Group Dynamics Unit 4 (PDF)

Group Dynamics Unit 4 Groups A group is an important subsystem of any organization Its not always a pleasant job. A group is any collection of individuals who have mutually dependent relationships We can define a group as “a group as two or more individuals, interacting and interdepe...

Group Dynamics Unit 4 Groups A group is an important subsystem of any organization Its not always a pleasant job. A group is any collection of individuals who have mutually dependent relationships We can define a group as “a group as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives and who perceive themselves as being a group.” Groups - Characteristics The size of groups is limited by the three characteristics: ✔ Mutual Interaction Interaction among ✔ Shared Interest members ✔ Mutual Awareness Two or more people People see themselves Shared as Goals members Groups - Types GROUPS Informal Formal Change of In or Out Membership Interest Standing Open Group In-Group Task Friendship Task Closed Out-Group Group Reference Groups - Types Formal Groups – ★ Deliberately created to perform a specific task. ★ Appointed by the organisation. ★ A hierarchy of authority exists along with specified rules and regulations. ★ They are of two types: a. Standing task groups b. Task groups Groups - Types Formal Groups – ★ Standing Task Group (Command Group) Permanently specified in organizational structure Has a supervisor exercising formal authority over subordinates ★ Task Group Temporary formal group formed to solve specific problems Do not necessarily report to same supervisor Employees belong to different departments When work is completed, task group disbands & members return to old groups Groups - Types Informal Groups – ★ Also called a clique. ★ Neither formally structured nor organisationally determined. ★ Natural formations in the work environment as a response to the need for social contact. ★ Roles are loosely defined, based on member expectation and the needs of the group. ★ Member’s behaviour guided by his own internalised perception of what is appropriate ★ Behaviour is sanctioned by bestowing or withdrawal of social approval. Groups - Types Informal Groups – ★ Interest Groups To achieve objective of mutual interest Nothing to do with formal groups E.g. working mothers asking for day-care, flexi timings, etc. ★ Friendship Groups Develops on common characteristics (sports, marital status) They satisfy affiliation (relatedness) needs of members Managers develop these groups; direct influence on members Groups - Types Informal Groups – ★ Reference Groups With which an individual identifies for purpose of forming opinion or making decision. Based on race, gender, politics, religion and so on. They provide values to individuals. ★ Informal groups also contribute to formal organizations or groups Contribution of Informal Groups to Individuals Satisfaction of social & affiliation needs Satisfaction of needs for security and support Enhanced status formembers, if groupperceived by others as prestigious Enhanced feeling of self esteem, if member valued by other members Feeling more competent by sharing power of groupto influence & achieve Open & Closed Groups Particulars Open Group Closed Group Changing Members keep changing; in and Relatively stable membership; Membership out of members occur few additions & losses over time Frame of High rate of turnover; new Narrow frame of reference; Reference members bring new creativity decreased perspectives; creativity enhances Time Instability does not allow long Much longer horizon; good for Perspective time horizons; present or near long term planning future oriented Equilibrium Easily susceptible to imbalance & Closed groups are relatively free instability; to make group stable from this problem can make members committed to group ideals In Groups & Out Groups Groups to which we belong – in groups. Groups to which we do not belong – out groups. Friendly rivalries between schools, clubs, associations. Ethnocentricism – one’s own group is best & others is to be judged on its terms. Ethnocentric towards one’s community, state, class or race. Why do People Join Groups Proximity, Interaction and Influence Security Esteem Affiliation Power Identity Huddling (informal get-together called huddles) Functions of Groups Division of work/ tasks Ideation and creativity Liaison or coordinating Implementation of complex decisions As a vehicle (mode) for training new employees Five Stages of Group Development Five Stages of Group Development FEATURES: 🖝 Uncertainty. 🖝 Explore Friendship. 🖝 Unclear Purpose and strategy. 🖝 Not sure of acceptable behaviour. 🖝 Determine how to satisfy needs for acceptance and personal goal satisfaction. 🖝 Stage completes when awareness increases. EMOTIONS: ★ Excitement★ Anticipation ★ Anxiety ★ Optimism Five Stages of Group Development FEATURES: 🖝 Conflict as need to clarify role arises. 🖝 Disagreement: task procedures, role assignments ways of relating, struggle for power. 🖝 Objective: Resolve power struggle and task structure. 🖝 Stage completes when hostility is replaced by belongingness and acceptance. 🖝 Failure leads to split. EMOTIONS: ★ Frustration ★ Dissatisfaction ★ Reality Check ★ Adjustment Anxiety Five Stages of Group Development FEATURES: 🖝 Single leader emerges bringing in cohesion. 🖝 Group standard roles and behaviour expectation emerge. 🖝 Objective: Increased member involvement and harmony. 🖝 If group becomes too contended (divided) the development process is stalled. EMOTIONS: ★ Group Identity ★ Camaraderie ★ Coping ★ Acceptance Five Stages of Group Development FEATURES: 🖝 Marked by team work, role clarity and task accomplishment. 🖝 Productivity at its peak. 🖝 Achievement of desired outcomes. 🖝 Group made of members who work well together, understand individual and collective responsibility, adapt to changes brought by time. 🖝 Last stage in permanent groups EMOTIONS: ★ Team work ★ Leadership ★ Cohesiveness Five Stages of Group Development FEATURES: 🖝 Last stage in group development for temporary groups. 🖝 Disbanding of group after task completion. 🖝 Leader can facilitate positive closure – recognising and rewarding group performance. 🖝 Ceremonial events bring closure to desired emotional outcome and sense of satisfaction and achievement. EMOTIONS: ★ Separation anxiety ★ Crisis ★ Dissatisfaction ★ Negativity Group Cohesiveness Groups differ in their cohesiveness—the degree to which members are attracted to each other and motivated to stay in the group. Some work groups are cohesive because - the members have spent a great deal of time together, the group’s small size or purpose facilitates high interaction, or external threats have brought members close together. Cohesiveness affects group productivity. Studies consistently show that the relationship between cohesiveness and productivity depends on the group’s performance-related norms. Relation between performance norms, cohesiveness and productivity  How to increase cohesiveness? (1) Make the group smaller, (2) encourage agreement with group goals, (3) increase the time members spend together, (4)increase the group’s status and the perceived difficulty of attaining membership, (5) stimulate competition with other groups, (6) give rewards to the group rather than to individual members, and (7) physically isolate the group. Group dynamics- social loafing The tendency for individuals to expend less effort when working collectively than when alone. Social loafing directly challenges the assumption that the productivity of the group as a whole should at least equal the sum of the productivity of the individuals in it, no matter what the group size.  Causes of social loafing Lack of accountability. Diffusion of responsibility. Low motivation or interest. Perception that individual efforts are less noticeable. Unequal distribution of effort within the group. Group size. Impacts of social loafing Reduced overall group performance. Resentment among contributing members. Delayed decision-making. Lowered team morale.  How to reduce social loafing? (1) set group goals, so the group has a common purpose to strive toward; (2) increase intergroup competition, which focuses on the shared group outcome; (3) engage in peer evaluations; (4) select members who have high motivation and prefer to work in groups; (5) base group rewards in part on each member’s unique contributions. Group decision making techniques- Interaction The most common form of group decision making takes place in interacting groups. Members meet face-to-face and rely on both verbal and nonverbal interaction to communicate. Interacting groups often censor themselves and pressure individual members toward conformity of opinion. Group decision making techniques- Brainstorming Brainstorming can overcome the pressures for conformity that dampen creativity by encouraging any and all alternatives while withholding criticism. In a typical brainstorming session, a half-dozen to a dozen people sit around a table. The group leader states the problem in a clear manner so all participants understand. Members then freewheel as many alternatives as they can in a given length of time. To encourage members to “think the unusual,” no criticism is allowed, even of the most bizarre suggestions, and all ideas are recorded for later discussion and analysis. Group decision making techniques- Brainstorming Brainstorming may indeed generate ideas—but not very efficiently. Research consistently shows individuals working alone generate more ideas than a group in a brainstorming session. One reason for this is “production blocking.” When people are generating ideas in a group, many are talking at once, which blocks individuals’ thought process and eventually impedes the sharing of ideas. Group decision making techniques- Nominal group The nominal group technique may be more effective. This technique restricts discussion and interpersonal communication during the decision-making process. Group members are all physically present, as in a traditional meeting, but they operate independently. Specifically, a problem is presented and then the group takes the following steps: 1. Before any discussion takes place, each member independently writes down ideas about the problem. 2. After this silent period, each member presents one idea to the group. No discussion takes place until all ideas have been presented and recorded. Group decision making techniques- Nominal group 3. The group discusses the ideas for clarity and evaluates them. 4. Each group member silently and independently rank-orders the ideas. The idea with the highest aggregate ranking determines the final decision. The chief advantage of the nominal group technique is that it permits a group to meet formally but does not restrict independent thinking. Research generally shows nominal groups outperform brainstorming groups. Importance of Group dynamics in team work Effective communication. Fostering trust and collaboration. Enhancing problem-solving and decision-making. Managing conflicts productively. Characteristics of effective teams Strong leadership. Mutual respect and trust. Adaptability to changes. Diverse skills and perspectives. Shared responsibility and rewards. Challenges in team work Common Challenges: Communication barriers. Personality clashes. Unequal participation. Social loafing. Conflict mismanagement. Solutions: Active listening and feedback. Role clarification. Conflict resolution strategies. Benefits of strong group dynamics and teamwork Improved productivity. Enhanced creativity and innovation. Greater job satisfaction. Better decision-making and problem-solving. Achievement of shared goals effectively. Make organization a better place.