Group Dynamics: Development, Interdependence & Diversity

• Study notes on group development, workplace dynamics, diversity, and cultural influences

Four Stages of Group Development

• Forming: Members meet, share information, and observe to determine acceptable behavior due to high uncertainty
• Storming: Members challenge norms, roles, and leadership, leading to conflicts necessary for growth
• Norming: Group norms emerge, guiding behavior; members accept each other, strengthening team unity
• Performing: Members focus on tasks and goals, working efficiently in specialized roles with minimal friction

Intergroup Performance and Interdependence

• Effective intergroup performance depends on how well different groups interact within an organization
• Three key interaction requirements influence success
• Interdependence Requirements: Defines how groups rely on each other for tasks and resources
• Pooled Interdependence: Groups work independently but contribute to the same organization
• Sequential Interdependence: One group's output is another group's input
• Reciprocal Interdependence: Groups depend on each other equally
• Higher interdependence equals more collaboration
• Information Flow Requirements: Groups need the right amount of information sharing to work effectively
• High task uncertainty equals more communication
• Low uncertainty equals less communication
• Integration Requirements: Aligning different departments' goals & timeframes is crucial for success
• Departments have different focuses, from research to manufacturing
• Effective coordination ensures teams work toward organizational objectives without conflict

Work Roles in Organizations

• Task-Oriented Roles: Focus on goal achievement and group productivity
• Relations-Oriented Roles: Support group harmony, cohesion, and well-being
• Self-Oriented Roles: Prioritize individual needs, potentially at the group's expense
• Role Episode Model: Roles are learned and enacted in four stages
• Expected Role: Group defines role expectations
• Communicated Role: Expectations are conveyed to the individual
• Perceived Role: Individual interprets what is expected
• Enacted Role: Individual acts accordingly
• Challenges: Role Conflict, Role Ambiguity, and Role Overload

Work Group Size and Effects

• There is no "perfect" group size, but size affects group dynamics
• Effects include interaction patterns, job attitudes & satisfaction, productivity & social loafing
• Smaller groups equal higher job satisfaction and group cohesion
• Larger groups equal lower cohesion and more absenteeism/turnover
• Social Loafing: People exert less effort in larger groups, especially when tasks seem unimportant or individual contributions are not recognized
• Solution: Assign meaningful tasks and track individual contributions

Types of Groups

• Formal Groups: Officially created to accomplish specific tasks
• Command Groups: Permanent, functional teams
• Task Groups: Temporary teams for specific projects
• Informal Groups: Naturally formed by employees based on common interests or friendships
• Friendship Groups: Long-lasting, based on personal relationships
• Interest Groups: Temporary, formed around shared interests

Team Development

• Team development occurs in stages, as outlined in Tuckman's model
• Forming: Initial introduction, politeness, and excitement
• Storming: Conflict arises as members vie for control
• Norming: Team cohesion improves as roles are established
• Performing: Team functions efficiently with minimal direction
• Adjourning: Team disbands after project completion

Effective Teams

• Effective teams need common commitment & purpose, specific performance goals, complementary skills, commitment to work process, and mutual accountability
• Best Practices: Set urgency & clear direction, select members for skills & potential, make strong first impressions, define ground rules, achieve early wins, encourage continuous learning, spend time together, and use recognition & rewards

Collaboration in Teams

• Teams on complex projects often struggle with collaboration
• Key success factors include relationship-building, executive role models, mentorship, training, community, skilled leaders, leveraging relationships, and role clarity

Diversity, Equity, & Inclusion

• Diversity: Identity-based differences impacting experiences in hiring, compensation, performance evaluation, and customer interactions
• Key Concepts: Identity Groups, Discrimination & Disparities, Managing Diversity, Valuing Diversity, and Inclusion
• Key Forms of Workplace Discrimination include Race-Based, Gender, and Age

Workplace Discrimination

• Race-Based Discrimination: Black employees face higher rates of discrimination
• Glass Ceiling: Prevents women from advancing to leadership
• Sexual Harassment: Quid Pro Quo and Hostile Work Environment
• Age Discrimination: Older employees often perceived as less adaptable, but legally protected by ADEA
• LGBTQ+ Discrimination: Fear of revealing identity, hiring & promotion bias, but workplace protections exist

Workplace Protections

• Equal Employment Opportunity Commission (EEOC): Enforces laws that prohibit workplace discrimination based on race, national origin, sex, disability, and religion
• EEOC Responsibilities: Investigates discrimination claims, issues guidelines, and settles disputes
• Key Laws Enforced: Equal Pay Act, Title VII, ADA, and 2020 Supreme Court Ruling

Types of Workplace Diversity

• Surface-Level Diversity: Visible traits
• Deep-Level Diversity: Non-observable traits
• Hidden Diversity: Traits that can be concealed or revealed
• Cognitive Diversity Hypothesis: Diversity fosters creativity and innovation through multiple perspectives
• Similarity-Attraction Paradigm & Social Identity Theory can limit workplace collaboration
• Justification-Suppression Model: Prejudices may be acted upon or suppressed

Cultural Influences

• Culture: Shared values, traditions, and behaviors
• Culture Affects Business & Management through communication differences, work ethic & expectations, decision-making, and hierarchy & authority
• Kluckhohn & Strodtbeck's Six Cultural Dimensions include views on humanity, nature, interpersonal relationships, activity vs. achievement, time orientation, and use of space
• Ethical Behavior & Values in Management are shaped by personal values and guidelines

Cultural Values

• Instrumental Values: Guide everyday behavior
• Terminal Values: End goals
• Commitment to hard work varies globally, and changing mindsets influence work ethic

Building Effective Work Teams

• Effective teams require a mix of mental abilities, physical abilities, and diverse personalities
• Mental Abilities include cognitive complexity (problem-solving & leadership) and key abilities (verbal comprehension, inductive reasoning, number aptitude, memory & perception speed)
• Strong mental abilities enable managers to analyze, adapt, and lead effectively
• Physical & Psychomotor Abilities include strength, flexibility, stamina, coordination, precision, reaction time, dexterity, and balance
• Job fit matters when matching employees to roles based on their strengths to improve performance and retention