Project on Group Dynamics 2

8/4/2019 Project on Group Dynamics 2

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PROJECT ON

GROUPDYNAMICSSUBMITTED TO : SAVITA MAM

SUBMITTED BY : VIDHUR BANSAL

ROLL NO. : 8130


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2

What

Makes

PeopleJoin

Groups?

Status

Security

PowerGoal

Achievement

Self-Esteem

Affiliation


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INTRODUCTION OF GROUP

DYNAMICSMan lives in society which makes a larger groupand under this there are small family groups. Asocial process by which people interact with eachother in small groups is known as GROUPDYNAMICS. The word dynamics is GREEK wordwhich means study of forces operating within groupfor the social interaction. This interaction is alwaysgoverned by rules and regulations. Group may

exercise stronger control over their member thanthat of magt. Group exist in every organization andthey effect the behaviour of their member. Andthese group are essential for organisation foreffective working because in this we divide the into

parts and assign that to every person in theorganisation in the group.


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MEANING

For the manager in an organization, the behavior andthe performance of group provide the primarymechanism for the attainment of organisation goals, inorder to provide for the effective goal accomplishmentthe manager must be familiar with:

1. The process of influencing group behaviour2. The climate for maximum interaction and minimal

conflict between group members.

3. The means for the satisfaction of individual needs,which may be different from person to person.


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Defining and Classifying

Groups


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TYPES OF GROUPS

various methods are used to classify thetypes of groups that exist in an organisat

ion. In organisation, the predominantoperating group are the functional group,task or project and interest group. In

addition, groups are also classified asformal and informal group.


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Formal Group

Formal group are collection of employeeswho are made to work together by the

organization to get the job done smoothlyand efficiently. For example, if 5 membersare put together in a department to attend tocustomers complaints they would be a formal

group. The formal group are those whoseprimary purpose is facilitating throughmember interactions, the attainment of thegoal of the org.


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Informal Group

Are the group that emerge or randomlyget formed due to the formal groupmembers interaction with each other,

and thereby develop common interest.For example, members who areshowing interest in cricket will jointogether and share and enjoy talking

about the cricket games. This groupprovide a very important service bysatisfying their members social needs.


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Functional Group

It is a group generally specified by the structureof the organization. It involves a superior-

subordinate relationship and involves theaccomplishment of ongoing task and generallyconsidered as formal group. Example, managerof accounting department supported by staff

accountants financial analyst, and computeroperators etc.


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Task OR Project GroupWhen a number of employees are formally broughttogether for the purpose of accomplishing a specifictask for a short duration or long such a collection ofindividuals is called a task or project group. For

example the plant manager of a chemical processingplant may be interesting in identifying potential safetyproblems in the plant. To provide a coordinated effort,the manager creates a four member team includingproduction superintendent, the maintenance

superintendent, director of engineering and the safetyengineer. The group members will deliberate theseissues bring out suitable remediable measures forthose safety problems within given time.


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Interest Group

The group members formed relationshipbased on some common characteristic

such as age, political belief, or interests.Generally, it can be considered as formalor informal group.


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GROUP FORMATION

Group fulfil a number of formal organisationfunctions and they can therefore be formed forreasons relating to the actual work process.

Group have productive functions certaintasks can only be performed through thecombined efforts of a number of individualsworking together. They enable task to becompleted more efficiently because of thebenefits of multiple viewpoints and knowledge.


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Contd.

Groups can make work more palatable. The groupmay encourage co-operation amongst its members inorder to modify formal arrangements for sharing orrotating the most unpopular job.

Groups provide an outlet for friendship and offersupport and companionship.

They provide a means of evaluating opinions andattributes and are a way of confirming ones identity,status, attitude, etc. They give an individual a sense ofbelonging.

They help provide guidelines on acceptable behaviouras well as acting as a control on this behaviour.


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THEORIES OF GROUP

FORMATION GROUP ARE FORMED DUE TO

PROPINQUITY:this is the basic theory of groupformation. Propinquity means that people form

group because of spatial and geographicalproximity. In am organization employees whoshare their workstations are more likely tocombine as a group. However, this theory hasbeen criticized in the wake of globalization andinternet revolution that facilitate group formationwithout proximity or face to face interaction.


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GROUP ARE FORMED DUE TOACTIVITIES, INTERACTION (CLASSICTHEORY OF GROUP FORMATION):Thistheory has been propounded by GEORGEHOMANSwho suggest that the more activities

the persons share, the more numerous will bethe interactions and the stronger will be theirsentiments. Similarly, the more interactionsamong the persons, the more will be their

shared activities and sentiments, and the moresentiments persons have for one another, themore will be interaction and shared activities.


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GROUPS ARE FORMED DUE TO SIMILARATTITUDES TOWARS COMMONLY RELEVANTOBJECTS AND GOALS (BALANCE THEORY OFGROUP FORMATION) :This theory has beenproposed by THOEDORE NEWCOMBwho suggest

that persons are attracted to one another on thebasis of similar attitudes and values related toreligion, politics, lifestyle, marriage, work, authorityetc. once the relationship is formed the participants

strive to maintain a symmetrical balance betweenthe attraction and the common attitudes and values.


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GROUP ARE FORMED REWARD-COST-

OUTCOMES OF INTERACTION(EXCHANGE THEORY OF GROUPFORMATION) : This theory has been

propounded byJOHN W THIBAUT ANDHAROLD H KELLEYwho suggest thatminimum positive level (reward greater than costs)of an outcome must exist for the formation of a

group. Reward from interaction gratify needswhereas costs incur anxiety, frustration,embarrassment, or fatigue.


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COMPONENTS OF GROUP

DYNAMICSThese are the factors or the forces affecting groupdynamics. It makes us to understand how group

become dynamics.Norms may differ among groups, communities

and societies but all of them have got norms.Norms tell members what they should do and what

they should not to do and this norms make thebehaviour of the group and their members.


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COMPONENTS

OF

GROUP

DYNAMICS

GROUPNORMS

GROUPROLE

GROUPSTATUS

GROUPSIZE

GROUPLEADER-SHIP

GROUPCOMPOSI-

TION


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A. GROUP NORMS

According to HACMAN,norms apply only to behaviourand to private thoughts and feeling of the groupmembers.

Norms act as standard of behaviour and performance.Norms can be described as shared belief among groupmembers as to what behaviour are appropriate if onedesires to be a part of and belong to the group. It refersto acceptable standards of behaviour that are shared by

group members. Norms direct employees on what to doand not to do under certain circumstances. When agreeto and accepted by the group, norms act as means ofinfluencing the behavior of group members withminimum of external control.


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TYPES OF NORMS

PERFORMANCE RELATED NORMS:setting targetssuch as number of units produced per day, number ofcalls attended etc.

NON PERFORMANCE RELATED NORMS:formaldress code, visiting office during weekends,accepting transfers to distant locations etc.

INFORMAL SOCIAL ARRANGEMENTS:these

norms come from informal work group and primarilyregulate social interactions within the group. Theseinfluence friendship on and off the job, whom groupmembers eat lunch with, and social activities.


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Cont.

ALLOCATION OF RESOURCES :This isrelated to fixing pay, assignment of difficult jobs,and allocation of new tools and equipment.

BEHAVIOUR MORMS:a final category ofnorms relates to behavior and these are rulesand guidelines defining the day to day behavior

of people at work. This may include punctualityas a habit, completing any given assignmentwithin time etc.


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HOW NORMS ARE DEVELOPED

CRITICALEVENT IN THE

GROUPHISTORY

PAST

EXPERIENCE

PRIMACY

EXPLICIT

STATEMENT

BY A GROUPMEMBER

HOW NORMS

AREDEVELOPED


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EXPLICIT STATEMENT MADE BY A GROUPMEMBER:ensuring that no personal telephone calls

will allowed during the office hours and gettingacceptance from all the employees.

CRITICAL EVENT IN THE GROUP HISTORY :THEaccident occurred to a visitor of factory premises dueto his negligence will help to enforce certainguidelines and become norms to every one.

PRIMACY:the initial behavior pattern by the group

will become a norm and difficult to change. PAST EXPERIENCE:new members expectations,

experiences will help reformulate or revise certainnorms to meet the current requirements.


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HOW NORMS CAN BE ENFORCEDJ.A. LITTERERin his book THE ANALYSIS OF

ORGANISATIONhas suggested four steps forenforcement of group norms.

Education : by educating the workers norms can bemore forcefully implemented. This can be done byincreasing the participation of each worker.

Surveillance : developing a feeling among themember that norms are essential for the survival ofthe group.

Warning : a fear can be developed by warning thatany member may be removed from the group if onedoes not conform with the group norms.

Sanctions : punishment may be imposed on theworkers as a last resort for enforcing discipline and

the norms among the group members.


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B. GROUP ROLERole refer to a set of expected behavior patters

attributed to someone occupying a given position in asocial unit. Roles are classified into 3 ways:

Work roles :these roles relate to task orientedactivities involved in accomplishing the task, assigning

jobs, evaluating work progress and clarify the groupgoals related to task oriented activities. Blocking roles :these are the activities that destroy

the group. These activities may include things likedominating discussion, attacking other member.

Maintenance roles :these roles relates to socialemotional activities of group members that helpmaintain their involvement and commitment to group.E.g. encouraging other fallow members to participate,

rewarding members for their excellent contribution.


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PROBLEMS IN GROUP ROLES ROLE AMBIGUITY :IN THIS

(1) lack of clarity about job description and clear instruction for ajob.

(2) when an individual job become complex.

(3) lack of training, experience and is confusion in mind.

(4) lack of confidence

ROLE CONFLICT :When an individual has to play multiple roleand gets instruction from more than one supervisor that leadsto role conflict.

(a) inter role conflict :when an individual gets direction andorders simultaneous from many people. It become impossibleto satisfy all needs.

(b) intra role conflict :arises when an individual at the same timeto play multiple job which he find difficult to justify. It become

impossible to satisfy all needs.


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C. GROUP STATUS

Status in a social ranking within a group and is assigned to an individualon the basis of his position in the group or his personal qualities.

Position, designation, wage etc are the result of group status.In an organization there are two types of status:

(1) Formal status :the official status, position, job title, perks assigned to anindividual in the organization on the basis of experience, education, etc.

(2) Informal status : status may be informally acquired by suchcharacteristics as skill, age.

(a) status equity: maintaining status in equitable manner is essential to keepthe moral of employees. When inequity is perceived, it createsdisequilibrium that results in various types of corrective behavior.

(b) status and culture :diff. cultures assign diff. weightings to the status.


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D. GROUP SIZE

The size of the group in an importantdeterminant of overall effectiveness of the

group. But it depending upon the objectiveof the group. If the group is interested togenerate creative solutions then largersize required and if interested to get

cohesiveness and try to get quick output,smaller group is required. Approx. 7members tend to be more effective fortaking quick action.


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E. GROUP LEADERSHIPIT IS OF FOLLOWING TYPES :

1. FORMAL GROUP LEADER :in organization formal leadersare appointed formally by the management with a welldefined, status, position, authority, and responsibility.

2. INFORMAL LEADER :Informal group leaders generally are

individuals who are respected by other group members andwho have acquired special status. The informal group leadergenerally:

(1) Aids the group in directing its activities toward goalaccomplishment.

(2) Embodies the value of the group.

(3) Acts for the group in presenting their viewpoint wheninteracting with mgt.

(4) Facilitates the activities of the group by initiating group

actions and assisting in resolving group conflict.


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F. GROUP COMPOSITIONGroup composition means the groupcompatibility when the degree to whichmembers of the group are at ease with one

another. If the member of the group arecompatible, some member will satisfy the needsof the other members and vice- versa.

ROBBINS a famous psychologist is of theopinion that when a group is heterogeneous i.e.consisting of dissimilar types of individuals interms of their personalities, opinion, abilities,

skill become more difficult and challenging.


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GROUP COHESIVENESS

It refers to the extent of unity in the groupand is reflected in the members conformity

to the norms of the group, feeling ofattraction for each other and wanting to beco member of the group. The moremember attracted to the group the greater

will be the cohesion. Cohesive group worktogether to achieve the group goals.


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FACTORS INCREASING COHESIVENESS

Agreement on group goals:if the group agrees on the purposeand direction of its activities, this will serve to bind the grouptogether and the structure interaction patterns towardssuccessful goal accomplishment.

Frequency of interaction:when group members have theopportunity to interact frequently with each other, theprobability for closeness to develop will increase.

Personal attractiveness: in this when members are attracted toone another if mutual trust and support already exist. Which

help them to overcome their obstacles. Inter-group competition:competition with other group, both

internal and external to the organization is a mechanism thatacts to bring group closer together for attaining goals.


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Conti. Favorable evaluation:if a group has performed in an

outstanding manner, some recognition for its performance bymgt. serve to evaluate the prestige of the group in the eyes ofthe members. This helps make members feel proud.

Group size:as the size increases the frequency of interactiondecreases. Past studies shown that the group of 4 to 7members provide the best opportunity for interaction.

Pleasant experience with the group:when group members areattracted towards each other or there is full trust it become apleasant experience resulting in high cohesiveness.

Gender of members:it is reported that women tend to havegreater cohesion than men. A possible reason is that womenare more likely to be feeling types than thinking types.


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Advantages

It leads to increased morale

It facilitates quality more and communication

It leads to more conformity

It provides high productivity


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Actions leading to discourage

cohesiveness group Restrict interaction among members

Increasing group size

Allocation reward to individual rather to thegroup

Introducing a very dominating member


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DECISION MAKING IN GROUP

It refers to either a specific act or a generalprocess. Decision making is the act of choosingone alternative from among a set of alternatives.

For example if a person making the decisionmust recognize that a decision is necessary andidentify the set of feasible alternative beforeselecting one. Hence the decision makingprocess includes recognizing and nature of a

decision situation identifying alternatives,choosing the best alternative and putting it intopractice.


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Definition

According to PETER DRUCKER, whatever amanager does, he does through decisionmaking. In every situation, a manager faces a

challenge of making correct, timely andeffective decision to get the best out of thesituation. All decisions made by the managerare directed at making the organization afunctional and productive unit, preserve itsidentify and maintain continuity in its workinglife.


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Advantages of group decision making

Greater pool of knowledge It has got different perspective

They have go greater comprehension

It leads increase acceptance

It facilitates increased understanding ofreasons

It allows increased legitimacy

It provide training ground


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Disadvantages

It may lead pressure to conform

It in generally minority domination

Goal displacement

It is more time consuming

It has got ambiguous responsibility

It is nothing but delaying progress


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Techniques of group decision making

BRIAN STORMING:It was developed by A.F. OSBORN anadvertising executive to increase creativity. It is used to helpgroup generating multiple ideas and alternatives for solvingproblems. This technique is effective because it helps toreduce interference caused by critical and judgemental

reactions to ones ideas from other group members. NOMINAL GROUP TYECHNIQUE:in this discussion and

communication is restrict before decision making. Followingsteps are included in this:

1. Before decision making each member writes their ideasindependently.

2. Each member present their ideas in meeting

3. The group discusses the idea for clarity and evaluate them

4. Each member silently ranks the idea


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DELPHI TECHNIQUE: it was developed at the randcorporation. The individuals in the Delphi group are

usually selected because of the specific knowledgeor expertise of the problem they possess. This isused where the members are in different locations.In this each member is asked independently to

provide ideas, input, solution to problems. Afterevaluating all the inputs best is selected.Advantages of this techniques:

1. Eliminating of interpersonal problems among

panelists2. Efficient use experts

3. Adequate time for reflection

4. Quantity of ideas generated


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DIALECTIC DECISION MAKING:this is givenby BENNIS S.W.G. this is introduced top

overcome the problem of avoid group meetingby members. In practice there are so manyalternatives to solve the problems. The dialectic

process begins with a clear statement of aproblem to be solved. Alternatives proposalsare generated and best is chosen by the group.

In this the group members likely to feel moreconfident about their choices.


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RISKY SHIFT:in this people tend to make risky decisionswhen they are engaged in group decision making thanwhen the same member make decision individually. Fourexplanation can de offered :

1. Group are able to share information in am openenvironment, members become more familiar with theproblems being discussed. They are willing to take

adventurous risky decision.2. In a project adopted by a group fails, back passing is easy

and no one individual can be held wholly responsible. Sowhen ever manager are forced to solve the problem theseare turned over to groups.

3. Moderate risk has a strong cultural value than caution4. Risk taking offers an opportunity for a group member to

become the leader.


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QUALITY CIRCLE

It may be defined as a work group of employees whomeet regular to discuss their quality problems andinvestigate causes recommend solutions and takeconsecutive actions. Features of this:

1. overall improvement of quality of productmanufactured

2. Production method improve

3. Self development of the employees who areengaged in this.

4. Encouragement of innovative ideas and theemployees.

Project on Group Dynamics 2

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