group Command group

which is determined by the organizational chart

depicting the approved formal connections between individuals

in an organization.


7/39

Task group

comprising some individuals with special interest or

expertise, are created by the organizational authorities to

work together in order to complete a specific task.


8/39

Standing committee

is a permanent committee in an organization to deal

with some specific types of problems that may arise

more or less on a regular basis.


9/39

Task force / ad hoc committee

is a temporary committee formed by organizational

members from across various functional areas for a special

purpose.


10/39

types of informal group

Interest group

are formed when a group of employees band

together to seek some common objectives.


11/39

Friendship group

develop among the organizational members when they

share some common interest like participating in some sports

activities or staging the office drama, etc.


12/39

Reference group

are the groups, with which individuals identify and

compare themselves.


13/39

Formation of Group


14/39

Five-Stage Model

1. Forming is the initial stage of group development whenthe group members first come in contact with others and

get acquainted with each other.


15/39

2. Storming is the next stage that is characterized by a highdegree of conflict among the members. Members often

show hostility towards each other and resist the leaderscontrol.


16/39

3. Norming is the third stage of the groupdevelopment process during which the group members

become closer to each other and the group startsfunctioning as a cohesive unit.


17/39

4. Performing is the fourth stage when the group is finallyready to start working.

5. Adjourning is the final stage when the group, afterachieving the objectives for which it was created, starts to

gradually dissolve itself.


18/39

Factors affecting the effectiveness of

groups


19/39

Training

In order to have everyone efficiently working together,

you need to lay the proper groundwork. If the foundation and

training aren't there, then no amount of hyperbolic boosterism

will right the ship later on.


20/39

Delegation

Establish clearly defined roles for each and every team

member, as this gives him a sense of purpose. However, it is

important that he knows where his specific job falls in

relation to the big picture.


21/39

Patience

Some workers are more skilled than others, and some

tasks are harder than others. Impatience can be divisive,

which is the last thing you want.


22/39

Reinforcement

Schedule regular meetings to ensure that everyone is

still on the level. This can be done as a group or in private,

as long as constructive feedback and an open dialogue are

the letter of the law.


23/39

Incentives

By this point, everyone is presumably sold on working

together for the greater good. However, it doesn't hurt to add

extra, performance-based perks here and there, as long as they

are for the entire group.


24/39

To achieve effective work group

oResponsibilityContribute as much as you can.

Complete the work assigned to you.


25/39

oRelianceHelp each other to:

Learn from the project,

Complete the project.

oRelationshipEncourage each other to:

Share information

Exchange viewpoints


26/39

Discuss learning strategies.

Form good partnerships.

Show acceptance to different personalities.

oRespectBe sensitive to each other's

Needs.

Feelings

Positions


27/39

Be devoted to the project.oReflectionBe aware of:

How much progress the group has made.

How much you have contributed to the group.


28/39

How well you have communicated with the members.

How well the project has been done.


29/39

Group conflict A state of disharmony between incompatible or

antithetical persons, ideas, or interests; a clash.


30/39

Interpersonal conflicts the main reasons are: thedifferences in

professional training; stress resistance,

effort capacity; non-correspondence of

character and behavior; sexual

harassment; sexism;


31/39

Intergroup conflicts the main reasons are: wrongcommunication; different value systems; different purposes;

organizational ambiguities;dependence of limited resources; mutual department influence,

dissatisfaction to the professional status.


32/39

Sources of conflict

Within the organization

Different point of view regarding the priority objectives

Different point of viewregarding the methods use.


33/39

Perception differences or

differences in the value system.

Lack of communication or wrong communication.

Competition regarding insufficient resources.

Difference of power, status and culture.


34/39

Competition for supremacy.

Invading the territory.

Ambiguity

The activity nature and the presence of task.

Changing the external environment of the organization.


35/39

Aggressiveness and stubbornness.

Conflict Management

Fred Tanner has defined conflict management as the

limitation, mitigation and/or containment of a conflict withoutnecessarily solving it.


36/39

The process of conflict management is the foundation

for more effective conflict resolution.

Conflict preventionConflict prevention is often divided into two categories:

direct prevention and structural prevention.


37/39

Direct conflict prevention refers to measures that areaimed at preventing short-term, often imminent, escalation of

a potential conflict.


38/39

Structural prevention focuses on more long termmeasures that address the underlying causes of a potentialconflict along with potentially escalating and triggering factors.


39/39

Conflict resolution is any reduction in the severity of aconflict. It may involve conflict management, in which the

parties continue the conflict but adopt less extreme tactics;

settlement, in which they reach agreement on enough issues

that the conflict stops; or removal of the underlying causes of

the conflict.

managing group in the organization

Documents