Group Dynamics and Characteristics Quiz

Groups

• A group is a crucial subsystem within any organization.
• Group work isn't always enjoyable.
• A group is any collection of individuals with interconnected relationships.
• A group is defined as two or more people who interact, are interdependent, have shared objectives, and perceive themselves as a group.

Groups - Characteristics

• Group size is limited by interaction among members, the presence of two or more people, and the perception of those individuals as members of the group, and shared goals.
• Group size is limited by three factors: a shared interest, mutual awareness, and shared goals.

Groups - Types

• Formal Groups are deliberately created for specific tasks.

  • Appointed by the organization.
  • Feature a hierarchy of authority and specific rules/regulations.
    • Two types:
      • Standing task groups: Permanent and part of the organizational structure. Supervisors have formal authority over subordinates.
      • Task groups: Temporary groups formed to solve specific problems. Employees can come from different departments. These groups disband after completion.

• Informal Groups

  • Also known as cliques.
  • Not formally structured or organizationally determined.
  • Develop naturally in the work environment as a response to needs for social contact.
  • Roles are loosely defined; based on member expectations and group needs.
  • Member behavior is guided by internalised perceptions of appropriate conduct.
  • Behavior is sanctioned through social approval or disapproval.
    • Interest Groups: Formed to achieve common interests; e.g., working mothers requesting day care or flexible hours.
    • Friendship Groups: Based on shared characteristics (sports, marital status). Satisfies affiliation needs. Managers can influence these groups.
    • Reference Groups: The groups individuals identify with to establish opinions and make decisions. Based on race, gender, religion, politics. Reference groups provide values to individuals.

Contribution of Informal Groups to Individuals

• Satisfy social and affiliation needs.
• Fulfill security and support needs.
• Enhance status and perceived prestige if viewed positively by others.
• Increase self-esteem if valued by fellow members.
• Increase competence through shared group influence and achievement.

Open & Closed Groups

• Open Groups: Membership is constantly changing (people joining and leaving). High turnover rate. New members bring new perspectives, enhancing creativity. Focus on present or near future. Easily affected by imbalances.
• Closed Groups: Relatively stable membership; few members join or leave over time. Narrow focus; less creativity. Focus on much longer term horizons. Less susceptible to instability compared to open groups.

In Groups & Out Groups

• In-Groups: Groups to which people belong.
• Out-Groups: Groups to which people do not belong.
• Can lead to friendly rivalries between groups.
• Ethnocentrism: A belief that one's own group is superior to others

Why Do People Join Groups?

• Proximity, Interacting, and Influence
• Security
• Esteem
• Affiliation
• Power
• Identity
• Huddling (informal get-togethers)

Functions of Groups

• Division of work/tasks
• Ideation and creativity
• Liaison or coordinating
• Implementation of complex decisions
• Training new employees

Five Stages of Group Development

• Forming: The polite stage - uncertainty, exploring possible friendships, unclear purpose/strategy. Emotions: excitement, anticipation, anxiety, optimism.
• Storming: Potential conflicts arise - clarifying roles, disagreements on procedures, power struggles. Emotions: frustration, dissatisfaction, reality check, adjustment anxiety.
• Norming: A single leader emerges, standards for roles/behavior are set. Increased member involvement and harmony. Emotions: group identity, camaraderie, coping, acceptance.
• Performing: Productivity at its peak. Team work, role clarity, and accomplishment of desired goals. Emotions: teamwork, leadership, cohesiveness.
• Adjourning: Disbanding of the group. Emotional closure, rewarding group performance. Emotions: separation anxiety, crisis, dissatisfaction, negativity.

Group Cohesiveness

• Groups can vary greatly in cohesiveness - the degree that members are attracted to and motivated to remain in the group.
• Some factors that can cause cohesiveness include time spent together, smaller group size, and facing common external threats.
• Group cohesiveness affects productivity. More cohesive groups often achieve higher productivity if their goals align favorably with those of the members.

Social Loafing

• The tendency for individuals to exert less effort when working in a group compared to working alone.
• Challenges the assumption that group productivity should equal the combined productivity of its individuals.
• Causes of social loafing: Lack of accountability, diffusion of responsibility, low motivation/interest, perception that efforts are not noticeable, unequal distribution of effort, group size.
• Impacts of social loafing can include decreased group performance, resentment among others in the group, delayed decision-making, and decreased morale.

How to Reduce Social Loafing

• Establish shared group goals.
• Increase intergroup competition (toward shared group outcomes).
• Engage in peer evaluations.
• Select motivated members who prefer group work.
• Base group rewards partially on individual contributions.

Group Decision Making Techniques – Interaction

• Common method- members interact face-to-face verbally and nonverbally, and groups often pressure members toward conformity.

Group Decision Making Techniques – Brainstorming

• A technique to overcome pressures for conformity that can stifle creativity.
• In a session, a group leader introduces a problem for a half-dozen to a dozen people who sit around a table.
• Members generate as many ideas as possible in a given timeframe, with no criticism allowed, even of unusual suggestions.
• All ideas are recorded, which are later analyzed and discussed.

Group Decision Making Techniques – Nominal Group Technique

• More effective than brainstorming, this approach restricts discussion during the decision-making process.
• Group members are physically present but independently work on the problem.
• Steps: Problem is introduced, members independently write down ideas, members share ideas, and ideas are then ranked to determine final decision.

Importance of Group Dynamics in Team Work

• Effective communication
• Fostering trust and collaboration
• Enhanced problem solving and decision making
• Managing conflict productively

Characteristics of Effective Teams

• Strong leadership
• Mutual respect and trust
• Adaptability to change
• Diverse skills and perspectives
• Shared responsibility and rewards

Challenges in Team Work

• Common challenges: Communication barriers, personality clashes, unequal participation, social loafing, and conflict mismanagement.
• Solutions: Active listening and feedback, role clarification, and conflict-resolution strategies.

Benefits of Strong Group Dynamics and Teamwork

• Improved productivity
• Enhanced creativity and innovation
• Greater job satisfaction
• Improved decision-making and problem-solving
• Achievement of shared goals effectively
• Positive impact on the organization