groups gp 6
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Group Process and GroupGroup Process and Group
Dynamics, Team ProcessDynamics, Team Process &&InterpersonalInterpersonal SkillsSkills
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Definition and Classification of Groups
Definition Collection of two or more interacting individuals
with a stable pattern of relationships between them,who
share common goals and who perceive themselves as
being a group.
Formal Group
A designated workgroup defined by the
organizations structure.
Informal Group
A group that is neitherformally structured nor
organizationally determined;
appears in response to the
need for social contact.
Classification of groupsClassification of groups
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(contd)Command Group
A group composed of
the individuals who
report directly to a
given manager.
Task Group
Temporary formal gp that
is created to solve
specific problems.
Interest Group
Those working together
to attain a specific
objective with which
each is concerned.
Friendship Group
Those brought together
because they share one
or more common
characteristics.
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Contd
REFERENCE GROUP-A group with which anindividual identifies for the purpose of formingopinions or making decisions.
OPEN GROUP OR CLOSED GROUP
IN-GROUP AND OUT-GROUP
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Why People Join Groups?
SecuritySecurity
SelfSelf--esteemesteemAffiliationAffiliation
PowerPower
Goal AchievementGoal Achievement
ProximityProximity
IdentityIdentity
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Individual X Individual Y
Why do..cont.
ZCommon attitudes and value
Religion
Politics
Lifestyles
work
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Differences between informal and formal groups
Basis of Comparison Informal FormalGeneral nature Unofficial Official
Major concepts Power & Politics Authority&
responsibilityPrimary focus Person Position
Source of leader power Given by group Delegated bymanagement
Guidelines for behaviour Norms Rules
Sources of control Sanctions Rewards &Punishments
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The Five-Stage Model of Group
Development
Storming Stageconflict arises and there is need of clarifying roles and
behavioral expectations
Forming Stage
a great deal of uncertainity about group purpose,
structure and leadership is there.
Norming Stagegroup tasks and responsibility
are clear and agreed,individual
listen to each other,appreciate
and support each other.leader
emerges
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(contd)
Performing Stage the group is fully functional here,
flexibility is the key and hierarchy is of little
importance.Group identity,loyality and morale are all
high.Adjourning Stage
The process of unforming
the group after task
completion.The leader canfacilitate positive closure by
recognising and rewarding the
GROUP PERFORMANCE.
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Stages of Group Development
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A variety of types of people are needed to accomplish agroups goals. Three major roles are crucial:
1) The Task-Oriented Person who works mainly toaccomplish the task at hand. i.e. The Initiator, TheContributor, The Collector of Information, etc.
2) The Maintainer of Group Dynamics who is orientedtowards improving group relationships andeffectiveness of the group. i.e. The Encourager, TheHarmonizer, The Compromiser, etc
3) The Self-Oriented Person who works towards thegoals established and is not as concerned with the
input of others, but just pushes to get the work done.
Organizational RolesOrganizational Roles
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Organization Strategy
Authority Structures
Formal RegulationOrganizational Resources
Personnel Selection Process
Performance Education and Reward SystemOrganizational Culture
PhysicalWork Setting
External Conditions Imposed on the Group
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Group Properties
RolesRoles
NormsNormsStatusStatus
SizeSize
CohesivenessCohesiveness
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Group Properties - RolesRole(s)
A set of expected behavior patterns attributed to
someone occupying a given position in a social unit.
Role Identity
Certain attitudes and behaviors
consistent with a role.
Role Perception
An individuals view of how he or she
is supposed to act in a given situation.
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Group Properties - Roles (contd)
Role Expectations
How others believe a person should act in a given situation.
Role Conflict
A situation in which an individual is confronted by divergent
role expectations.
Psychological Contract
An unwritten agreement that sets out what management
expects from the employee and vice versa.
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Group Properties - Norms
Norms
Acceptable standards of behavior within a group that are
shared by the groups members.
Classes of Norms:
Performance norms
Appearance norms
Social arrangement norms
Allocation of resources norms
Classes of Norms:
Performance norms
Appearance norms
Social arrangement norms
Allocation of resources norms
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Group Properties - Norms
(contd)Conformity
Adjusting ones behavior to align
with the norms of the group.
Reference Groups
Important groups to which individuals belong or hope to belong
and with whose norms individuals are likely to conform.
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Deviant Workplace Behavior
Antisocial actions by organizational members thatintentionally violate established norms and result innegative consequences for the organization, itsmembers, or both.
Group norms can influence the presence of deviantbehavior.
Group Properties - Norms (contd)
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Group Properties - Status
Status:A socially defined position or rank given to groups
or group members by others.
An individual can increase his/her selfAn individual can increase his/her self--esteem through group membership.esteem through group membership.
Associating with high status people isAssociating with high status people isreinforcing and one who belongs to such areinforcing and one who belongs to such agroup is usually accorded a high status bygroup is usually accorded a high status byoutsiders.outsiders.
The close relationship an individual canThe close relationship an individual candevelop as a group member providesdevelop as a group member providesopportunities for recognition and praise thatopportunities for recognition and praise thatare not available outside the group.are not available outside the group.
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Group Properties - Size
Group Size
Performance
Social Loafing
The tendency for individuals to
expend less effort when working
collectively than when workingindividually.
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Social Loafing or Coordination
Loss?Experimental Confound: Problem may not be thereduction of individual effort, but poorcoordination between members of the group.
Example: People may pull the rope in differentdirections at different times, so the group doesnot capitalize on the efforts of each individualmember of the group.
Alternative explanation must be eliminated.
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Ruling Out Coordination Loss
Subjects made to think they were pullingtogether, when in fact they were pulling alone.
Shouting together when actually shouting alone.
Result: Subjects reduced their task effort whenthey were tricked into thinking that they wereworking as a team when they were actually workingalone.
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Counteracting the Tendency to
LoafHow can we avert social loafing to make groups moreproductive?
Identifiability: People are motivated when they
believe that their work is identifiable and separablefrom the work of others.Divide tasks
Assign roles
Measure individual inputs
Limit group size
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Group Properties - Cohesiveness
Cohesiveness
Degree to which group members are attracted to
each other and are motivated to stay in the group.
Increasing group cohesiveness:1. Make the group smaller.2. Encourage agreement with group goals.3. Increase time members spend together.
4. Stimulate competition with other groups.5. Give rewards to the group, not individuals.
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Relationship Between Group Cohesiveness,Performance Norms, and Productivity
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Definition of Group Process
Group processes are the way in which anorganizations members work together to
accomplish tasks. An organization may spend a
great amount of time planning goals andobjectives, however it is just as important to
consider how they can use their members as
resources to achieve these goals.
Understanding Group Processes
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Elements that can influence group processes include:
CommunicationParticipation
Decision making
Role fulfillment
(contd)(contd)
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How the information is distributed amongst a group !
Who is responsible?
Where are records kept once distributed?
Who will address the meeting?
For how long?
How often?
Style of delivery, tone of voice used, etc.
CommunicationCommunication
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Who are theparticipants?
Is participation high orlow?
If low, work on improving
participation
Dynamics of participants- talkative, quiet,interactive or reserved
ParticipationParticipation
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How are decisions made?
Self-authorizing,consensus, majoritysupport, etc.
Contributions of ideas andknowledge should be givenequal attention and respect
Decision MakingDecision Making
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Group Decision-Making Techniques
2. Electronic Meeting
A meeting in which members interact on computers, allowing
for anonymity of comments and aggregation of votes.
1. Brainstorming
An idea-generation process that specifically encourages any
and all alternatives, while withholding any criticism of those
alternatives.
3. Interacting Groups
Typical groups, in which the members interact with each
other face-to-face.
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What are the common points ofconflict?
Address these in an open and directmanner
Bring in an outside mediator ifneeded for objectivitymembers know how to approach
each other in times of conflictAlways deal with conflict in a
respectful and timely manner
DisagreementDisagreement
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Overview ofTeam Building & Teamwork - 1
What is a Team?A team is a group of people with a common, collectivegoal.
Rationale for TeamsPrimary reasons for advocating teamwork are:
Two or more heads are better than one.
People in teams get to know each other better, build trust &as a result help each other.
Teamwork promotes better communication.A group of people become a team when the followingconditions exist:
Agreement exists as to the teams mission
Members adhere to the team ground rules
Fair distribution of responsibility & authority exists.
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Working Group Vs Team
A strong, clearlyfocused leader isappointed
Shared leadershipresponsibilities existamong members
The generalorganizational mission
is the groups purpose
A specific, well-definedpurpose that is unique
to the team
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Working Group Vs Team
Individual workprovides the onlyproducts
Team and individualwork develop products
Effectiveness ismeasured indirectly bygroups influence on
others (e.g., financialperformance ofbusiness, scores onstandardized exam.
Effectiveness ismeasured directly byassessing team work
products.
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Working Group Vs Team
Individual accountabilityonly is evident
Both team andindividual accountabilityare evident
Individualaccomplishments are
recognized andrewarded
Team celebration.Individual efforts that
contributing to teamssuccess also recognizedand celebrated.
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Working Group Vs Team
Meetings are efficientlyrun and last for shortperiods of time.
Meetings with open-ended discussion andinclude problem solving
In meetings membersdiscuss, decide, and
delegate
In meetings membersdiscuss, decide, and do
real work together
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Transition from Group to Team
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TEAM WORK
TEAMWORK MEANS THATWE SHARE ACOMMON IDEAL AND EMBRACE A COMMONGOAL.
REGARDLESS OF OUR DIFFERENCES, WESTRIVE SHOULDER TO SHOULDER,CONFIDENT IN ONE ANOTHERS FAITH,TRUST AND COMMITMENT
IN THE END, TEAM WORK CAN BE SUMMED UPIN FIVE SHORTWORDS..
WE BELIEVE IN EACH OTHER
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Team Processes
Team process - reflects the activities andinteractions that occur within teams andcontribute to their end goals.
Team characteristics (e.g., member diversity, taskinterdependence, team size) affect team processes.
Team processes have a strong impact on teameffectiveness.
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Process Loss
Coordination loss when members have tocoordinate their activities with their teammatesactivities; consumes time and energy.
Production blocking - when members have to wait on oneanother before they can do their part of the team task.
Motivational loss - when team members do notwork as hard as they could.
Social loafing - when members exert less effortwhen working on team tasks than they would ifthey worked alone on those tasks.
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Taskwork Processes
Taskwork processes team membersactivities that relate directly to theaccomplishment of team tasks.
Creative behavior
Brainstorming - face-to-face meeting of team members in whicheach offers as many ideas as possible about some focal problemor issue.
Nominal group technique - makes people write down ideas ontheir own, thereby decreasing social loafing and productionblocking.
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Taskwork Processes, Contd
Decision Making
Decision informity - whether members possess adequateinformation about their own task responsibilities.
Staff validity - the degree to which members make goodrecommendations to the leader.
Hierarchical sensitivity - the degree to which the leadereffectively weighs the recommendations of the members.
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Taskwork Processes, Contd
Boundary Spanning - involves activities withindividuals and groups other than those whoare considered part of the team.
Ambassador activities - communications that areintended to protect the team, persuade others tosupport the team, or obtain important resourcesfor the team.
Task coordinator activities - communications thatare intended to coordinate task-related issueswith people or groups in other functional areas.Scout activities - things team members do toobtain information about technology, competitors,or the broader marketplace.
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Slide12-47
Taskwork Processes
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Teamwork Processes
Teamwork processes - the interpersonal activitiesthat facilitate the accomplishment of the teamswork but do not directly involve task
accomplishment itself.Behaviors that create the setting or context in whichtaskwork can be carried out.
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Teamwork Processes, Contd
Transition processes - teamwork activitiesthat focus on preparation for future work.
Examples: mission analysis, strategyformulation, goal specification
Action processes
Examples: Monitoring progress toward goals,coordination
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Teamwork Processes, Contd
Interpersonal processesExamples:
Motivating and confidence building - things team members do thataffect members motivation to work hard on the task.
Conflict management - activities that the team uses to manageconflicts.
Relationship conflict - disagreements among team members interms of interpersonal relationships or incompatibilities withrespect to personal values or preferences.
Task conflict - disagreements among members about the teamstask.
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Importance of Team Processes
Teamwork processes have a moderate positiverelationship with team performance.
Teamwork processes have a strong positiverelationship with team commitment.Teams that engage in effective teamwork processestend to continue to exist together into the future.
People tend to be satisfied in teams in whichthere are effective interpersonal interactions.
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Communication Skills
Effective communication helps to establish andmaintain good working relationships with clientsand colleagues
Skills improve with experienceThree types used by Systems AnalystInterviewing and ListeningQuestionnairesWritten and Oral Presentations
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Team States
Team states - specific types of feelings andthoughts in the minds of team members as aconsequence of their experience working together.
Include: cohesion, potency, mental models, transactivememory
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Why AreSome
TeamsMore thanthe Sum ofTheir
Parts?
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Effects of Teamwork Process on
Performance and Commitment
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Summary
GroupTypes of GroupWhy People join the groupsStages of Formation of Group
Group Properties: Role, Norms, StatusSocial Loafing & CohesivenessGroup Processes
TeamGroup Vs Team
Team ProcessTaskwork Process(Brain Storming, Boundary Spanning, etc)Interpersonal SkillsTeam States
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REMEMBER
Together
Everyone
Accomplishes
More
With
Organization
Responsibility, and
Knowledge
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Thank You
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?
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Conclusion
Group
Group Behavior
Group and the Team Team Process
Task process
Interpersonal Skills
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Learning Goals
What is team process, and how does it relate toprocess gain and process loss?What are taskwork processes, and what are someexamples of team activities that fall into this process
category?What are teamwork processes, and what are someexamples of team activities that fall into this processcategory?What are team states, and what are some examples ofthe states that fall into this process category?How do team processes affect team performance andteam commitment?What steps can organizations take to improve teamprocesses?
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Takeaways
Team process reflects the different types ofactivities and interactions that occur withinteams and contribute to their ultimate endgoals.
Task work processes are the activities of teammembers that relate directly to the
accomplishment of team tasks.
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Takeaways, Contd
Teamwork processes refer to theinterpersonal activities that facilitate theaccomplishment of the teams work but do notdirectly involve task accomplishment itself
(e.g., transition processes, action processes,interpersonal processes).
Team states refer to specific types offeelings and thoughts that coalesce in theminds of team members as a consequence oftheir experience working together (e.g.,cohesion, potency, mental models, transactivememory).
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Takeaways, Contd
Teamwork processes have a moderate positiverelationship with team performance and astrong positive relationship with team
commitment.
Organizations can use training interventions toimprove team processes.
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Team States, Contd
Cohesion - when team members developstrong emotional bonds to other membersof their team and to the team itself.
Groupthink - happens in highly cohesive teams;members try to maintain harmony by strivingfor consensus on issues.
Avoid too much cohesion by assessing the teamscohesion, and appointing a devils advocate.
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Team States, Contd
Potency - the degree to which membersbelieve that the team can be effective acrossa variety of situations and tasks.
High potency - members focus more of theirenergy on achieving team goals.
Team members confidence in their own
capabilities, their trust in other memberscapabilities, and feedback about past performanceplay a role in developing high potency.
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Team States, Contd
Mental models - the level of commonunderstanding among team members with regardto important aspects of the team and its task.
Transactive memory - how specialized knowledgeis distributed among members in a manner thatresults in an effective memory system for theteam.
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Team States