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Groups
Definition
Two or more individuals,interacting andinterdependent, who cometogether to achieveparticular objectives.
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Formal and informal groups
(1). Formal groups.. are those defined by
organizational structure with designated workassignments and establishing tasks.For example the six members making up anairline flight crew are a formal group.
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Formal and informal groups
(2). Inf ormal groups. are those neither formally
structured nor organizationally determined. Thesegroups are natural formations in the work
environment that appear in response to the needfor social contact.For exampleThree employees from different
departments who regularly eattheir lunch together is aninformal group.
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C lassifying Groups
Prentice Hall, 2001 4
(1
).(1). Formal groupFormal groupCommand GroupsCommand Groups
Task GroupsTask Groups
Interest GroupsInterest Groups
Friendship GroupsFriendship Groups2).2). Informal groupInformal group
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Four Types of Groups
Comma nd group. determined by the organization
chart. It is composed of individuals who directlyreport to a given manager. An elementary schoolprincipal and her 18 teachers form a commandgroup. or the area sales manager along with hissales force.
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Four Types of Groups
Task group it is also organizationally determined
represent those working together to complete a jobtask, however a task group s boundaries are notlimited to its immediate hierarchical superior. Forinstance the hiring of new employees can be a taskwhich can involve GM, HR manager and a particular
functional manager.
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Four Types of Groups
Inte re st groupare such groups that affiliate to attain a
specific objective of shared interest. for exampleemployees who come together to have theirvacations schedules altered, to support a colleaguewho has been fired or to seek improvement inworking conditions is an interest group.
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Four Types of Groups
Friend ship group members have one or more
common characteristics. for example similar ageor holding similar political views
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WhatMakesPeople
Join
Groups?
StatusSecurity
Power GoalAchievement
Self-Esteem Affiliation
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W hy People Join Groups
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S tages of Group DevelopmentS tages of Group Development
Stage IIStorming
Stage IIINorming
Stage IVPerforming
Stage VAdjourning
Stage IForming
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S tages of Group DevelopmentS tages of Group DevelopmentGroups generally pass through this sequence, the five stage
model of group. Forming, storming, Norming performingand adjourning.
The f irs t st ag e f ormi ngis characterized by a great deal of
uncertainty about the group purpose, structure andleadership. members are uncertain about what type of
behavior is acceptable. This stage is complete whenmembers have begun to think themselves as part of a group.
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S tages of Group DevelopmentS tages of Group Development
2 .The stormi ng s t ag e
is one of the intra group conflict. members accept theexistence of the group, but there is a resistance to the
constraints that the group imposes on individuals.F urthermore there is conflict over who will control thegroup. W hen this stage is complete, there will be arelatively clear hierarchy of leadership within the group.
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S tages of Group DevelopmentS tages of Group Development
3 .The Normi ng s t ag eThe Norming stage completes
when close relationships have been developed and the
group demonstrates cooperation.C ooperation further develops common set of expectations from the group members which definestheir behavior.
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S tages of Group DevelopmentS tages of Group Development
The fourth stage is pe rf ormi ng.The group structure becomes fully functional and group
energy moves from getting to know and understand eachother to performing a task at hand.For permanent work groups performing is the last stage of their development, however for temporary committees,task forces or other similar groups that have a limited taskto perform, there is an
adjourning stage.
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S tages of Group DevelopmentS tages of Group Development
5 . Adj our n ing s t ag e .In this stage the group prepares for
its disbandment, where high task performance is
no longer the group s priority, instead attention isdirected toward wrapping up activities.
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Prentice Hall, 2001 18
IdentityIdentity
GroupRoles
ExpectationsExpectations
ConflictConflict PerceptionPerception
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Roles
According to S hakespeare all the world is a stage andall the men and women are players. similarly all thegroup members are actors.
Role is defined asto engage in a set of
expected behavior that
are related to occupyinga given positionin a social
unit.
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Role identity
Role Identity the ability to recognize attitudesand behaviors consistent with a role.W hen workers are promoted
to supervisory positions vitalchanges are observed in their
behavior with other workers.
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Role perception and role expectation
R ol e Pe rce p t io nour view of how we re supposed to
act in a given situation is called role perception.
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Role perception and role expectation
R ol e Expe ct a t io nshow others believe
you should act in a
given situation iscalled role expectation.
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Role conflict
Role conflict is that situation when there is muchdifference in role perception and role expectation.
That is, people expect an individual to behave in
one way and the individual perceives to behave inanother way.
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C ohesiveness
The degree to whichmembers of the groupare attracted to eachother and motivated tostay in the groupRelated to the group s
productivity
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Prentice Hall, 2001 25
Group Decision MakingGroup Decision Making
Advantages AdvantagesMore Diversity of Views
Increased information
Higher-quality decisions
Improved Commitment
Increased acceptance
DisadvantagesDisadvantagesDominant Individuals
Unclear Responsibility
Time and money costs
Conformity pressures
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Group Decision MakingGroup Decision Making
Prentice Hall, 2000 26
GroupthinkGroupthink Group shiftGroup shift
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Symptoms of Groupthink
Group members when making any decision, ask for theagreement of all group members.S ome individuals in the group, who have a difference of opinion, remain silent. They keep quiet in order to avoid
any conflict among group members.Their silence is considered as yes, although their silence ismeant as NO.In groupthink sometimes minority
becomes victim of majority indecision making.
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Group shiftW hen a manager makes any decision individually, then he is very
careful and avoids all risks, because in case of failure he will be solelyresponsible for his decision.
But when the same manager is the member of some group, then heis making more risky decisions.
The reason is that in case of failure no single individual could bemade responsible in group decision making.
Thus in group decision making the position of a manager shifts fromnormal decisions to more risky decisions, called group shift