session 7 group dynamics

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Defining and Classifying Groups © 2005 Prentice Hall Inc. All rights reserved. 8–1 Group(s) Two or more individuals interacting and interdependent, who have come together to achieve particular objectives. Formal Group A designated work group defined by the organization’s structure. Informal Group A group that is neither formally structured now organizationally determined; appears in response to the need for social contact.

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Page 1: Session 7  group dynamics

Defining and Classifying Groups

© 2005 Prentice Hall Inc. All rights reserved.

8–1

Group(s)

Two or more individuals interacting and interdependent, who have come together to achieve particular objectives.

Formal Group

A designated work group defined by the organization’s structure.

Informal Group

A group that is neither formally structured now organizationally determined; appears in response to the need for social contact.

Page 2: Session 7  group dynamics

Defining and Classifying Groups (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.

8–2

Command Group

A group composed of the individuals who report directly to a given manager.

Task Group

Those working together to complete a job or task.

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.

Page 3: Session 7  group dynamics

Why People Join Groups

© 2005 Prentice Hall Inc. All rights reserved.

8–3

• Security

• Status

• Self-esteem

• Affiliation

• Power

• Goal Achievement

E X H I B I T 8–1E X H I B I T 8–1

Page 4: Session 7  group dynamics

The Five-Stage Model of Group Development

© 2005 Prentice Hall Inc. All rights reserved.

8–4

Forming StageThe first stage in group development, characterized by much uncertainty.

Storming StageThe second stage in group development, characterized by intragroup conflict.

Norming StageThe third stage in group development, characterized by close relationships and cohesiveness.

Page 5: Session 7  group dynamics

…Group Development (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.

8–5

Performing Stage

The fourth stage in group development, when the group is fully functional.

Adjourning Stage

The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.

Page 6: Session 7  group dynamics

Stages of Group Development

© 2005 Prentice Hall Inc. All rights reserved.

8–6

E X H I B I T 8–2E X H I B I T 8–2

Page 7: Session 7  group dynamics

Group Structure - Roles (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.

8–7

Role(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 individual’s view of how he or she is supposed to act in a given situation.

Page 8: Session 7  group dynamics

Group Structure - Roles (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.

8–8

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.

Page 9: Session 7  group dynamics

Group Structure - Norms

© 2005 Prentice Hall Inc. All rights reserved.

8–9

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

Norms

Acceptable standards of behavior within a group that are shared by the group’s members.

Page 10: Session 7  group dynamics

Group Structure - Norms (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.

8–10

Conformity

Adjusting one’s 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.

Page 11: Session 7  group dynamics

Group Structure - Norms (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.

8–11

Deviant (Depart) Workplace Behavior

Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both.

Page 12: Session 7  group dynamics

Typology of Deviant Workplace Behavior

© 2005 Prentice Hall Inc. All rights reserved.

8–12

E X H I B I T 8–5E X H I B I T 8–5

Category Examples

Production Leaving earlyIntentionally working slowlyWasting resources

Property Sabotage Lying about hours worked Stealing from the organization

Political Showing favoritismGossiping and spreading rumorsBlaming coworkers

Personal Aggression Sexual harassmentVerbal abuseStealing from coworkers

Source: Adapted from S.L. Robinson, and R.J. Bennett. “A Typology of Deviant Workplace Behaviors: A Multidimensional Scaling Study,” Academy of Management Journal, April 1995, p. 565.

Page 13: Session 7  group dynamics

Group Structure - Status

© 2005 Prentice Hall Inc. All rights reserved.

8–13

Group NormsGroup NormsGroup NormsGroup Norms

Status Equity Status Equity Status Equity Status Equity

CultureCultureCultureCulture

Group MemberGroup MemberStatusStatus

Group MemberGroup MemberStatusStatus

Status

A socially defined position or rank given to groups or group members by others.

Page 14: Session 7  group dynamics

Group Structure - Size

© 2005 Prentice Hall Inc. All rights reserved.

8–14

Group Size

Performance

Expec

ted

Actual (due to

loafin

g)Other conclusions:• Odd number groups do

better than even.

• Groups of 7 or 9 perform better overall than larger or smaller groups.

Other conclusions:• Odd number groups do

better than even.

• Groups of 7 or 9 perform better overall than larger or smaller groups.

Social LoafingThe tendency for individuals to expend less effort when working collectively than when working individually.

Page 15: Session 7  group dynamics

Group Structure - Composition

© 2005 Prentice Hall Inc. All rights reserved.

8–15

Group Demography

The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover.

Cohorts (shared feature)

Individuals who, as part of a group, hold a common attribute.

Page 16: Session 7  group dynamics

Group Structure - Cohesiveness

© 2005 Prentice Hall Inc. All rights reserved.

8–16

Increasing group cohesiveness:1. Make the group smaller.

2. Encourage agreement with group goals.

3. Increase time members spend together.

4. Increase group status and admission difficultly.

5. Stimulate competition with other groups.

6. Give rewards to the group, not individuals.

7. Physically isolate the group.

Increasing group cohesiveness:1. Make the group smaller.

2. Encourage agreement with group goals.

3. Increase time members spend together.

4. Increase group status and admission difficultly.

5. Stimulate competition with other groups.

6. Give rewards to the group, not individuals.

7. Physically isolate the group.

Cohesiveness

Degree to which group members are attracted to each other and are motivated to stay in the group.

Page 17: Session 7  group dynamics

Relationship Between Group Cohesiveness, Performance Norms,

and Productivity

© 2005 Prentice Hall Inc. All rights reserved.

8–17

E X H I B I T 8–6E X H I B I T 8–6

Page 18: Session 7  group dynamics

Group Tasks

• Decision-making– Large groups facilitate the pooling of information

about complex tasks.

– Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks.

– Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.

© 2005 Prentice Hall Inc. All rights reserved.

8–18

Page 19: Session 7  group dynamics

Group Decision Making

• Strengths– More complete

information– Increased diversity of

views– Higher quality of

decisions (more accuracy)

– Increased acceptance of solutions

• Weaknesses– More time consuming

(slower)– Increased pressure to

conform– Domination by one or a

few members– Ambiguous

responsibility

© 2005 Prentice Hall Inc. All rights reserved.

8–19

Page 20: Session 7  group dynamics

Group Decision Making (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.

8–20

Group think

Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action.

Group shift

A change in decision risk between the group’s decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk.

Page 21: Session 7  group dynamics

Symptoms Of The Groupthink Phenomenon

• Group members rationalize any resistance to the assumptions they have made.

• Members apply direct pressures on those who express doubts about shared views or who question the alternative favored by the majority.

• Members who have doubts or differing points of view keep silent about misgivings.

• There appears to be an illusion of unanimity.© 2005 Prentice Hall Inc. All rights

reserved.8–21

Page 22: Session 7  group dynamics

Group Decision-Making Techniques

© 2005 Prentice Hall Inc. All rights reserved.

8–22

Interacting Groups

Typical groups, in which the members interact with each other face-to-face.

Nominal Group Technique

A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion.

Page 23: Session 7  group dynamics

Group Decision-Making Techniques

© 2005 Prentice Hall Inc. All rights reserved.

8–23

Electronic Meeting

A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.

Brainstorming

An idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives.

Page 24: Session 7  group dynamics

Why Have Teams Become So Popular

• 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 and organization and increase motivation.

© 2005 Prentice Hall Inc. All rights reserved.

8–24

Page 25: Session 7  group dynamics

Team Versus Group: What’s the Difference

© 2005 Prentice Hall Inc. All rights reserved.

8–25

Work Group

A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility.Work Team

A group whose individual efforts result in a performance that is greater than the sum of the individual inputs.

Page 26: Session 7  group dynamics

Comparing Work Groups and Work Teams

© 2005 Prentice Hall Inc. All rights reserved.

8–26

E X H I B I T 9–1E X H I B I T 9–1

Page 27: Session 7  group dynamics

Types of Teams

© 2005 Prentice Hall Inc. All rights reserved.

8–27

Problem-Solving Teams

Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.Self-Managed Work Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors.

Page 28: Session 7  group dynamics

Types of Teams (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.

8–28

•Task forces

•Committees

Cross-Functional Teams

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.

Page 29: Session 7  group dynamics

Types of Teams (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.

8–29

Team Characteristics

1. The absence of paraverbal and nonverbal cues

2. A limited social context

3. The ability to overcome time and space constraints

Team Characteristics

1. The absence of paraverbal and nonverbal cues

2. A limited social context

3. The ability to overcome time and space constraints

Virtual Teams

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

Page 30: Session 7  group dynamics

A Team-Effectiveness

Model

© 2005 Prentice Hall Inc. All rights reserved.

8–30

E X H I B I T 9–3E X H I B I T 9–3

Page 31: Session 7  group dynamics

Creating Effective Teams

© 2005 Prentice Hall Inc. All rights reserved.

8–31

Page 32: Session 7  group dynamics

Creating Effective Teams (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.

8–32

Page 33: Session 7  group dynamics

Key Roles of Teams

© 2005 Prentice Hall Inc. All rights reserved.

8–33

E X H I B I T 9–4E X H I B I T 9–4

Page 34: Session 7  group dynamics

Creating Effective Teams (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.

8–34

Page 35: Session 7  group dynamics

Creating Effective Teams (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.

8–35

Page 36: Session 7  group dynamics

Effects of Group Processes

© 2005 Prentice Hall Inc. All rights reserved.

8–36

+

=E X H I B I T 9–4

E X H I B I T 9–4

Page 37: Session 7  group dynamics

Creating Effective Teams: Diversity

© 2005 Prentice Hall Inc. All rights reserved.

8–37

Group Demography

The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover.

Cohorts

Individuals who, as part of a group, hold a common attribute.

Page 38: Session 7  group dynamics

Turning Individuals Into Team Players

• The Challenges

– Overcoming individual resistance to team membership.

– Countering the influence of individualistic cultures.

– Introducing teams in an organization that has historically valued individual achievement.

• Shaping Team Players

– Selecting employees who can fulfill their team roles.

– Training employees to become team players.

– Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions.

© 2005 Prentice Hall Inc. All rights reserved.

8–38

Page 39: Session 7  group dynamics

Teams and Quality Management

• Team Effectiveness and Quality Management Requires That Teams:

1. Are small enough to be efficient and effective.

2. Are properly trained in required skills.

3. Allocated enough time to work on problems.

4. Are given authority to resolve problems and take corrective action.

5. Have a designated “champion” to call on when needed.

© 2005 Prentice Hall Inc. All rights reserved.

8–39

Page 40: Session 7  group dynamics

Beware: Teams Aren’t Always the Answer

• Three tests to see if a team fits the situation:

– Is the work complex and is there a need for different perspectives?

– Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals?

– Are members of the group involved in interdependent tasks?

© 2005 Prentice Hall Inc. All rights reserved.

8–40

Page 41: Session 7  group dynamics

Formal and Informal Group of Dynamics

Submitted By:Sanjay and Priyanka

Page 42: Session 7  group dynamics

Group?...

• A group refers to 2 or more persons who share a common purpose.

• “A group is defined as two or more persons in astate of interaction. - Kimball Young

• “A group is plurality of persons who interact with anyone else.”

Page 43: Session 7  group dynamics

Group Dynamics…

• It is related to the interactions between group members in a social situation.

• It is concerned with getting knowledge of groups, how they develop, and their effect on individual members and organization.

Page 44: Session 7  group dynamics

• “Group dynamics is an expression that describes the situation in which people acting together in a group accomplish certain thing, either positively in a way that cannot be explained adequately in terms of the individual acting separately.” - Thomas Harell

• Many factors in the work environment affect group behaviour.The 2 most broad aspects are;

• The physical env. Ex: plant,equipment, layout• The psycho-social env. Ex: reward system, supervisory

practices

Page 45: Session 7  group dynamics

Classification…

• Groups may be classified on the basis of the following criteria

• Purpose or goal• Extent of structuring• Legal organization or setting

• Groups may be formal or informal

Page 46: Session 7  group dynamics

Group Classification…

• Have leaders• Have followers• Try to achieve some goal or goals• Have ideas about how to achieve the goals• Communicate expectations to members• Satisfy some needs of its members

Page 47: Session 7  group dynamics

Informal Groups

• Are not very well organized groups.

• They exist because the formal groups in an organization do not satisfy human needs sufficiently.

• Informal workgroups provide a means of satisfaction for security needs, social needs and esteem needs.

Page 48: Session 7  group dynamics

Contd…

• Informal groups support their members and protect them from outside pressure and authority.

• The group protects an individual from unfriendly work environment.

• New employees who doesn’t know surroundings well try to find an existing groups and join it for help in the orientation process.

Page 49: Session 7  group dynamics

IWG n social needs

• Many organisation do not allow communication and interaction between workers.

• People want to belong to a small social group in which relationships are based on common interests and values.

• Social groups occur in most companies.

Page 50: Session 7  group dynamics

IWG n esteem needs

• Informal goups are also a means of status or prestige for its members.

• This is specially true if• The group is well known in the organization• Outsiders want to join the group• It is difficult to achieve acceptance into the group• The informal group is a source of egoistic need

satisfaction• The need to achieve can be partiallly by the informal

group.

Page 51: Session 7  group dynamics

Advantages of IG

• IG increase the employee’s sense of security and help him to do the work more effectively.

• Informal groups can help the manager in maintaining discipline.

• Informal groups help to maintain “ no time clock” policy because the employee are highly motivated and also there ir peer pressure.So any individual cannot take undue advantage of this policy.

Page 52: Session 7  group dynamics

Disadvantages

• IG arise when the goals of the group do not match with the organizational goals.

• This problem occurs when a planned change is implemented.

• The protection and social relationships provided by informal groups are in danger due to new plans that disturb order and stability, create new procedures of standard and production and disturb the pattern of personal interactions on the job.

Page 53: Session 7  group dynamics

FORMAL GROUPS

Page 54: Session 7  group dynamics

STAGES OF GROUP DEVELOPMENT

• FORMING (much uncertainty)• STORMING (intra group conflict)• NORMING (close relationships and cohesiveness)• PERFORMING (fully functional)• ADJOURNING (wrapping up activities rather than

task performance)

Page 55: Session 7  group dynamics

FORMAL GROUPS• Large secondary groups that are deliberately and

rationally designed to achieve specific objectives. • Carefully designed structure. • Status clearly separated from the individual. • Vary in size. • Fulfill a variety of personal and social needs. • Impact all our lives. • So dominant that we create formal organizations to

supervise and coordinate other organizations.

Page 56: Session 7  group dynamics

GROWTH AND DOMINANCE• Industrialization: Regulate work force, Large

scale coordination. Mass production, maximize profit.

• As technology improved, sophisticated management emerged to maximize production in order to serve new markets brought about by improved transportation and consumer demand.

• McDonadlisation: Increasing controls and standardization, Irrationality, Technological dominance

Page 57: Session 7  group dynamics

TYPES- FORMAL GROUP DYNAMICS

• UTILITARIAN• COERCIVE• VOLUNTARY• FUNCTIONAL• CONFLICT• INTERACTIONISM

Page 58: Session 7  group dynamics

VOLUNTARY

– AAA=29 million members – School Bus Manufacturers=5 – Functional in shift from community based to

formal base: Mutual Aid Societies. – Wide variety of reasons and types: Self-help;

AA new image of self and biography. – Not random: Membership takes $, SES higher,

female and 1/5 male exclusively.

Page 59: Session 7  group dynamics

FUNCTIONAL

– Mediate government/individual: political force – Training in organization skills. – Minority representation: NAACP, AARP – Social control and regulation: impose norms,

assist in government activities: resettle refugees, Drug awareness and prevention, neighborhood watch.

Page 60: Session 7  group dynamics

CONFLICT

• Little credit for skills developed through volunteer work

• Often viewed as "female" work, filling the days of the wives of the Captains of Industry

Page 61: Session 7  group dynamics

INTERACTIONALISM

• Self groups• Reference groups

Page 62: Session 7  group dynamics

THANKS