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1. Group Formation and GroupProcesses
2. Group Dynamics3. Leading and Building Teams
4. Conflict Resolution
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Stephen Robbins defines group as Two or
more individuals, interacting andinterdependent , who have come togetherto achieve particular objectives.
According to Homans ,It is a number ofpersons who communicate with one anotheroften over a span of time and who are far
enough so that each person is able tocommunicate with all the others , face toface.
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Groups
Formal
Command
(Permanent)
Task
(Temporary)
Informal
Interest
Friendship
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It is said to be any social arrangement in whichsome activities of some persons are planned byothers to achieve a common purpose
Example :- A work group in a office , managementbargaining team
Characteristics :- Assist in the accomplishment of goals less
haphazardly
Facilitate the coordination of the activities
Aid in establishing logical relationship amongpeople and positions
Assist in the application of the concept ofspecialization and division of labour
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2. Task Group :- It is created by the management to accomplish
certain organizational goal
It is specifically created to solve a problem or
perform a defined tasks It is compose of individual with some special
interest or expertise in a specific area regardlessof their position in the organizational hierarchy
Example A committee established to study and recommend
changes in the wage system of the organization
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They are formed spontaneously and are based onpersonal relationships or special interests
They have few rules and procedures and membersenjoy greater freedom of thought and action
Informal Groups are further classified into :1. Interest Group :- It consist of persons who shares common interest. Employees who want to support a worker whose
services have been terminated, to seek increasedwages, bonus and other benefits
Such groups are based on New Combs BalanceTheory which says that people having commoninterest or attitude come together
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2. Friendship Group :- It consist of individual who come together because
they share one or more common characteristics
These are bachelor's clubs , teenagers groups ect.
Such groups are based on Exchange Theory i.e.People join to satisfy their needs for a affiliation
Informal Groups are important part of organizationallife
They help individual satisfy needs that are not met byformal
Groups. Informal group provide their member with a social
satisfaction and a sense of security and belongingness
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Various Group Development Models are asfollow:
Tuckman's Stages model Wheelans Integrated Model of Group
Development
Fisher's Group Development Theory
Tubbs's Group Development Theory
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The model describes four linear stages a group willgo through in its unitary sequence of decisionmaking. A fifth stage was added in 1977 when anew set of studies were reviewed.
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Forming : In this stage the members get acquainted with each
other . This stage marked by get deal of uncertainty and
confusion When members starts thinking of themselves as a
part of the group the Forming stage complete
Storming : It is characterized by intra group conflict It is hostility and infighting over who will control
the group When the intra group conflict are resolved and
groups leadership is accepted the Storming stageis completed
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Norming : In this members begins to come together as a
coordinated unit There is strong sense of group identity , share
responsibility and cooperation among the groupmembers
This stage is complete when the members of the groupsaccepts the common set of expectations
Performing : In this group member work effectively , efficiently
towards achieving the group object This stage is marked by the emergence of a mature ,organized and well functional group
For permanent groups performing is the last stage
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Adjourning : In this groups focus is on wrapping up activities rather than
achieving high task performance
Group members experience mixed emotions
This is the last stage of temporary groups
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This model takes the perspective that groups achieve maturity as
they continue to work together rather than simply go through
stages of activity.
We will study each one of these phases in detail.
Stage I : Dependency and Inclusion -
In this stage, members are dependent on the designated leader.They are concerned about their safety and inclusion issues.
Members rely on the leader and powerful members for
direction.
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Stage II : Counter dependency and Fight -
In this stage, members disagree among themselves
about group goals and procedures.
The groups task at this stage is to develop a set of goals,
values, and operational procedures, and this generates some
conflict.
Conflict also is necessary for the establishment of trust and a
climate in which members feel free to disagree with each
other.
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Stage III : Trust and Structure
Communication becomes more open and task-oriented. Thisthird stage of group development, referred to as the trust andstructure stage, is characterized by more mature negotiationsabout roles, organization, and procedures. It is also a time inwhich members work to solidify positive working relationshipswith each other.
Stage IV : Work and Productivity
It is a time of intense team productivity and effectiveness. Thegroup focuses most of its energy on goal achievement and taskaccomplishment
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Interaction of complex intra and inter-personal forcesoperating in a group which determines its characters,
development and long-term development.
Factors influencing group dynamics are as follow:
1. External Factors
2. Group Resources
3. Group structure
4. Group Processes
5. Group Tasks
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External conditionsimposed on the
group
Group
member
resources
Group
structure
Group
Process
Performanceand
Satisfaction
Group Task
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Various factors within the organization affect group behavior.
1.Organizational Strategy:
The overall organizational strategy adopted by the management
has a strong effect on the working of group.
2.Authority Structure:
The authority structure of an organization defines who reports
to whom, who makes decisions and the extend to which
individuals or groups have an influence to make decisions.These structures have an influence on formal relationship
between groups.
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3.Formal Regulations:
Organizations create rules, procedures, policies, job descriptions,
and other regulations to standardize employee behavior. The
more formal regulations organization imposes on its employees,
The more the behavior of the work group members will be
consistent and predictable.
4.Organisational resources:
Organizational resources includes money, time, raw material,
high quality equipments etc. Availability of such resources
have great influence on the group behavior.
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5.Human resource selection process:
The selection criterion of the organization affects the kind of
people that are in its work group.
6.Performance evaluation and reward system:
The performance appraisal and reward system affects the work
group. The working of the group suffers if rewards are focused
too much on individuals instead of group outcomes.
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To succeed a group must have members with the right skillsand competencies. Abilities and Personal Characteristics are two
important resources of group members.
1. Abilities:What group members can do and how effectively they can do it
has a strong bearing on group performance.
Intellectual and task relevant ability of group membersaffects overall group performance.
Individuals who have abilities that are crucial to the groupstask tend to be more involved, contribute more and are morelikely to emerge as leaders.
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2. Personality characteristics:
The personality traits of individual group member strongly
influence how they interact with other group members. Traits
such as sociability, self reliance and independence have positive
impact whereas authoritarianism and dominance have negative
impact on groups.
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Group Structure refers to the pattern of interrelationship between the
individuals forming a group.
The variables of group structure are:-
1. Formal Leadership :
The leaders characteristics and his leadership style have a
strong influence on the working of group.
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2. Roles :A role is a set of expected behavior that characterize a person in
a social setting. Every person has to play many roles and our behavior
varies with the role we play. Different roles have different
requirements and responsibility. Some of these roles are compatiblewith each other while some create conflicts.
3. Norms:
They are set of informal rules, shared beliefs and values that guide
member behavior. Norms define the boundaries of acceptable and
unacceptable behavior and are the standard against which member
behavior is evaluated. Norms differ from organizational rules in that
they are not formal and written.
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4. Size:
The size of the group strongly influences the groups overall behavior.Large groups are good for gaining diverse input but smaller groups are
faster at completing tasks . An interesting phenomenon related to group
size is social loafing. Social loafing is the tendency to exert less effort
when working collectively than when working individually.
5. Status:
Status is the prestige, position or rank given to groups or group
members by others. Status is an important factor in understanding
human behavior because it is a powerful motivator and strongly
influences individual behavior.
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6. Cohesiveness:
It is the strength of group members desire to remain part of their group.A high level of group cohesiveness does not necessarily mean high
level of performance.
7. Composition:
Group composition can be describe in terms of homogeneity or
heterogeneity of its members. In homogeneous groups, members are
similar to each other with regards to age, gender, race, experience,
culture, values, talent, interpersonal orientation etc. Whereas in
heterogeneous group embers vary from each other on these dimensions.
Both homogeneous and heterogeneous group have their advantages as
well as disadvantages.
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Group Processes includes the communication patterns used bymembers for :
information exchange,
group decision processes,
leader behavior, conflicts and like.
One group process that has generated considerable interest is the
Social Facilitation Effect
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Social Facilitation Effect:-
It is the tendency for performance to improve or decline in response to
the presence of others.
Various theories that explains the S F effects are
1. Drive Theory:-
This theory states that, presence of others increases arousal, which
Increases the tendency to perform the most dominant response. If the
dominant response is a well learned one, then performance willimprove. If the dominant response is not well learned , then
performance will deteriorate.
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2. Evaluation apprehension:-
It is the fear of being evaluated or judged by another person.
Here the person is concerned with what others may think about
him.
3. Distraction-conflict model :-According to the model, the presence of others creates a conflict
between paying attention to others and paying attention to the task at
hand. This conflict leads to increased arousal, which in turn leads to
social facilitation.
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Task may be simple, routine and standardized or they may be
complex, non-routine and novel. The nature of the task
moderates the group processes and affect group performance and
members satisfaction. Greater interaction among group
members is required when there is a high degree of
interdependence among the task that group members must
perform.
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Greenberg and Baron define a team as, Agroup whose members have complementary
skills and are committed to a common purpose
or set of performance goals for which they hold
themselves mutually accountable.
According to Stephen Robbins, A group whose
individual efforts results in a performance that
is greater than the sum of those individual
input.
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There are several important differences
between a team and a group.Team Group
Performance Depends onindividual as well as
collective work
Depends on thework of individual
member
Accountability The team workstogether to producean outcome andeach team member
is responsible foroutcome
Group members donot considerthemselvesresponsible for any
results other thantheir own. Althoughthey pool theirresources togetherto attain the goal.
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Team GroupReward Shared in a team Individual
performance is takeninto account
Commitment Members not onlyhave common goal butthey also havecommon commitmentto the purpose. Thefeeling of ownershipis there
Members shared acommon interest goal.the feeling ofownership is missing.
Connection to
Management
Work team have
greater flexibility andless interference fromthe management
Less flexibility. Work
groups have torespond regularly tothe demands placedon them by themanagement
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Considerable managerial skills and hard work are needed to
develop effective teams. A model developed by J R Hackmanprovides some useful guidelines as to how to design work
team effectively. It involves four stages:
1. Prework:
It is an important step as it determines whether there is necessity to
build a team. Before creating a team, the manager should decide on:
a. The work that needs to be done
b. The objective of the team
c. The compositionskills needed to do job.d. The authority-would it be working merely as an advisory to the
manager or whether it would have full responsibility and authorityin carrying out task.
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2. Create performance conditions:
Once it is decided to create a team, the next step is to ensure that
the team has the proper conditions to carry out its work. The
team should be provided with necessary resources(material and
human) and support to ensure its success.
3. Form and build the team:
a. Boundaries: the manager should make it very clear as to who is a
member of the team and who is not. This removes confusions
among the team members otherwise they feel frustration.b. Mission acceptance: the manger must ensure that all the team
members are committed to the teams purpose and mission. Lack
of acceptance of mission will result into failure.
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C. Clarify responsibly: it is very important to let the team know
what is expected from them. What is their area of responsibly
and what they are suppose to do. Ambiguity of any kind should
be avoided.
4. Provide ongoing assistance:The manager should provide whatever support and assistance the
team needs without interfering in their routine functioning.
The support can be by removing any obstacle such as replacing
uncooperative member, ensuring regular supply of resources etc.this helps team to perform much better and more effectively.
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If a team is to yield high performance then it should be properly
cared and maintained. Vital elements that a manager needs to
pay attention to in order to build high performance team :
1. Small SizeGood teams are usually small teams. A team should not
have more people than required. The ideal number is 10 to 122. Members with diverse skillsIt is vital that a team has the right mix of
members. It must have a members with diverse skills and experiences. It
needs members with three different types of skills:
a)Technical expertise
b)Problem-solving and decision-making skillsc)Interpersonal Skills
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3. Proper Selection : As far as possible only those individuals wholike working in teams must be selected. Team members must be
selected on the basis of the skills they possess to accomplish the
task
4. Training: Team members need to be given trained skills that they
are lacking in to develop high performance team.
5. Proper Role Allocation: The manager must attempt to understand
the strength and weakness of each member and allocate them roles
that fits the teams requirement and individual preference.
6. Goal Clarity: The team goals must be clearly stated so that all theteam members can put their efforts in the same direction.
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7. Rewards Contingent On Team Performance: The reward systems shouldbe so designed that members can share the success of the group.
8. Appropriate Performance Measures: Teams must be given freedom to
develop their own measures of success. The same methods of
performance evaluation used with individuals cannot be applied to teams.
9. Participation: All the team members must be encouraged to participate inthe decision making process.
10. Urgency: A certain amount urgency about the task must be created in
teams as it challenges and pushes them to deliver a high caliber
performance.
11. Confront Teams With New Facts: Teams should be regularly providedwith new facts and information that will encourage innovation. New
development challenge teams and charge them up.