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Group Dynamics
Group Dynamics
“Never doubt that a small group of thoughtful citizens can change the world. Indeed, it is the only thing that ever has.”
Margaret Mead
Group Dynamics
1. To identify and analyze the social processes that impact on group development and performance.
2. To acquire the skills necessary to intervene and improve individual and group performance in an organizational context.
Objectives:
Objectives (contd)
3.To build more successful organizations by applying techniques that provide positive impact on goal achievement.
Group Dynamics
The social process by which people interact in a group environment
The influences of personality, power and behaviour on the group process
Types of Groups
Formal - structured to perform specific tasks.
Informal - emerge naturally in response to organizational or member interests.
Group Size
•Usually group size vary from 5 to 7 members in it. This size is regarded as an ideal group size
•Odd/even character of group size.
Group Structure
ensure that all skill sets are included;
examine the impact of a poor performer on group achievement;
ensure a combination of leaders and followers;
examine the potential for personality conflicts;
impacts of member diversity.
Issues considered include:
Group Development
•Forming - orientation, guidance (dependence)
•Storming - conflict, roles and responsibilities, rules and procedures, individual recognition(counter-dependence)
Group Development (contd)
•Norming - issue resolution, develop social agreements, cohesion, establish group norms (interdependence)
•Performing - mutual assistance, creativity, understanding goals and roles (independence)
•Adjourning - closure, symbolism, ceremonies, and emotional support.
Group Functions
• Generating ideas and creative solutions to a problem.
• Working on a complex and independent task that is too complex to be solved by an individual.
• Serving as a vehicle for training new employees, group teach new members methods of operations and group norms.
Task Behaviours
initiating;
information seeking/giving;
clarifying ideas;
brining closure;
consensus testing.
Maintenance Behaviours
Maintenance plays vital role to build strong interpersonal relations among members which in turn ensures longevity of the group. It includes following roles:
• Encouragers
• Harmonisers
• Standard setters
Self-interest Behaviours
dominating/controlling;
blocking;
manipulating;
belittling;
splitting hairs.
Group Norms
social standards and acceptable behaviours;
collectively held expectations of group functioning;
provide regularity and predictability to group functioning.
Types of Norms
conduct;
work performance/attendance;
rearranging personal space;
assisting co-workers;
loyalty;
dress codes;
rewards.
Standards related to:
Roles
Assigned roles - chair, secretary, manager, treasurer, etc;
Emergent roles - confident, group clown, gossip, mentor, etc;
Factors That Impact Effectiveness
Role Ambiguity - worker is unclear of job definition;
Role Conflict - worker experiences job overlap.
Status
Symbolic - office, administrative support, perks;
Impact - authority, hierarchy, decision-making, rewards.
Support
training;
reward system;
empowerment/self-management;
organizational representativeness/diversity.
Individual Behaviour
Passive - easily “pushed around”, compliant, submissive, non-resistant.
Aggressive - pushy, hostile, forceful, creates conflict, shows disregard for others.
Assertive - self-assured, confident, positive, protects own rights, respects others.
Effective Teams
high skills, high motivation;
have a clear picture of group goals;
high performance;
success attracts others;
opportunity for individual recognition;
recognition of professionalism.
Are a result of:
23
Understanding
Work Teams
24
Why Have Teams Become So Popular?
Why Have Teams Become So Popular?
Teams typically outperform individuals.
Teams use employee talents better.
Teams are more flexible and responsive to changes in the environment.
Teams facilitate employee involvement.
Teams are an effective way to democratize an organization and increase motivation.
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Team Versus Group: What’s the Difference?Team Versus Group: What’s the Difference?
Work Group
A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility
Work Team
A group whose individual efforts result in a performance that is greater than the sum of the individual inputs
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Comparing Work Groups and Work TeamsComparing Work Groups and Work Teams
E X H I B I T 10–1E X H I B I T 10–1
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Types of TeamsTypes of TeamsProblem-solving Teams
Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment
Self-Managed Work Teams
Groups of 10 to 15 people who take on the responsibilities of their former supervisors
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Types of Teams (cont’d)Types of Teams (cont’d)
• Task forces
• Committees
Cross-Functional Teams
Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task
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Types of Teams (cont’d)Types of Teams (cont’d)
Characteristics of Virtual Teams1. The absence of paraverbal and nonverbal cues
2. A limited social context
3. The ability to overcome time and space constraints
Characteristics of Virtual Teams1. The absence of paraverbal and nonverbal cues
2. A limited social context
3. The ability to overcome time and space constraints
Virtual Teams
Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal
30
A Team-Effectiveness ModelA Team-Effectiveness Model
E X H I B I T 10–3E X H I B I T 10–3
31
Creating Effective TeamsCreating Effective Teams
32
Creating Effective Teams (cont’d)Creating Effective Teams (cont’d)
33
Key Roles of TeamsKey Roles of Teams
E X H I B I T 10–4E X H I B I T 10–4
34
Creating Effective Teams (cont’d)Creating Effective Teams (cont’d)
35
Creating Effective Teams (cont’d)Creating Effective Teams (cont’d)
36
Effects of Group ProcessesEffects of Group Processes
+
MINUS
=
E X H I B I T 10–5E X H I B I T 10–5
Goal: Maximize Process Gains While Minimizing Process Losses!
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Creating Effective Teams: DiversityCreating Effective Teams: Diversity
Group Demography
The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover
Cohorts
Individuals who, as part of a group, hold a common attribute
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Turning Individuals into Team Players
Turning Individuals into Team Players
The Challenges-
– Overcoming individual resistance to team membership
– Countering the influence of individualistic cultures
– Introducing teams in an organization that has historically valued individual achievement
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Shaping Team Players-
-Selecting employees who can fulfill their team roles
-Training employees to become team players
-Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions
Turning Individuals into Team PlayersTurning Individuals into Team Players
40
Teams and Quality ManagementTeams and Quality Management
Team Effectiveness and Quality Management Requires that Teams:
1. Are small enough to be efficient and effective.
2. Are properly trained in required skills.
3. Are allocated enough time to work on problems.
4. Are given authority to resolve problems and take corrective action.
5. Have a designated “champion” to call on when needed.