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:

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Understanding

Work Teams

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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

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A Team-Effectiveness ModelA Team-Effectiveness Model

E X H I B I T 10–3E X H I B I T 10–3

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Creating Effective TeamsCreating Effective Teams

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Creating Effective Teams (cont’d)Creating Effective Teams (cont’d)

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Key Roles of TeamsKey Roles of Teams

E X H I B I T 10–4E X H I B I T 10–4

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Creating Effective Teams (cont’d)Creating Effective Teams (cont’d)

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Creating Effective Teams (cont’d)Creating Effective Teams (cont’d)

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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

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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.