cada1groups

8/7/2019 cada1groups

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Amity School of Business

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A group is a set of two or more individualswho are jointly characterized by a network

of relevant communications, a sharedsense of collective identity and one or more shared dispositions with associatednormative strength.

- David H. Smith


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A GROUP IS AN ASSOCIATION OF TWOOR MORE INDIVIDUALS WHO

INTERACT WITH EACH OTHER FOR ACOMMON PURPOSE. WHY GROUPS?

SOCIALNEED

GOAL

ACHIEVEMENT

MONOTONY

IN JOB

SECURITY

SOURCEOF INFO .

GROUP


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The Types of Groups

Based on structure: Formal Group A group that managers establish to achieve

organization goals. (Standing task group/commandgroup and task groups)

Informal Group A group that managers or nonmanagerial employees

form to help achieve their own goals or to meet their own needs.( friendship groups, interest groups,reference groups)


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Other types of groups

Based on change of membership:

Open : constant state of change, changing membership,time perspective and equilibrium.Closed : quite stable, fixed membership, long-term.Based on beliefs, values and preferences:

In-group : a group to which we belong, it is best. Caste,religion, community, etc.Out- group : a group to which we do not belong. Rivalgroups( neighbourhood gangs, warring nations).


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Groups Contributions toOrganizational Effectiveness

Figure 14.1


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GROUP DECISION-MAKING AdvantagesAdvantages

More informationMore information More alternatives consideredMore alternatives considered Better understanding and acceptance of decisionBetter understanding and acceptance of decision Greater commitment to decisionGreater commitment to decision

DisadvantagesDisadvantages SS ocial pressure to conformocial pressure to conform Minority dominationMinority domination Time demandsTime demands


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Group Dynamics/ Determinants of

group behaviour 1.Group Norms

Shared guidelines or rules that most groupmembers follow.

Groups may set their working hours, behavior rules, and output quotas.


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Group Cohesiveness2 .Group Cohesiveness

The degree to which members are attracted or loyalto the group.

Increases in group cohesiveness causes: Participation in the group to increase which helps getmembers actively involved, but too much involvement canwaste the groups time.

Conformity to group norms to increase, although with toomuch conformity, group performance can suffer.

Group goal accomplishment to increase in importance whichcan result in the group becoming more focused on itself thanthe organization.


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What is Group Cohesiveness?

The attractiveness of a group to itsmembers

High Low


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Group Cohesion - interpersonal attractionbinding group members together.

Enables groups to exercise effective controlover the member

Groups with high cohesiveness demonstrate lower tension & anxiety demonstrate less variation in productivity demonstrate better member satisfaction,

commitment, & communication


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Sources and Consequences of Group Cohesiveness


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Group Dynamics3 .Group size affects how a group performs.

Normally, small groups ( 2 to 9 members) interact

better and tend to be more motivated. Larger groups can be used when more resourcesare needed and division of labor is possible.

4 .Group tasks impact how a group interacts.

Task interdependence shows how the work of onemember impacts another; as interdependencerises, members must work more closely together.


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4 .Group Leadership :Effective leadership isa key ingredient in high performing groups,teams, and organizations.

Formal groups created by an organizationhave a leader appointed by theorganization.

Groups that evolve independently in anorganization have an informal leader recognized by the group.


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5. Task Interdependence-Higher the level of exchange of resources among groups, higher

would be degree of interdependence. The nature of such interdependence varies in

different relationships and can be classifiedinto four categories.

1. Pooled Interdependence groups can rely oneach other only because they belong to thesame parent organization have pooledinterdependence, for example, manufacturingdivisions having independent products.


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Types of TaskInterdependence


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2 . Sequential Interdependence occurs whenone groups operations precede and act asprerequisite for the second groups, for example,assembly line departments.In this relationship , the second group insequence may experience difficulty inaccomlplishing its tasks if it does not interact

effectively with its predecessor.Where collaborative relations do not existbetween these groups, conflict and sabotagemay occur.


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3 . Reciprocal Interdependence Groups wherethe operations of each precede and act asprerequisites to the functioning of the other havereciprocal relationship, such as union andmanagement relationship where both depend oneach other.Because each group relies on the other toperform its own job effectively, any problembetween them may result into reducedproductivity or decreased satisfaction.


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Group Development

Groups generally pass through a standardized sequence

of their evolution. This sequence is known as the five stage model of group development.These stages are-

Forming Storming

Norming Performing Adjourning


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The Stages of Group Development

Figure 14.4


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1. FormingAt the first stage, group members getintroduced to each other if they have notinteracted earlier.They share personal information, start to acceptothers, and begin to turn their attention towardsthe group tasks.

At this stage , interaction among groupmembers is often cautious specially when theyare new to one another.


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2. StormingAfter the forming stage which is mostly relatedto perceiving and assessing each other,members start interaction among themselves inthe form of competing status, jockeying for relative control, and arguing for appropriatestrategies to be adopted for achieving groupsgoals.Because of individual differences, differentmembers may experience varying degree of tension and anxiety.


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3. NormingAfter storming stage, group members startsettling.

The group begins to moving in a cooperativefashion, and a tentative balance amongcompeting forces is struck.At this stage, group norms emerge to guide

individual behavior which form the basis for cooperative feelings and behavior amongmembers.


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4. Performing When group members interact among

themselves on the basis of norms thathave emerged in the group, they learn tohandle complex problems that comebefore the group.

Functional roles are performed andexchanged as needed, and tasks areaccomplished efficiently.


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5. Adjourning Adjourning is the end phase of groupdevelopment stages.

Sooner or later, each group has to beadjourned, even the most successfulgroups as they have completed their mission.

The adjournment phase takes place in thecase of those groups which are speciallycreated like task force, committee, etc.


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GROUP PROBLEMS1. Social loafing = when people work less hard in1. Social loafing = when people work less hard in

groups than they would by themselvesgroups than they would by themselves

Why?Why? Individual contributions less noticeableIndividual contributions less noticeable Prefer others to carry the workloadPrefer others to carry the workload

To deal with social loafingTo deal with social loafing Define members roles and tasks to maximizeDefine members roles and tasks to maximize

individual interestsindividual interests Make individual rewards dependent on contributionsMake individual rewards dependent on contributions

to groupto group Enhance responsibility by identifying individualEnhance responsibility by identifying individual

contributions to the groupcontributions to the group


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2 . Groupthink = tendency of group members of 2 . Groupthink = tendency of group members of cohesive groups to lose their ability tocohesive groups to lose their ability toevaluate criticallyevaluate critically

Some ways to avoid groupthink:Some ways to avoid groupthink: Assign role of devils advocate at meetingAssign role of devils advocate at meeting Impartial leader Impartial leader Subgroups work on same problemSubgroups work on same problem secondsecond- -chance meetingschance meetings Members discuss issues with outsiders andMembers discuss issues with outsiders and

report backreport back


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GROUP SHIFT/RISKY SHIFT PHENOMENON: It is a tendency where group members takeirrational or very higher degree of risk whichwould not have been taken if working inisolation/individually. It occurs as the risk isdivided among members and if loss occurs thatis also spread among all. Leads to unnecessarywastage of company resources.

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