b6a5Group Behaviour & Dynamics
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Transcript of b6a5Group Behaviour & Dynamics
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Group Behaviour & Dynamics
Group
Two or more individuals interacting andinterdependant,who have come
together to achieve a particularobjective.
Groups and OB
-Groups influence individuals behaviourand also vice versa.
-Forces within a group to be understood.
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-It is the primary means by which
managers coordianate individualsbehaviour.
-Groups provide synergy to the
organisationAttributes of a group:
Interaction,Size,Shared goal interest,
Collective identity,Minimum set ofvalues,Norms etc.
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Types of a group:
Formal: defined by organisationsstructure
Informal: neither formally structured
not determined. Appears in responseto psychological and social needs.
Command Group : functional
reporting relationships [formal]Task Group : to complete a formaltask [formal]
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Interest groups: To achieve specificobjective with which each one concerned.
[informal] Friendship group: who share one or more
characteristics [ informal] Why do people join in groups?
Interpersonal attractionNature of group activitiesFor social identification
For social affiliationPower and status/ security.
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Features of informal groups
Origin
Purpose
Size
Nature Number
Authority
Behaviour Communication
Winding up
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Roles played by group members
Initiator contributors
Information seekers
Opinion givers
Energisers Harmonisers
Compromisers
Expediters
Blockers Recognition seekers
Dominators & Avoiders
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Stages of Group Development
Forming:characterised byuncertainity reg purpose,structureand leader [ testing the waters]
Storming:Intra group conflict-members resistance to grouprestraints and will be over whenheirarchy is set in.
Norming:Close relationship andcohesiveness/ sense of groupidentity/set of expectations.
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Performing: Fully functional,Group
energy is visible, for task
accomplishment. Adjourning: Winding up of activities
for temporary groups.
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Comparing teams and groups
Groups Teams
Share information- Goal- collectiveperformance
Neutral - Synergy- positive
Individual - Accountability- Individual and
mutualRandom and varied Skills complementary
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Factors influence group
performance Group Norms
Status
Group Size
Group composition
Group cohesiveness
Leadership Role
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Norms
Acceptable standards of behaviourwithin a group that are shared by thegroups members
Types : Performance relatedand Appearance related
Development of Norms
Explicit statements by the membersCritical events, Primacy, Carry overbehaviour from past situations
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What makes Norms important?
It facilitates groups survival Increases predictability in behaviour
Reduces embarrassing interpersonal
problems. Enforcing Norms
Through education, surveillance,
warning, sanctions
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Cohesiveness
It is the motivation of members to remain in the groupRefers to the attractiveness which a group holds for its
members
Factors that increase cohesiveness:
Homogenous compositionMature development
Small size
Frequent interaction
Clear goals, Continuous success, External threat,Appropriate leadership
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Consequences of high
cohesiveness Goal accomplishment
Personal satisfaction
Increased interaction
Groupthink
Group morale
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Consequences of low cohesion
Difficulty in goal acievement
Increased chances of disbanding
Fewer interactions Individual orientation
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Group Roles
Role: A set of expected behaviour patternsattributed to someone occupying aposition
Role identity::Certain attitudes andbehaviours consistent with a role
Role perception: Individuals view of howhe or she is supposed to act in a givensituation
Role expectation: How others believe aperson should act in a given situation
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Homogeneity is good for.
When the task is simple Task is sequential
Cooperation is required
Speed is required
Heterogeneity is good for.Complex task
Collective task
Creativity is needed
Speed is not important
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Role conflict: A situation in which an
individual is confronted by divergent
role expectations.
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Input Throughput output
Org.setting[Work envt,group size, &rewards.]
-Nature oftask[taskcomplexity,an
alysabilty]-Groupmembers[skill&ability,values
,experience,st
Norms &Cohesion
Decisionmakingprocedure
Task Role
Taskperformance
[Quality,quantity,timeliness]
HRmaintennce
[Group morale& membersatisfaction]
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Group Behaviour model
1] External Conditions
2] Group member resources
3] Group structure4] Group process
5] Group task
PERFORMANCE
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External conditions: Organisationstrategy, Authority structure, Formal
regulations, Resources, Personnelselection, Rewards systems, Physicalwork settings.
Group Member resources: Abilities,personal characteristics
Group structure: Leadership, Roles,Role identity, Role perception,Role
expectation, composition, status
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Group Process: Communication,
cohesiveness, conflicts, Group
decision making, power dynamics
Task: Complexity, task variety
and significance,
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Building team performance ?
Make the team task urgent
Team selection based on skills
Make the rules clear
Recognize intermediate goals clear Regularly challenge the team with new facts
Meet regularly
Acknowledge and reinforce vital contributionsof the teams
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Benefits of teams in organizations
Enhanced performance [increasedproductivity,improved quality,bettercustomer care]
Employee benefits[QWL,lower stress]
Reduced costs[lower turnover, absenteeism]
Organizational benefits[innovation,flexibility]
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Type of Teams:
Problem solving
Self managed
Cross functionalVirtual
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Creating effective teams
Factors influencing Team effectiveness
CONTEXT
COMPOSITION WORK DESIGN
PROCESS