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![Page 1: The Formation of Groups; Roles, Rules, Group Structure Falkné dr. Bánó Klára BGF Külkereskedelmi Főiskolai Kar Falkne.dr.BanoKlara@kkfk.bgf.hu falk.cs@t-online.hu.](https://reader035.fdocuments.in/reader035/viewer/2022081519/56649cc05503460f94987a32/html5/thumbnails/1.jpg)
The Formation of Groups; Roles, Rules, Group Structure
Falkné dr. Bánó Klára BGF Külkereskedelmi Főiskolai Kar
[email protected]@t-online.hu
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Definition of a psychological group
A psychological group is any number of people who:
• interact with each other,• are psychologically aware of each other,• perceive themselves to be a group.
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Characteristics of a psychological group:
• A minimum membership of two people,• A shared communication network,• A shared sense of collective identity,• Shared goals,• Group structure.
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Reasons for Formation of Groups
• Certain tasks can only be performed through the combined efforts of a number of individuals working together;
• Groups may encourage collusion between members …providing individuals with opportunities for initiative and creativity. (e.g. sharing or rotating unpopular tasks);
• Groups provide companionship and a source of mutual understanding and support from colleagues;
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Reasons for Formation of Groups
• Membership of the group provides the individual with a sense of belonging;
• The group provides guidelines on generally acceptable behaviour;
• The group may provide protection for its membership. - groups are a potential source of motivation/job
satisfaction and a major determinant of effectiveorganisational performance.
Strong and cohesive workgroups can have beneficialeffects on the organisation. (Mullins)
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Types of Groups
Formal:• Formed from the formal organisational structure
through the division of labour,• Consciously created by somebody for a reason,• Have formal structure,• Are task orientated,• Tend to be permanent,• Their activities contribute directly to the organisation’s
collective purpose. (Can be: permanent committees and temporary formal groups, e.g. task groups)
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Types of Groups
Informal:• Unplanned by the organisation,
• Emerge through and are based on personal interactions, relationships,
• Serve to satisfy members’ psychological and social needs,
• They compensate for membership of formal groups which neglect higher level needs,
• Members may meet on a social basis after work.
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Classification scheme for types of groups
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GROUPS – Reasons for Joining
• SECURITY AND PROTECTION
• AFFILIATION
• ESTEEM AND IDENTITY
• TASK ACCOMPLISHMENT
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The Hawthorne Studies
At Hawthorne Plant of Western Electric
Company, in a suburb of Chicago (1924-1932)
Elton Mayo
Four main research phases:
1. The illumination experiments
2. The Relay Assembly Test Room Study
3. The Interviewing Programme
4. The Bank Wiring Observation room Study
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THE CONCLUSIONSDRAWN FROM THE HAWTHORNE STUDIES
• Workers respond primarily to the social context of the workplace.
• The workers’ need for recognition and a sense of belonging are important.
• A person’s attitude to work is shaped by the group to which he/she belongs in the company.
• Informal groups or cliques are powerful. (4th stage)
The worker is more responsive to the social forces ofhis/her peer group than to the controls and incentivesof management.
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The Hawthorne Studies
The Hawthorne studies highlighted the importance of the informal groups for the individual to be able to satisfy personalneeds. Nowadays - more important than ever!called now – NETWORKING, i.e.meeting
new people, using informal links, using people and being used by them.
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Group formation (adapted from Homans’ theory)
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Group Formation (adapted from Homans’ theory)
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GROUPS: Stages of Development (Tuckman 1965)
• FORMING – testing and dependancy concerns, the polite stage
• STORMING – division of power concerns, the ‘why we are here’ stage, hostility, conflicts emerge, cliques form
• NORMING – rule making concern, ‘bid for power’ stage norms, rules of acceptable behaviour emerge
• PERFORMING – achieving goals concern, constructive stage
• ADJOURNING (Tuckman and Jensen 1977) – disbanding, reflecting
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GROUP STRUCTURE
‘…is the relatively stable pattern of relationships
among the differentiated elements in a group.’ (Buchanan)
The differentiation occurs along several dimensions: e.g.
• STATUS – Status structure
• POWER – Power structure
• LIKING – Liking structure
• ROLE – Role structure
• LEADERSHIP – Leadership structure
• COMMUNICATION – Communication structure
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GROUP PROCESS
is the sequence of interaction patterns between
the members of the group.
GROUP STRUCTURE and GROUP PROCESS
are interrelated. The STRUCTURE of a group
can affect its PROCESS and vice versa.
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THE STRUCTURE-FORMING elements
may differ in two respects:• whether they consider the EXTERNAL or the
INTERNAL world of the group• whether they are more TASK - oriented or
PERSONALITY - oriented. CLASSIFICATION of Structures
Internal factors: role structure - task oriented liking structure – personality oriented
External factors: power structure – task oriented status structure – personality
oriented
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CLASSIFICATION OF STRUCTURES
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STATUS STRUCTURE
Status is a prestige ranking within a group.
• FORMAL STATUS – refers to a collection of rights and obligations associated with a position, as distinct from the person who occupies that position.
Within an organisation a value is ascribed to a position by the formal organisation. E.g. Vice President, etc. – this can be labelled formal status
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STATUS STRUCTURE
• SOCIAL STATUS – is the relative ranking that a person holds and the value of that person as measured by a group, i.e. the social honour or prestige that is accorded an individual in a group by the other group members.
It is a measure of informally established value.
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POWER STRUCTURE
Power is the control over persons. Social power isthe potential influence that one person exerts overanother.French and Raven identified different types ofpower base: e.g. Reward power – e.g. mother and childCoercive power – e.g. traditional father and child conceptLegitimate power – e.g. person accepting a judge’s rulingReferent power – e.g. a pop fan adopting the hair or dress style of his idolExpert power – e.g. professor-student relationship
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LIKING STRUCTURE
refers to the way in which members differentiate
themselves in terms of whom they like and do not like.
To identify the liking structure of a group we can use a
technique called - SOCIOMETRY.
SOCIOMETRY is a method of indicating the feelings of
acceptance or rejection or indifference among members of
a group. (originally developed by J. Moreno in 1934)
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SOCIOMETRY and SOCIOGRAM
SOCIOMETRY displays patterns of human
relationships in the group and can be
represented diagrammatically in the form of a
SOCIOGRAM
SOCIOGRAM is a visual illustration of the
pattern of interpersonal ralationships derived
from SOCIOMETRY.
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Sociogram of a ten-person group
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GRAPEVINE STRUCTURE
In an informal group a special kind of
communication system, called
GRAPEVINE emerges.
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The most typical forms of GRAPEVINE Structures:
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The most important features of grapevine communicational networks:
• The grapevine carries information that the formal system does not wish to carry.
• The grapevine is faster than the formal communicational network.
• The grapevine is rather accurate.
• The grapevine has its unusual ability to penetrate even the tightest company security screen because of its capacity to cut across organisational lines.
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ROLE STRUCTURE
SOCIAL ROLE – is the set of behaviours that
are expected of the occupant of a position by
other members of the group.
PERCEIVED ROLE – behaviours which the person himself believes are appropriate for him to enact.
ENACTED ROLE – behaviours which the person actually engages in.
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Functions/Roles of Group Members
Members of a group have both task roles/functions and group maintenance roles/functions.TASK functions help the group accomplish its task andinclude:
• Initiating: suggesting a new idea, a new way of looking at a problem, or a new activity.
• Seeking useful information or opinions: requesting facts; asking about feelings; asking for ideas.
• Giving useful information or opinions: offering facts; stating a belief; making suggestions.
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Functions/Roles of Group Members
TASK functions (cont.):
• Clarifying: probing for meaning; defining terms; restating, enlarging, or stating issues.
• Summarising: reviewing; bringing related ideas together; restating suggestions of others.
• Consensus testing: checking to see if group is ready to decide.
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Functions/Roles of Group Members
GROUP MAINTENANCE roles help the group to buildfeelings and attitude and include:
• Harmonising: compromising; reconciling disagreements; getting others to explore differences.
• Gate keeping: inviting others to talk; suggesting time limits or other procedures to permit wide participation; keeping talk flowing.
• Encouraging: being friendly, warm, responsive through words or facial expression; agreeing with others.
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Functions/Roles of Group Members
GROUP MAINTENANCE roles (cont.):
• Following: going along with the group; being a good listener; showing that words are heard.
• Standard setting: testing the group’s attitudes toward its procedures; suggesting procedures; stating values or ethics; supporting standards.
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How group formation is related to job content and process and to task and maintenance roles/functions