Unit 2 Session 3.pptx

Online MBA Semester I ORGANIZATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT Course Code - (OMBA-103) Unit 2: ORGANIZATIONAL BEHAVIOUR Lesson 3 : Group Dynamics (Part I) PART 1: LEARNING OUTCOMES At 1. 2. 3. 4. 5. 6. 7. 8. the end of the session you will know about: The need to study group dynamics...

Online MBA Semester I ORGANIZATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT Course Code - (OMBA-103) Unit 2: ORGANIZATIONAL BEHAVIOUR Lesson 3 : Group Dynamics (Part I) PART 1: LEARNING OUTCOMES At 1. 2. 3. 4. 5. 6. 7. 8. the end of the session you will know about: The need to study group dynamics The different types of group dynamics The principles of group dynamics Types of groups Stages in group formation Functions of a leader as member of a group Conflicts and cohesiveness within a group Properties of a group 2 Defining a Group A group is a social community or a collection of individuals who interact with and are interdependent on each other such that one person’s actions affect others in the course of achieving particular objectives. •Two or more individuals interacting and interdependent, who have come together to achieve particular objectives. •A group is a social community of two or more people who have something in common. 3 The Concept of Group Dynamics The word ‘Dynamics’ comes from the Greek word meaning ‘Force’ As put forth by Kurt Lewin, ‘group dynamics’ relates to the interactions of forces among group members in a social situation and the influences of personality, power and behavior on group processes. It is the study of forces within a group The term "group dynamics" describes the way in which people in a group interact with one another. When dynamics are positive, the group works well together. When dynamics are poor, the group's effectiveness is reduced. 4 The Concept of Group Dynamics • In a group, people tend to behave and interact in different ways. The attitude and behaviour of one person can influence the behaviour of another person. Group dynamics deals with the change in behavioural patterns and attitudes because of adjustive changes in a group. • Factors such as social situation, individual personality and cultural traditions also influence a group. In a nutshell, group dynamics encompasses everything from group formation, group structure and the way it functions and grows. 5 The Concept of Group Dynamics • Group dynamics deals with the attitudes and behavioural patterns of a group. It can be used as a means for problem-solving, teamwork, and to become more innovative and productive as an organization. Since human beings have an innate desire for belonging to a group, group dynamism is bound to occur. 6 Why Study Group Dynamics? • Businesses consciously form groups as they drive and meet the larger goals of the organization. • A manager or team leader has to often shoulder the responsibility of assembling a group that works together in harmony. To establish a high-functioning team, the underlying dynamics that make or break teams need to be identified. • As manager or a team leader, 3 things to be kept in mind: • Alignment on plans • Transparency on progress • Accountability for results 7 Some of the objectives of the study of group dynamics are: •To identify and analyse the social processes that impact group development and performance. •To acquire the skills necessary to improve individual and group performance in an organizational context. •To produce positive work outcomes by applying techniques that have a positive impact on goal achievement 8 The Underlying Features of Group Dynamics • A group will change, adjust and interact according to the changing circumstances and relationships among group members • Changes are constant within a group—there is a change of leadership, people join and leave and new tasks keep coming • The more organized a group is, the more cooperative and effective it is; this further boosts morale and increases productivity 9 THE DIFFERENT TYPES OF GROUP DYNAMICS 10 FORMAL GROUP DYNAMICS The purpose of a formal group is to perform tasks and meet specific targets. The primary responsibility is to drive business goals and they are a result of an organization’s structure. Formal groups serve a strictly functional purpose and individuals typically function under the guidance of a leader (e.g., manager). Departments, committees and boards of directors are a few examples of formal groups in an organization. 11 Formal group members are required to work with each other for a certain period of time. Group formation isn’t always a smooth process because not everyone can build rapport immediately. Its group dynamics highly depends on the leader, how they manage the team and delegate responsibilities. But continuous communication and collaboration encourage members to increase personal interactions, improving group efficiency. 12 INFORMAL GROUP DYNAMICS Informal groups are a result of socio-psychological forces that encourage people to interact and engage with each other. Individuals working together are bound to form social groups because humans are social animals. We socialize for various reasons—minimize monotony in the workplace, defeat psychological fatigue and boredom. We simply enjoy others’ company and develop a genuine liking. 13 Informal group dynamics are tricky to navigate because there aren’t any rules or regulations governing a group. We form them organically as we find like-minded people we can connect with. Most informal groups are small in size, making room for resentment. People outside the groups often feel left out or uncomfortable. Moreover, personal differences are more likely to manifest because informal groups aren’t very stable. Nonetheless, they have the power to influence the effectiveness of an organization. 14 THE PRINCIPLES OF GROUP DYNAMICS (Help build positive group dynamics) 15 1. 2. 3. 4. 5. 6. Principle of Belongingness Principle of Perception Principle of Conformity Principle of Change Principle of Readjustment Principle of Common Motives 7. Goal Orientation Principle 8. Principle of Power 9. Continuous Process Principle 16 Types of Groups Forma l Inform al Command Groups Task Groups Interest Groups Friendship Groups 17 STAGES OF GROUP FORMATION FORMING The first stage, forming stage , is characterized by a great deal of uncertainty about the group’s purpose, structure, and leadership. Members “test the waters” to determine what types of behaviours are acceptable. This stage is complete when members have begun to think of themselves as part of a group. 19 STORMING The storming stage is one of intra-group conflict. Members accept the existence of the group but resist the constraints it imposes on individuality. There is conflict over who will control the group. When this stage is complete, there will be a relatively clear hierarchy of leadership within the group. 20 NORMING In the third stage, close relationships develop and the group demonstrates cohesiveness. There is now a strong sense of group identity and camaraderie. This norming stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behaviour. 21 PERFORMING The fourth stage is performing . The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing the task at hand. For permanent work groups, performing is the last stage in development. 22 ADJOURNING However, for temporary committees, teams, task forces, and similar groups that have a limited task to perform, the adjourning stage is for wrapping up activities and preparing to disband. Some group members are upbeat, basking in the group’s accomplishments. Others may be depressed over the loss of camaraderie and friendships gained during the work group’s life. 23 Stage Main feature Leader’s role 1. Forming Orientation, break the ice Facilitate social interchanges 2. Storming Conflict, disagreement Encourage participation 3. Norming Establishment of order and cohesion Cooperation, problem solving Help clarify team roles, norms, values Task completion Bring closure, signify completion 4. Performing 5. Adjourning Facilitate task accomplishment 24 Functions Of A Leader As Member Of The Group: Norm setter Encourager Compromiser Coordinator Initiator Follower Information seeker Information provider Evaluator Summariser 25 Benefits of a Group Level of Effort: Groups often unleash enormous energy and creativity. Satisfaction of Members: Groups reduce boredom and often increase people’s feelings of dignity and selfworth. Expanded Knowledge and Skills: Groups gain the intellectual resources of several members. Group Effectiveness measured against two parameters: 1. Productive Output 2. Personal Satisfaction 26 Determinants of Group Cohesiveness Group interaction: The more time spent together, the more cohesive the group. Shared goals: If members agree on goals, the group will be more cohesive. Personal attraction to the group: Members have similar attitudes and values, and enjoy being together. 27 Causes of Group Conflict Scarce Resources: Include money, information, and supplies. Jurisdictional Ambiguities: Conflicts emerge when job boundaries and responsibilities are unclear. Communication Breakdown: Poor communications result in misperceptions and misunderstandings of other people and teams. 28 Personality Clashes: Personality clashes are caused by basic differences in personality, values, and attitudes. Power and Status Differences: Occur when one party has disputable influence over another. Goal Differences: Conflict often occurs simply because people are pursuing conflicting goals. 29 Group Properties— Roles 30 Role(s) A set of expected behavior patterns attributed to someone occupying a given position in a social unit 31 Role Expectations How others believe a person should act in a given situation Psychological Contract An unwritten agreement that sets out what management expects from the employee and vice versa 32 Norms Acceptable standards of behavior within a group that are shared by the group’s members Classes Classesof ofNorms Norms ••Performance Performancenorms norms ••Appearance Appearancenorms norms ••Social Socialarrangement arrangementnorms norms ••Allocation Allocationof ofresources resources norms norms 33 Conformity: Soloman Asch Studies Which line is the same length as “X”? 34 Solomon Asch (1951) conducted an experiment to investigate the extent to which social pressure from a majority group could affect a person to conform. Asch used a lab experiment to study conformity, whereby 50 male students from Swarthmore College in the USA participated in a ‘vision test’. Using a line judgment task, Asch put a naive participant in a room with seven confederates. Experimental Group: 7 confederates, participant to answer at the end Control Group: Only the participant 35 When they were interviewed after the experiment, most of them said that they did not really believe their conforming answers, but had gone along with the group for fear of being ridiculed or thought "peculiar". A few of them said that they really did believe the group's answers were correct. Apparently, people conform for two main reasons: because they want to fit in with the group (normative influence)because they believe the group is better informed than they are (informational influence). 36 Group Properties—Norms Deviant Workplace Behavior Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both Group norms can influence the Presence/absence of deviant behavior. 37 Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually ••Odd Odd number number groups groupsdo do better better than than even. even. ••Groups Groupsof of55to to 77perform performbetter better overall overall than than larger larger or or smaller smaller groups. groups. 38 Relationship Between Group Cohesiveness, Performance Norms, and Productivity 39 Think about a group of high school friends getting together after school to work on a project. If they have a good set of rules and tasks divided amongst them, they’ll get the project done and enjoy the work. And, without those norms, they will end up eating junk food and playing video games until it’s time to go home for dinner. 40 How To Increase Cohesiveness Cohesiveness is the degree to which group members are attracted to each other and are motivated to stay in the group. How can we increase this? •Make the group smaller. •Encourage agreement with group goals. •Increase time members spend together. •Increase group status and entry difficulty. •Stimulate competition with other groups. •Give rewards to the group, not individuals. •Physically isolate the group. 41