Presented by: Jehanwash kareem Noman Saleem Group dynamics “ Two or more people who interact in...

Presented by: Jehanwash kareem

Noman Saleem

Group dynamics

“Two or more people who interact in organized manner to performA task or activity to achieve a common goal”

Nahavandi

“A group is two or more persons who interact with one another suchThat each person influences and is influenced by each other person”

Griffin

“Two or more freely interacting people with shared norms & goals& A common identity”

Kreitner.

“A collection of two or more interacting individuals with a stablePattern of relationships between them who share common

Goals and who perceive themselves as being “group”Greenberg

“A group is defined as two or more individuals interacting and Interdependent who have come together to achieve particular

Objectives”Robbins


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Elements of group

Group

Stable groupStructure

Two or more peopleIn social interaction

Perceive themselvesAs being a group

Share commonGoals


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Elements of group

Organization

Interaction

SatisfactionFrom group

Interdependence

CommonPurpose

More thanOne person

Group


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Types of groups

Group

Formal

Informal

Self-Regulating

Groups

TaskGroup

Boards CommitteesCommand

Group

Adhoc Committees

Permanent Committees

FriendshipGroups

InterestGroups


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Formal groups fulfill organizational and individual functions

1. Satisfy the individual needs

For affiliation.

2. Develop, enhance, and confirm

The individual’s self-esteem and

Sense of identity.

3. Give individuals an opportunity

To test and share their

Perceptions of social reality.

4. Reduce the individual’s

Anxieties and feelings of

Insecurity & powerlessness.

5. Provide a problem solving

Mechanism for personal &

Interpersonal problems

1. Accomplish complex, inter-

Dependent tasks that are beyond

The capabilities of individuals

2. Generate new or creative ideas

And solutions.

3. Coordinate interdepartmental

Efforts.

4. Provide a problem-solving

Mechanism for complex problems

Requiring varied information

& Assessments.

5. Implement complex decisions.

6. Socialize and train new comers

Individual functionsOrganizational functions


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Why do people join groups?

People join groups because they come into contact With each other and discover they have something in Common

Banding together, people can share their mutualInterests (such as hobbies)

By joining together, group members can work to Ensure the attainment of share goals and benefits

Groups provide safety in numbers, protection against A common enemy.

Membership in certain groups provides people with Opportunities to feel good about their Accomplishment

Groups satisfy the basic need to be with others

Mutual benefit

Need to be social

Self-esteem

Mutual self-interest

Physical proximity

Security

ExplanationReason


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Office architecture: a possible determinant of group formation

Offices connecting via common secretary

Hallway

Secretary SecretarySecretary

ExecutiveOffice

ExecutiveOffice

ExecutiveOffice

Separate offices off hallway

Secretary

ExecutiveOffice

ExecutiveOffice

ExecutiveOffice

Hallway


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Balance theory of group formation

Individual y

Common attitudes and valuesReligionPolitics

LifestyleMarriage

WorkAuthority

Common attitudes and valuesReligionPolitics

LifestyleMarriage

WorkAuthority

Individual x

Z


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Tuck man's five stage theory of group development

Performing

Forming

Storming

Norming

Return toIndependence

Independence

Dependence/

Interdependence

Adjourning

GroupIssues

GroupIssues

IndividualIssues

IndividualIssues

“Can we do The job Properly?”

“Why are We here”

“Why are weFighting Over? Who isIn chare, andWho does What”

“Can we AgreeOn roles And work as A team”

“”How best iCan best Perform my Role”

“How do i Fit in”

“What’s myRole here”

“What do The others Expect me To do”

“Can weHelp

MembersTransition

Out?”

“What’sNext?”


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The five stages of group development

Groups may disband either after meeting Their goals or because members leave

Members come to resist control of group Leaders and show hostility

Members get to know each other and seek To establish ground rules.

Group members work toward getting their Job done

Members work together, developing close Relationships and feelings of camaraderie.

Storming

Norming

Performing

Adjourning

Forming

Primary characteristicsStage


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Stages of group development

Stage 2Storming

Stage 3Norming

Stage 4Performing

Stage 5Adjourning

Prestige

Stage 1Forming


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L.N.Jewell & h.J.Reitz stages of group development

Orientation

Conflict &Challenge

Cohesion

Delusion

Disillusion

Acceptance

Conflict overInterpersonalRelationships

Group maturity

Conflict overInterpersonalRelationships


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The six stages of group development(Jewell and reitz)

•Experience intense Interpersonal conflict•Overcome disappointmentWith group•Maintain interest in Group

•Find leader for group•Establish roles•Create group norms

•Resolve power struggle•Establish clear roles•Learn to mange conflict

•Avoid complacency•Avoid groupthink•Develop unvoiced resent

Norms & roles are adjusted; New leadershipEvolves; Members accept individual andSubgroup differences

Group members are tentative in gettingTo know one another, in establishing theirRoles and in determining leadership. No norms yet established

Power struggles start over norms andLeadership. Subgroups form within varyingDegrees of conflict

Subgroups resolve their differences andAttraction to group is established. Leader-Ship is established and norms developed.

The group develops a sense of harmony andAgreement;Norms & leadership are well Accepted; Members seek agreement & avoidConflict; The group has a sense of falseSecurity.

Conflict erupts over interpersonal issues& Unresolved problems; The group becomesFragmented with subgroups fighting over Power; There is a sense of disappointment& Disillusionment.

Conflict&

Challenge

Cohesion

Delusion

Disillusion

Acceptance

Orientation

Major challenges


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Four stage model of group development.(Bernard.M.Aass & Edward c.Ryterband)

Motivation &Productivity

CooperatingWorking actively on tasksBeading creative.

Control &Organization

Working interdep-DentlyAssigning tasks Based on abilityActing spontaneouslyBeing flexible

MutualAcceptance

Making acquaintancesSharing informationDiscussing subjects unrelatedTo task.Testing one anotherBeing defensive, quibbling.

Communication& Decisions

Expressing attitudesEstablishing normsEstablishing goalsOpenly discussingTasks.

New taskNew members


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Key terms of seismogram analysis

Individuals with most linkageIn a network

Individuals who connect twoOr more clusters but are notMembers of any cluster

Individuals who are not Connected to a social network

Relatively permanent informalGrouping that involve Friendships

Individuals who serve as linkingPins by belonging to two orMore clusters.

Groups that exist within Social network

Formal groups such as Departments, work teams, taskForces, crews or committees.

Clusters of individuals who Temporarily come together To achieve a specific purpose

Specific set of linkage among aDefined set of individuals

Informal, unofficial groups.

Coalitions

Resource allocate

Clusters

Social networks

Emergent cluster

Isolates

Liaison

Stars

Cliques

Bridges


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Sociogram

A

B CG

I

K

D

H

F

J

E

Tellers(a,b,c,d,e,f)Admistrative support(g,h)Loan processors(i,j,k)Task force(a,h,i)

A,b,c,d,e,iD,g,h

EmergentClusters Prescribed

Clusters


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Factors in use of groups

Time

Assign to individual

Assign to group

Commitment


Assign to group

Task complexity


Assign to group

Plenty to time

No time

Group Commitment Needed

No

Commitment

Needed

Complex

Simple


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Advantages and disadvantages of groups

•Groups are inefficient(Take longer time)•Potential lack of creativity•Tendency to lead to socialLoafing

•Potential for creativity•Potential for higher qualityDecisions and performance•Working in groups can result In social facilitation.•Groups provide and excellent Environment and opportunityTo learn new skills and new Behaviors


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ROLES: THE MANY HATS WE WEAR

“THE ROLE IS THE TYPICAL BEHAVIOR THAT CHARACTERIZE A PERSON IN A SOCIAL CONTEXT”

GREENBERG

“ROLES ARE SET OF BEHAVIORS THAT PERSONS EXPECT OF OCCUPANTS OFA POSISTION”KREITNER

“SPECIFIC FORMAL OR INFORMAL ACTIVITIES THAT EACH PERSON PERFORMSIN THE GROUP”NAHAVANDHI

‘A SET OF EXPECTED BEHAVIOR PATTERNS ATTRIBUTED TO SOMEONEOCCUPYING A GIVEN POSITION IN A SOCIAL UNIT”

ROBBINS

“ORGANIZED SET OF BEHAVIORS EXPECTED OF AN INDIVIDUAL INA SPECIFIC POSITION”

GIBSON


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ROLES

•MULTIPLE ROLES AND ROLE SETS

•ROLE IDENTITY

•ROLE PERCEPTION

•ROLE EXPECTATIONS

I. FORMALLY PRESCRIBED ROLE EXPECTATIONS

II. INFORMAL ROLE EXPECTATIONS

III.SELF-ESTABLISHED ROLE EXPECTIONS

•ROLES CONFLICT

I. INTERROLE CONFLICT

II. INTRAROLE CONFLICT

•ROLE INCOMPATIBILITY

•ROLE AMBIGUITY

•ROLE OVERLOAD

•ROLE UNDERLOAD

•ROLE STRESS


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REDUCING ROLE CONFLICT AND ROLE STRESS

1. INCREASE SPECIFICATION AND CLARITY OF PRESCRIBED ROLE EXPECTATIONS.

2. IMPROVED RECRUITMENT AND SELECTION AND THE CAREFUL MATCHING

OF ABILITIES, MOTIVATION, INTERESTS, AND PERSONALITIES TO THE DEMAND

OF A PARTICULAR ROLE.

3. ATTENTION INDUCTANCE AND SOCIALIZATION PROGRAMMES, JOB TRAINING

AND STAFF DEVELOPMENT AND CAREER PROGRESSION PLANS.

4. MEDICAL EXAMINATIONS AND HEALTH SCREEING TO GIVE EARLY INDICATIONS

OF POTENTIAL STRESS-RELATED PROBLEMS.

5. THE CREATION OF NEW ROLES OR ASSIMIATION OF EXISTING ROLES. THE

REALLOCATION OR RESTRUCTURING OF TASKS AND RESPONSIBILITIES. THE

CLARIFICATION OF PRIORITIES AND THE ELIMINATION OR DOWNGRADING OF

MINOR ROLES.

6. GIVING ADVANCE NOTICE AND EXPLANATION OF WHAT IS LIKELY TO HAPPEN.

WHEN POSSIBLE AND APPROPRIATE PROVIDE AN OPPORUNITY FOR PRACTICE

OR EXPERIENCE.

7. ATTENTION TO FACTORS WHICH MAY HELP IMPROVE GROUP STRUCTURE

AND GRUOUP COHESIVENESS AND HELP OVERCOME INTER-GROUP CONFLICT.

8. REVIEW OF ORGANIZATION STRUCTURE, INFORMATION FLOW AND

COMMUNICATION NETWORKS.


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ROLE RELATIONSHIPS AND CONFLICT

ROLE EXPECTATIONS

FORMAL SELF-ESTABLISHEDINFORMAL

ACTUAL PATTERN OF BEHAVIORS

ROLE CONFLICT

ROLE INCOMPATIBILITYROLE AMBIGUITYROLE OVERLOAD

ROLE UNDERLOAD

ROLE STRESS

ROLE PERCEPTIONSROLE MOTIVATIONROLE CAPABILITY

ROLE SANCTIONS

EXPECTED PATTERN OF BEHAVIORS


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SOME ROLES COMMONLY PALYED BY GROUP MEMBERS

AVOIDERSMAINTAIN DISTANCE, ISOLATETHEMSELVES FROM FELLOWGROUP MEMBERS

EXPEDITERSSUGGEST WAYS THE GROUPCAN OPERATE MORE SMOOTHLY

BLOCKERSACT STUBBORN & RESISTANTTO GROUP

INITIATOR-CONTRIBUTORRECOMMEND NEW SOLUTIONTO GROUP PROBLEMS

HARMONIZERMEDIATE GROUP CONFLICTS

ENERGIZERSTIMULATE THE GROUPSINTO ACTION WHENEVERINTEREST DROPS

RECOGNITION SEEKERSCALL ATTENTION TO THEIROWN ACHIEVEMENT

COMPROMISERSSHIFT OWN OPINIONS TOCREATE GROUP HARMONY

INFORMATION SEEKERATTEMPT TO OBTAIN THENECESSARY FACTS

DOMINATORASSERT AUTHORITY BYMANIPULATING THE GROUP

ENCOURAGERSPRAISE AND ENCOURAGE OTHERS

OPINION GIVERSHARE OWN OPINIONS WITHOTHERS

RELATIONSHIP ORIENTED SELF-ORIENTEDTASK ORIENTED


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ROLES IN GROUPS

GROUP EFFECTIVENESS

SELF-OREIENTED .

•BLOCKER•RECOGNITION SEEKER•DOMINATOR•AVOIDER

TASK ROLES.

•INFORMATION SEEKER•ELABORATOR•EVALUATOR•MONITOR•COORDIANTOR

RELATIONSHIP ROLES.

•ENCOURAGER•COMPROMISER•GATEKEEPER•STANDARD MONITOR•FOLLOWER

+

-

+


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NORMS: A GROUP’S UNSPOKEN RULES

“NORMS MAY BE DEFINED AS GENERALLY AGREED ON INFORMAL RULESTHAT GUIDE MEMBERS BEHAVIOR”

GREENBER.G

“NORMS ARE SHARED RULES AND EXPECTATIONS ABOUT GROUPMEMBERS BEHAVIORS”

NAHAVANDHI

“SHARED ATTITUDES, OPINIONS, FEELINGS OR ACTIONS THAT GUIDE SOCIAL BEHAVIOR”

KREITNER

“ACCEPTABLE STANDARDS OF BEHAVIOR WITHIN A GROUP THATARE SHARED BY THE GROUP MEMBERS”

ROBBINS


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A. PROVIDE A SENSE OF ORDER AND CONTROL

B. NORMS REGULATE SOCIAL INTERACTION AND WORK PERFORMACE

C. THESE REGULATIONS ENSURE SMOOTH GROUP PROCESSES

D. HELP ESTABLISH THE GROUPS CULTURE AND IDENTITY

PURPOSE OF NORMS

COMMON CLASSES OF NORMS

A. PERFORMANCE NORMS.

B. APPEARANCE NORMS.

C. SOCIAL ARRANGEMENT NORMS.

D. ALLOCATION OF RESOUCE NORMS

A. IF IT FACILITATE THE GROUPS SURVIVAL

B. IF IT INCREASES THE PREDICTABILITY OF GROUP MEMBERS BEHAVIORS

C. IT IT REDUCES EMBARASSING INTERPERSONAL PROBLEMS FOR GROUP MEMBERS..

D. IF IT ALLOWS MEMBERS TO EXPRESS THE CENTRA VALUES OF THE GROUP &

CLARITY WHAT IS DISTICNCTIVE ABOUT THE GROUP’S IDENTITY.

SOME NORMS ARE MORE IMPORTANT THAN OTHERS


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FOUR REASONS NORMS ARE ENFORCED

TWO SALES REPRESENTATIVES ARE GIVEN A SURPRISE FRIDAY AFTERNOONPARTY FOR HAVING RECEIVED PRESTIGIOUS BEST-IN-THE INDUSTRYCUSTOMER AWARDS FROM INDUSTRYASSOCIATION.

“CUSTOMER SERVICEIS OUR TOP PRIORITY”

CLARIFICATION OF CENTRAL VALUES/UNIQUE IDENTITY

AFTER VIGOROUSLY DEFENDING THEVITAL ROLE PLAYED BY THE HRM DEPT:AT A DIVISIONAL MEETING, A STAFFSPECIALIST IS COMPLIMENTED BY HERBOSS.

“MAKE OUT DEPTT: LOOK GOOD IN TOP MANAGEMENT’S EYE”

GROUP/ORGANIZATIONALSURVIVAL

A SENIOR MANAGER TAKES A YOUNG ASSOCIATE ASIDE AND CAUTIONS HIM TOBE A BIT MORE PATIENT WITH CO-WORKERS WHO SEE THISNGS DIFFERENTLY

“SUCCESS COMES TOTHOSE WHO WORK HARD & DON’T MAKEWOES”

CLARIFICATION OFBEHAVIORAL EXPECTATIONS

A PROJECT TEAM MEMBER IS RIDICULEDBY HER PEERS FOR DOMINATING THE DISCUSSION DURING A PROGRESS REPORTTO TOP MANAGEMENT.

“BE A TEAM PLAYERNOT A STAR”

AVOIDENCE OF EMBARRASSMENT

REASON EXAMPLENORMS


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NORMS: HOW DO THEY DEVELOP

AFTER THE ORGANIZATION SUFFERS A LOSSDUE TO ONE PERSON’S DIVULGING COMPANYSECRETS, A NORM DEVELOPS TO MAINTAIN SECRECY

4. CRITICAL EVENTS IN GROUP HISTORY

WORKING ACERTAIN WAY BECAUSE YOU ARETOLD “THAT IS HOW WE DO IT AROUND HERE”

3. EXPLICIT STATEMENTS FROM OTHERS

PROFESSIONAL STANDARDS OF CONDUCT2. CARRYOVERS FROM OTHER SITUATIONS.

SETTING LOCATION OF EACH GROUP MEMBER AROUND A TABLE.

1. PRECEDENT SET OVER TIME.

EXAMPLEBASIS OF NORM DEVELOPMENT


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COHESIVENESS: GETTING THE “TEAM SPIRIT”

“THE PRESSURES GROUP MEMBERS FACE TO REMAIN PART OF THEIR GROUPS”

GREENBER.G

“DEGREE TO WHICH GROUP MEMBERS ARE ATTACHED TO EACH OTHERS & ARE MOTIVATED TO STAY IN THE GROUP”

ROBBINS

“GROUP COHESIVENESS IS THE MOTIVATION OF MEMBERS TO REMAININ THE GROUP”GRIFFIN

“A SENSE OF “WE-NESS” HELPS GROUP STICK TOGETHER”KREITNER

“THE DEGREE TO WHICH GROUP MEMBERS ARE ATTRACTED TO THE GROUPAND TO ONE ANOTHER”

NAHAVANDHI


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WHAT MAKES A GROUP COHESIVE?

COHESIVENESS

GROUPS WITH HISTORYOF SUCCESS TENDS

TO BE HIGHLYCOHESIVE

COHESIVENESS TENDS TO BE GREATER IN

SMALLER GROUPS

HIGH EXTERNAL THREAT OR

COMPETITION

SEVERITY OFINITIATION

INTO GROUP

THE MORE TIMETHE GROUP SPEND

TOGETHER


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BUILDING COHESIVE GROUPS

REWARDCOOPERATION

COMPETITIONWITH OUTSIDE

WORK &SOCIALINTERACTION

SMALL SIZE

ISOLATION FROMOUTSIDE

HOMOGENEOUSMEMBERS

LIMITEDHIERARCHY

HISTORY OFSUCCESS

ABUNDANTRESOURCES

COHESIVEGROUP


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GROUP COHESIVENESS: ITS CAUSES AND CONSEQUENCES

CONSEQUENCESCAUSES

PARTICIPATE IN GROUP ACTIVITIESEXTERNAL THREAT

ACCEPT GROUP GOALS

LOTS OF TIME TOGHETHERLOW ABSENTEEISM AND TURNOVER

SMALL GROUPSLOSE SIGHT OF GOALS(GROUPTHINK)

HISTORY OF SUCCESSMAY WORK AGAINST ORGANIZATIONAL INTEREST

ENJOY GROUP MEMBERSHIPSEVERE INITIATION

NEGATIVE

POSTIVE

GROUP COHESIVENESS

Presented by: Jehanwash kareem Noman Saleem Group dynamics “ Two or more people who interact in...

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