Session 1 Group Dynamics

8/7/2019 Session 1 Group Dynamics

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1/18/2011

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Group Dynamics

Organizational Behaviour

Ambika Nagar

Index

• Introduction and rules setting

• Lecture Plan for all Topics and approach to be

followed• Short Exercise

• Recap-OB defined and its challenges

• Groups

• Teams

• Reading Material



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Curriculum Indicative List

• Meaning, Types and Functions

• Models of Group Development

• Processes, Roles and Cohesiveness

• Effectiveness and Management

• Groups to Teams

Definition of OB“ It’s a field of study that investigates the impact

that

▫ Individuals

▫ Groups and ▫ Structure

have on behaviour within organizations for thepurpose of applying such knowledge towardsimproving an organizations effectiveness.”



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Group Dynamics

“Social Science field focusing on the nature of groups – factors governing their formation and

development, the elements of their structure andtheir interrelationships with individuals, other

groups and organizations”

Groups: Definition and Classification

“A group consists of two or more interacting persons who sharecommon goals, have a stable relationship, are somehow

interdependent and perceive that they are part of a group and have come together to achieve particular objectives”

Four different criteria

1. Two or more people in social interaction

2. Share common Goals

3. Stable group structure

4. Individuals must perceive themselves as being a group



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Types of GroupsTypes

Formal/Informal

• Formal : Behaviour that team members engage in are stipulated by and directed towards organizational goals.

▫ Command Group: A group composed of the individuals who reportdirectly to a given manager

▫ Task Group: People working together to complete a job task beyondcommand relationships

• Informal: not formally structured nor organizationally determined,such a group appears in response to the need for social contact.

▫ Interest Group: People working together to attain a specific objectivewith which each is concerned

▫ Friendship Group: People brought together because they share one ormore common characteristics.

Classification contd…

Primary / Secondary

• Primary – small in size, frequent face to face contact and close intimaterelationships eg playgroup, sports team

• Secondary- Assumes impersonal nature and may be geographically distant eg. Hospital, company etc

Co-acting group – level of independence expreienced by group members-limited interdependency and cohesiveness – members relate more toeach other at the advanced stages of work processes or assignmentswhere there may be a need for cooperation and coordination.

Counteracting group- opposing aims and compete for scarce resources-struggle for power and advantage

Reference Group- possess a certain attraction and individuals join toidentify with them in some way. Hence can influence a persons’ outlook without that person being a member of it.



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Why do people join groups?• Security- reduce security of “ standing alone”

• Status: Inclusion in a group that gives status and recognition

• Self Esteem-Increased self worth

• Affiliation- Social Needs

• Power- Strength in numbers

• Goal achievement- Need to pool talents, knowledge , power

Elements of Group structure• Roles and status

▫ The set of behaviours that individuals occupying specificpositions within a group are expected to perform.

▫ Different Roles performed by each person. Roles help to clarify the responsibilities and obligations of the persons belonging to agroup.

▫ Status: Social Standing or rank within a group. Depends onpower one wields over others, persons ability to contribute to agroup and personal characteristics (social characteristics theory)

• Size:▫ smaller groups faster at completing tasks than larger and

individuals perform better in smaller groups than larger. SocialLoafing- tendency for individuals to expend less effort whenworking collectively than when working individually.

▫ Reduction in effort when individuals feel that their contributioncan not be measured.



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Elements of Group structure

• Rules and Norms:▫ Rules within a group indicating how its members “should” or

“should not” behave- conformity, deviant workplace behaviour.▫ Norms- acceptable standards of behaviour, differ from rules as they

are informal, usually unstated and taken for granted by groupmembers

• Leaders and Followers:▫ Task leader/ initiating leader – focuses the group on goal

achievement and specific outcome eg. Clarify goals, evaluateprogress, seek and share information

▫ Socio-emotional leader / relationship or maintenance leader focuseson the emotional and social aspects of a group eg encourage andpraise others, resolve conflicts and constructing and maintaininggroup cohesion

▫ Followers: National cultures low on power distance (question theleader’s actions) would be least supportive followers and cultureshigh on power distance would be the most supportive of groupleaders efforts

• Cohesiveness: All forces or factors that bind the memberstogether. It involves 2 dimensions

▫ Task-social relates to the extent to which individuals are interested in thegoals of the group (task) or in social relationships within it (social)

▫ Individual-Group dimension- the extent to which members arecommitted to the group or to other members

MediumProductivity

ModerateProductivity

Low Productivity Moderate to Low Productivity

Cohesiveness

PerformanceNorms

Relationship between Group Cohesiveness, Performance Norms and Productivity

Low

High

High Low



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1. Similarity of attitudes and Goals- similar attitudes and objectives asource of satisfaction

2. Time spent together: gretaer interpersonal interaction

3. Isolation – from others considered special

4. Threats- increased cohesiveness in the face of external competition

5. Size- smaller group size =increased cohesiveness

6. Stringent entry requirements-

7. Rewards: incentives based on group performance increases

cohesiveness8. Gender

“ Highly cohesive groups seem to be more effective at meeting their objectives and also more productive”

Factors that induce and sustain groupcohesiveness

Functions of a Group , Schein (19800

Task Function

• Handling Complex tasks

• Liaison or coordinating

• Implementation of Decisions

• Generating Ideas

• Cross Functional Training

Maintenance Function

• Social Interaction

• Sense of Identity

• Solving Problems

• Reducing anxiety anduncertainty



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Group RolesTask Roles: achieving goals

▫ Initiator- giving new ideas-innovativeness

▫ Information Seeker

▫ Opinion Seeker

▫ Information giver

▫ Opinion giver

▫ Elaborator

▫ Summarizer

Maintenance Roles: formaintaining harmony

▫ Encourager

▫ Gatekeeper

▫ Standard setter

▫ Follower

▫ Expresser

▫ Stress reliever

Personal Roles: Non-functional roles whichdamage the effectiveness of the group

▫ Aggressor▫ Blocker▫ Confessor▫ Competitor▫ Sympathy seekers▫ Pleader▫ Withdrawal

Group Processes

Groups experience some type of change as a result of member interaction.

• Communication - factual or emotional

• Group Culture- increase cohesiveness or conflict

• Decision Making- cultures and level of participation.Groupthink – when members of a highly cohesive groupare unable to evaluate each others inputs critically (Janis, 1982). Results in less than optimal decisions



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Models of Group Development

• Tuckman’s Model of Group Development:Thefive stage model

• Woodcock (1979) Model of Group Development

• Punctuated equilibrium Model (Gersick ,1988)

Forming

Storming

Norming

Performing

Adjourning

Tuckman’s (1965) Five Stage Model of Group Development



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• Forming- Uncertainity, Purpose, Structure, Strengths, Behaviours,Leadership.

• Storming: Establish Goals and Priorities, Intragroup Conflict,Constraints on Individuality, Role Identification.

• Norming: Set Group Structure, Common set of expectations , ExpectedBehaviours.

• Performing: Moving from getting to know one another to task accomplishment.

• Adjourning: Decision made, failed to operate effectively, Purposeachieved.

Points to Note:• Stage wise progress may not be linear but simultaneous

• Ignores organizational context eg. Cockpit Group – 3 new peopleassigned to fly a plane ….

Woodcock’s (1979) Model of Group

Development

1. Lack of Clarity : Low involvement of members , Littleamount of Listening, Feelings not considered

2. Experimentation: Group considers risky ventures,people allowed to express feelings, more concern andlistening

3. Establishment of Rules: Procedures and Rulesestablished

4. Development: Appropriate leadership, use of creativeenergy, group sensitive to the needs and requirementsof members



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Punctuated equilibrium model(Gersick, 1988) Temporary groups with

deadlines don’t follow the 5stage model

1. First meeting sets groupdirection

2. First phase of group activity isone of inertia

3. Transition takes place at theend of this phase when grouphas used half its allotted time.

4. Transition initiates major

changes5. Second phase of inertia

follows the transition

6. Last meeting marked by accelerated activity

Group EffectivenessCriteria for measuring effectiveness• Accuracy- Group decisions are generally more accurate than the

decisions of the average individual in a group, but less accurate than thejudgments of the most accurate member.

• Speed- Individuals are more superior• Creativity - groups tend to be more effective• Acceptance – group decisions is higher

Efficiency of individual decision makers is higher

Threats to Group effectiveness• Groupthink • Diversity • Group Polarization- Risky or Cautious• Social Loafing



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Teams

“is a group whose members have complementary skills and are committed to a common purposeor set of performance goals for which they hold

themselves mutually accountable”

Groups vs Teams

• Performance depends onIndividual Contributions

• Accountability for outcomesrests on individual outcomes

• Members are interested incommon goals

• Responsive to demands of management

• Performance depends oindividual contributions andcollective work products

• Accountability for outcomesrests on mutual outcomes

• Members are interested incommon goals andcommitment to purpose

• Responsive to self-imposeddemands



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Types of TeamsPurpose or Mission Work Teams

(Concerned withproducts and services)

Improvement Teams(concerned withimproving theeffectiveness of processes)

Time Temporary Teams (exist fora finite period)

Permanent Teams (remainintact as long as theorganization is in existence)

Degree of Autonomy Work Groups (Leadersmake decisions for thegroup members)

Self-Managed Work teams(Team members are free tomake their own key decisions)

Authority Structure Intact teams (work withinan area of specialty)

Cross Functional Teams(members from severaldifferent specialties)

Physical Presence Physical Teams (membersare physically present)

Virtual Teams (membersmeet via electronic means)

Creating and developing teams; A 4

stage process• Prework-

▫ Determine whether or not to form a team. If formed

then determine objectives and authority structure• Create Performance Conditions-

▫ Ensure resource availability for effective functioning

• Form and Build team-

▫ establish Boundaries, get members to accept purposeand mission and clarify responsibilities

• Provide Ongoing Assistance-

▫ Help eliminate problems and get and use resources



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Barriers to Success• Unwillingness to cooperate

• Lack of management support

• Manager’s reluctance to relinquish control

• Failure to cooperate with other teams

Characteristics of Team EffectivenessContext

▫ Adequate resources

▫ Leadership and Structure

▫ Climate of Trust

▫ Performance evaluation and

reward systems

Work Design

▫ Autonomy

▫ Skill Variety

▫ Task Identitity

▫ Task Significance

Composition

▫ Abilities of members

▫ Personality

▫ Allocating Roles

▫ Diversity

▫ Size of Teams▫ Member Flexibility

▫ Member preferences

Process

▫ Common Purpose

▫ Specific Goals

▫ Team Efficacy

▫ Conflict levels

▫ Social Loafing



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Developing Successful Teams

• Compensate Team Performance

• Communicate urgency of Team’s Mission

• Train Members in Team Skills – being a teammember and self management

• Promote cooperation within and between teams

• Team member selection based on their skills orpotential skills

• Have patience

Class discussion…

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Session 1 Group Dynamics

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