unit i group dynamic introduction new

GROUP DYNAMIC

UNIT I

2005 Prentice Hall Inc. All rights reserved.

UNIT I

History of Group DynamicFormal and informal formationFunctions of GroupVariable affecting the integration of groupGroups and its formationGroup Dynamic


UNDERSTANDING GROUP DYNAMICBefore getting started with Group Dynamic let us first understand what is Group?


UNDERSTANDING GROUP


GROUP

A group is more than two persons who interact witheach other in such a manner that the behavior orperformance of one is influenced by the behavior ofthe others.


What Does It Take to Make a Group?Characteristics of a Group:-Interdependency


Groups Have Two or More Members

Dyad2 person group

GroupTwo or more interacting, interdependent peopleCharacteristic


Common/ Shared objective or purpose & open communicationGroup(s)Two or more individuals interacting and interdependent, who have come together to achieve particular objectives.Note:- A group doesnt simply mean individuals possessing same identical features. For instance, a collection of students or beggars doesnt form a group. These are class. Characteristic


Class A set, collection, group, or configuration containing members regarded as having certain attributes or traits in common; a kind or category. E.gA group of students who are taught together because they have roughly the same level of academic development. A group of students or alumni who have the same year of graduation. A group of students who meet at a regularly scheduled time to study the same subject.Characteristic


Do they form Groups ???Railway station


Members Identify Themselves as a Group (must share common identity)If it looks like a duck, and quacks like a duck, it is a duck.

a group exists when two or more people define themselves as members of it and when its existence is recognized by at least one other (Brown, 1988)Characteristic

Group : InterdependencePooledMembers make separate, independent contributions to group such that group performance is the sum of each members contributionsCharacteristic


Group : InterdependenceSequential Members perform tasks in a sequential order making it difficult to determine individual performance since one member depends on another.

Characteristic


Group: InterdependenceReciprocalWork performed by one group member is mutually dependent on work done by other members.

Characteristic


Types of Task InterdependenceFigure 15.3Characteristic


Functions of Group

Task Functions: Initiating, seeking information and opinions, Clarifying, Elaborate, SummarizingMaintenance : Harmonizing, Compromising, flow of ideas, encouraging. Task functionMaintenance function


Why People Join GroupsCommon Reasons for joining Groups:

Security (protection)StatusSelf-esteemAffiliation (gregarious)Power (union)Goal AchievementIdentityHuddling


Why People Join Groups


Reason

Benefits

Security

Reduce the insecurity of standing alone; feel stronger, fewer self-doubts, and more resistant to threats

Status

Inclusion in a group viewed by outsiders as important; provides recognition and status

Self-esteem

Provides feelings of self-worth to group members, in addition to conveying status to outsiders

Affiliation

Fulfills social needs. Enjoys regular interaction; can be primary source for fulfilling need for affiliation

Power

What cannot be achieved individually often becomes possible; power in numbers

Goal achievement

Some tasks require more than one person; need to pool talents, knowledge, or power to complete the job. In such instances, management may rely on the use of a formal group

Reason for Joining Groups

The similarity Attraction: we like people who are similar to us.

Complementarities of need hypothesis : we like people who possess qualities that fulfill our own needs.

Proximity-attraction affect : we like people who are close by

Exposure: we like people whom we have been exposed to repeatedly.

Reciprocity: we like people who like us.

Basking in reflect glory : we seek to associate with successful, prestigious groups. Furthermost, we also tend to avoid individual who possess objectionable characteristic.General Tendencies to join group


Advantages & Disadvantages of Group


Advantages of Group/ Usefulness of GroupGroups are good for peopleBetter decisionIncreases commitments and action.Group contribute toward organizational effectiveness through enhancing performance, increase in responsiveness to customer, increasing innovation and increase in motivation and satisfaction.


Groups as the ability to satisfy the needs of their members.It provides chance for social interaction and interpersonal fulfillments.It provides sense of identification to its members.Individual security, technical and emotional support.

Large groups facilitate the pooling of information about complex tasks.Due to application of multiple mind it helps in visualizing the situation in better manner.

Group member are always influenced with each other behaviors and due to share liability and common goal their commitment toward accomplishing the task is more as compare to individual.

Advantages of Group/ Usefulness of GroupGroups are good for peopleGroups tends to make better decisionIncrease in commitment


Group contribute toward organization effectivenessAdvantages of Group/ Usefulness of GroupGroup Enhances PerformanceGroups are not only useful for taskAccomplishment but also to bring out synergy.

Synergy may be understood as theCreation of a whole that is greaterthan the sum of its parts.

Here the Principle of 2+2=5 is relevant.


Groups as Performance EnhancersAdvantage of synergyPeople working in a group are able to produce more outputs than would have been produced if each person had worked separately.Factors that contribute to synergyAbility of group members to bounce ideas off one anotherTo correct one anothers mistakesTo bring a diverse knowledge base to bear on a problemTo accomplish work that is too vast for any one individual to achieve


Groups as Performance EnhancersTo take advantage of the potential for synergy, managers need to make sure groups that should be composed of members who have complementary skills and knowledge relevant to the groups work.However, performance of a group may be affected by Social Loafing also knownas Ringlemann effect and phenomena of Group Think.


Group contribute toward organization effectivenessAdvantages of Group/ Usefulness of GroupGroup Increases responsivenessto customers.Responsiveness to CustomersDifficult to achieve given the many constraints.Safety issues, regulations costs.Cross-functional teams can provide the wide variety of skills needed to meet customer demands.Teams consist of members of different departments.


Groups and Innovation

InnovationThe creative development of new products, new technologies, new services, or new organizational structuresIndividuals rarely possess the wide variety of skills needed for successful innovation.Team members can uncover each others flaws and balance each others strengths and weaknessesManagers should empower the team and make it accountable for the innovation process.


Groups and Teams as Motivators

Members of groups, and particularly teams, are often better motivated and satisfied than individuals.Team members are more motivated and satisfied than if they were working alone.Team members can see the effect of their contribution to achieving team and organizational goals.Teams provide needed social interaction and help employees cope with work-related stressors.


PITFALLS OF GROUPS

Status DifferentialsGroup NormsRisky and cautious ShiftPolarizationGroup think


Classifying Groups/ Types of GroupPsychological GroupSocial GroupFormal GroupInformal GroupFriends Group (Clique)Reference GroupMembership GroupInterest GroupMayo & LombardSayels ClassificationDaltons ClassificationCooleys Classification Planned V/s EmergentLickel, Hamilton, ShermanCommand Group (Permanent)Task Group (Temporary)Virtual Group

Other ClassificationsPrimary GroupSecondary GroupConcocted & FoundedCircumstantial & Self organizingIntimacyWeak AssociationSocial categoriesTask Change of MembershipOpen GroupClose Group


Command Group: Represented in the organization chart. Permanent in nature. Members report to common supervisors. Functional reporting relationship exists.

Task groups: Formed to carry out specific tasks. Temporary in nature.Formal Groups contd


Virtual Group

A team whose members rarely meet face-to-face

Interact by using various forms of information technology

Email, computer networks, telephone, fax, and videoconferences


Advantage of formal GroupAccomplishment of taskCreate new ideasCoordinate interdepartmental effortsImplement action plansSocialize and train newcomersSolve complex problemReduce insecuritySatisfy needs for affiliationMechanism for solving problemConfirm identity and enhance self esteem


Advantage of Informal GroupSatisfaction of social and affliation needSatisfaction of needs for security and supportEnhanced statusValues as a group memberEnhanced feeling of self esteemMore competent due to sharing of powersSolidify common social valuesSocial satisfactionMember access informationIntegrate new employeesSense of identity and status


Reference GroupAny group with which an individual identifies for the purpose of forming opinion or making decision.

Based on factors such as Race , Gender, politics, religion, social class, profession, etc.

These forms bases for friendship and interest group formation.


Friends Group (Clique)Reference GroupMembership GroupInterest GroupMayo & LombardSayels ClassificationDaltons Classification


Billions of groups in the world, but they can be classified into basic categories, or clustersCooley (1907) drew a distinction between primary and secondary groups

Cooleys Classification


Congregations, work groups, unions, professional associationsLarger, less intimate, more goal-focused groups typical of more complex societiesSecondary groupsFamilies, close friends, tight-knit peer groups, gangs, elite military squadsSmall, long-term groups characterized by face-to-face interaction and high levels of cohesiveness, solidarity, and member identificationPrimary groupsExamplesCharacteristicsType of Group(Cooley, 1907)

Cooley (1907) primary secondary Arrow and her colleagues offer a more fine-grained analysis planned vs. emergent

Types of groupsConcoctedFoundedCircumstantialSelf-organizing


Study groups, friendship cliques in a workplace, regular patrons at a barEmerge when interacting individuals gradually align their activities in a cooperative system of interdependence.Self-organizing Waiting lines (queues), crowds, mobs, audiences, bystandersEmergent, unplanned groups that arise when external, situational forces set the stage for people to join together, often only temporarily, in a unified groupCircumstantialGroups that form spontaneously as individuals find themselves repeatedly interacting with the same subset of individuals over time and settingsEmergent groupsStudy groups, small businesses, expeditions, clubs, associationsPlanned by one or more individuals who remain within the groupFoundedProduction lines, military units, task forces, crews, professional sports teamsPlanned by individuals or authorities outside the group.ConcoctedDeliberately formed by the members themselves or by an external authority, usually for some specific purpose or purposesPlanned groupsExamplesCharacteristicsType of Group

Perceiving groups: people intuitively draw distinctions between groupssome look groupier than others

Lickel, Hamilton, Sherman, and their colleagues asked people to rate many kinds of aggregations on a scale from 1 (not at all a group) to 9 (very much a group).


Women, Asian Americans, physicians, U.S. citizens, New Yorkers Aggregations of individuals who are similar to one another in terms of gender, ethnicity, religion, or nationality. Social categoriesCrowds, audiences, clusters of bystandersAggregations of individuals that form spontaneously, last only a brief period of time, and have very permeable boundariesWeak associations Teams, neighborhood associations Work groups in employment settings and goal-focused groups in a variety of nonemployment situationsTask groups Families, romantic couples, close friends, street gangsSmall groups of moderate duration and permeability characterized by substantial levels of interaction among the members, who value membership in the group Intimacy groupsExamplesCharacteristicsType of Group


Five Stages of Group Development Model


Stages of Group Development


The Five Stages of Group DevelopmentForming Members feel much uncertaintyStormingLots of conflict between members of the groupNorming StageMembers have developed close relationships and cohesivenessPerforming StageThe group is finally fully functionalAdjourning StageIn temporary groups, characterized by concern with wrapping up activities rather than performance


The Five-Stage Model of Group DevelopmentForming Stage The first stage in group development, characterized by much uncertainty.Storming Stage The second stage in group development, characterized by intragroup conflict.Norming Stage The third stage in group development, characterized by close relationships and cohesiveness.


Group Development (contd)Performing StageThe fourth stage in group development, when the group is fully functional.Adjourning StageThe final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.


Form stageFirst stage behavior of group members can be described as :DEPENDENT ON DIRECTIONMEMBERS ARE POLITEINTRODUCTION AND SHARING OF INFORMATIONSTEROTYPING INDIVIDUALS BASED ON FIRST IMPRESSIONSCONVERSATIONS ARE ABOUT SAFE ACCEPTABLE TOPICSAVOID DISCLOSURE, FEEDBACK, AND INTERPRETING NON-VERBALS


Storm stageSecond stage behavior of the group can be characterized as:COUNTER-DEPENDENT: EACH GROUP MEMBER STRONGLY FEELS THE NEED TO TAKE CARE OF HIMSELF/HERSELF DURING THIS STAGEBID FOR POWERCOMPETITIVERATIONALIZATIONCLOSE-MINDEDCONFLICT/HOSTILITYCLIQUES ARE FORMED


Storm stage - continuedUNEXPRESSED INDIVIDUAL NEEDSCREATIVITY SUPPRESSEDTRY TO REACH RESOLUTION BY VOTE, COMPROMISE, OR ARBITRATION


Norm stageThird stage behavior of the group can be characterized as:INDEPENDENT AND CONSTRUCTIVEREAL LISTENING TAKES PLACEATTEMPTS TO GAIN AND MAINTAIN CONTROL LESSENPROGRESS TOWARD OBJECTIVESCREATIVITY BEGINSROLES IDENTIFIEDTHE LEADER MAY BECOME SOMEWHAT LESS IDENTIFIABLE OR NECESSARY TO THE GROUP


Perform stageFourth stage behavior of the group can be characterized as:INDEPENDENTHIGH GROUP MORALE AND ESPRITINTENSE GROUP LOYALTYINDIVIDUAL CREATIVITY IS ENCOURAGEDDISAGREEMENT IS OKNO CLIQUESGROUP ADOPTS AN IDENTIFICATION SYMBOL


Adjourn stageFifth stage behavior of the group can be characterized as:LESS TASK ABILITYREGRESSION TO LESS PRODUCTIVE BEHAVIORSEPARATION, GRIEVING BEHAVIORSRE-DEFINITIONTERMINATION OR MINI-DEATH


Relationship of team maturity and performance FORM STORM NORM PERFORM ADJOURNImmatureInefficientIneffectiveMatureEfficientEffectivePossibleFailurePossibleFailurePossibleFailurePERFORMANCE


Stages of team development and associated management challengesFORMING(Orientation)STORMING (Internal problemsolving)NORMING(Growth andproductivity)PERFORMING(Evaluationand control)1. Establish structure, rules, communication networks2. Clarify relations and interdependencies among members3. Identify leader roles, clarify responsibility and authority4. Develop plans for goals accomplishment.1. Identify and resolve interpersonal conflict.2. Further clarify rules, goals, and structural relationships3. Develop participate climate among group members1. Direct group activity toward goal accomplishment.2. Develop data-flow & feedback systems for task performance.3. Promote more cohesion among group members1. Leader role emphasis on facilitation, feedback, and evaluation.2. Renewal, revision, and strengthening of roles and group interdependencies.3. Show of strong motivation toward goal accomplishment


Critique of the Five-Stage ModelAssumption: the group becomes more effective as it progresses through the first four stagesNot always true group behavior is more complexHigh levels of conflict may be conducive to high performanceThe process is not always linearSeveral stages may occur simultaneouslyGroups may regress Ignores the organizational context


An Alternative Model: Temporary Groups with DeadlinesSequence of actions:Setting group directionFirst phase of inertiaHalf-way point transitionMajor changesSecond phase of inertiaAccelerated activityPunctuated-Equilibrium ModelTemporary groups go through transitions between inertia and activity.


Group Properties/ Structure of Group


Group Structure - LeadershipFormal Group LeaderAids the group and embodies the value of the group. Initiate group and resolve conflictInformal group leaderAny one can be appointed as leader depending upon its skills, knowledge, qualifiction and they are easy to replace.LeadershipLeader is one who is responsible for the actions of the group and leader also provides direction to its group member.


Group Structure - RolesRole IdentityCertain attitudes and behaviors consistent with a role.Role PerceptionAn individuals view of how he or she is supposed to act in a given situation.Role(s)A set of expected behavior patterns attributed to someone occupying a given position in a social unit.


Group Structure - Roles (contd)Role ExpectationsHow others believe a person should act in a given situation.Role ConflictA situation in which an individual is confronted by divergent role expectations.Psychological ContractAn unwritten agreement that sets out what management expects from the employee and vice versa.


Commonly played RoleTask OrientedSelf orientedRelations Oriented


Characteristics of Groupsand Teams (contd)The Development of a RoleThe first two stages of role development are group processes as the group members let the individuals know what is expected of them.The other two parts are individual processes as the new group members perceive and enact their roles.Figure 19.3


Characteristics of Groupsand Teams (contd)Role StructuresRole conflictoccurs when the messages and cues comprising the sent role are clear but contradictory or mutually exclusive.Interrole conflict is the result of a conflict between roles.Intrarole conflict is caused by conflicting demands from different sources.Intrasender conflict arises when a single source sends contradictory messages.Person-role conflict is the discrepancy between role requirements and an individuals values, attitudes, and needs.Role overloadoccurs when role expectations exceed an individuals capacities.


Characteristics of Groupsand Teams (contd)Behavioral NormsNorms are standards of behavior that a group accepts and expects of its members.Norms define the boundaries between acceptable and unacceptable behavior.Norm generalizationthe norms of one group cannot always be generalized to another group.Norm variationnorms and their application vary within a group or team.


Task oriented RoleInitiator ContributorInformation SeekersEnergiserOpinion Giver

HarmonizerCompromiserEncouragersExpediator

BlockersDominatorsRecognition seekersAvoidersRelations oriented RoleSelf oriented Role


Group Structure - NormsClasses of Norms:Performance normsAppearance normsSocial arrangement normsAllocation of resources normsNormsAcceptable standards of behavior within a group that are shared by the groups members.Roles

PredictiveControl Relational


The Hawthorne StudiesA series of studies undertaken by Elton Mayo at Western Electric Companys Hawthorne Works in Chicago between 1924 and 1932.Research Conclusions:Worker behavior and sentiments were closely related.Group influences (norms) were significant in affecting individual behavior.Group standards (norms) were highly effective in establishing individual worker output.Money was less a factor in determining worker output than were group standards, sentiments, and security.


Group Structure - Norms (contd)ConformityAdjusting ones behavior to align with the norms of the group.Reference GroupsImportant groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.


Group Structure - Norms (contd)Deviant Workplace BehaviorAntisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both.


Deviant Workplace BehaviorAlso called antisocial behavior or workplace incivility

Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization

Typology:Production working speedProperty damage and stealingPolitical favoritism and gossipPersonal Aggression sexual harassment

Defying Norms: Deviant Workplace Behavior E X H I B I T 9-5


Group Influence on Deviant BehaviorGroup norms can influence the presence of deviant behaviorSimply belonging to a group increases the likelihood of devianceBeing in a group allows individuals to hide creates a false sense of confidence that they wont be caught

E X H I B I T 9-6


Group DynamicsConformity and DevianceMembers conform to norms to obtain rewards, imitate respected members, and because they feel the behavior is right.When a member deviates, other members will try to make them conform, expel the member, or change the group norms to accommodate them.Conformity and deviance must be balanced for high performance from the group.Deviance allows for new ideas in the group.


Figure 15.5Balancing Conformity and Deviance in Groups


Sources of Group norms


Why are norms strongly enforced

Norms are likely to be strongly enforced if they ensure group success or survival.If the norms reflect the preferences of supervisors or other powerful group member.If the norms predict what behaviour is expected of them.If they help to avoid embarrassing interpersonal problem.


Group structure- SizeLess than 5

Complete participationShared task responsibilityPersonal discussionMore than 7

Fewer opportunity DominationSplit into subgroupsIdeal group is between 5-7


Group Structure - SizeSocial Loafing The tendency for individuals to expend less effort when working collectively than when working individually.


Managing Groups and Teams for High PerformanceSocial loafingThe human tendency to put forth less effort in a group than individually.Results in possibly lower group performance and failure to attain group goals


Managing Groups and Teams for High Performance

Reducing social loafing:

Make individual efforts identifiable and accountable.Emphasize the valuable contributions of individual members.Keep group size at an appropriate level.


Three Ways to Reduce Social Loafing


Group Structure - StatusGroup Member StatusStatusA socially defined position or rank given to groups or group members by others.


Group Structure - CompositionGroup DemographyThe 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.CohortsIndividuals who, as part of a group, hold a common attribute.


Most group activities require a variety of skills and knowledge. Research studies show that heterogeneous groups are likely to perform more effectively.

Composition of a Group


Forming GroupsHomogeneous vs. HeterogeneousYour ClassHomogeneous GroupsHeterogeneous GroupsStudentSelectedInstructorSelectedCourtesy of Hal White


What Aspects of Heterogeneity are Important for You?Age?Gender?Skills?Academic Record?Personality Type?Learning Style?Ethnicity?Major?


Group Structure - CohesivenessIncreasing group cohesiveness:Make the group smaller.Encourage agreement with group goals.Increase time members spend together.Increase group status and admission difficultly.Stimulate competition with other groups.Give rewards to the group, not individuals.Physically isolate the group.CohesivenessDegree to which group members are attracted to each other and are motivated to stay in the group.


Group CohesivenessThe degree to which members are attracted to their groupThree major consequencesLevel of participationLevel of conformity to group normsEmphasis on group goal accomplishment


Sources and Consequences of Group CohesivenessFigure 15.6


Factors Leading to Group Cohesiveness


Factor

Group Size

Smaller groups allow for high cohesiveness; Low cohesiveness groups with many members can benefit from splitting into two groups.

Managed Diversity

Diverse groups often come up with better solutions.

Group Identity

Encouraging a group to adopt a unique identity and engage in competition with others can increase cohesiveness.

Success

Cohesiveness increases with success; finding ways for a group to have some small successes increases cohesiveness.

Group Cohesive ness- Causes and consequencesInteractionThreatSeverity of initiationCo-operationShared goalsAttitude and valuesSizePositiveIncreased moraleHigh productivityBetter communicationConformity and influences

NegativeGroup thinkLower productivity

Group Cohesiveness


Effects of Group CohesionAdapted from Exhibit 13.6: Effects of High Levels of Group Cohesion


Approches to increase cohesiveness (308)Emphasis on task accomplishmentParticipative managementIntergroup competitionDisband the groups


Characteristics of Groupsand Teams (contd)Consequences of CohesivenessThe interaction between cohesiveness and performance normsThe best situation is high cohesiveness combined with high performanceFigure 19.4


What Is a Team?Work TeamA group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills.


Why Have Teams Become So Popular?

Great way to use employee talentsTeams are more flexible and responsive to changes in the environmentCan quickly assemble, deploy, refocus, and disbandFacilitate employee involvementIncrease employee participation in decision makingDemocratize an organization and increase motivationNote: teams are not ALWAYS effective 2009 Prentice-Hall Inc. All rights reserved.10-*


Differences between Groups and Teams

Work GroupA group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibilityNo joint effort requiredWork TeamGenerates positive synergy through coordinated effort. The individual efforts result in a performance that is greater than the sum of the individual inputs

2009 Prentice-Hall Inc. All rights reserved.10-*


Exhibit 1511Characteristics of Effective Teams


Types of TeamsProblem-Solving TeamsGroups 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 environmentSelf-Managed Work TeamsGroups of 10 to 15 people who take on the responsibilities of their former supervisors

2009 Prentice-Hall Inc. All rights reserved.10-*See E X H I B I T 10-2


More Types of TeamsCross-Functional TeamsEmployees from about the same hierarchical level, but from different work areas, who come together to accomplish a task

Very commonTask forcesCommittees



A Final Type of TeamVirtual TeamsTeams that use computer technology to tie together physically dispersed members in order to achieve a common goalCharacteristicsLimited socializingThe ability to overcome time and space constraintsTo be effective, needs:Trust among membersClose monitoringTo be publicized



A Team-Effectiveness Model 2009 Prentice-Hall Inc. All rights reserved.10-* 2007 Prentice Hall Inc. All rights reserved.E X H I B I T 10-3Caveat 1: This is a general guide only.Caveat 2: The model assumes that teamwork is preferable to individual work.


Key Components of Effective TeamsContextCompositionWork DesignProcess Variables


Creating Effective Teams: ContextAdequate ResourcesNeed the tools to complete the jobEffective Leadership and StructureAgreeing to the specifics of work and how the team fits together to integrate individual skillsEven self-managed teams need leadersLeadership especially important in multi-team systemsClimate of TrustMembers must trust each other and the leaderPerformance and Rewards Systems that Reflect Team ContributionsCannot just be based on individual effort


Creating Effective Teams: CompositionAbilities of MembersNeed technical expertise, problem-solving, decision-making, and good interpersonal skillsPersonality of MembersConscientiousness, openness to experience, and agreeableness all relate to team performanceAllocating Roles and DiversityMany necessary roles must be filledDiversity can often lead to lower performanceSize of TeamThe smaller the better: 5 to 9 is optimalMembers Preference for TeamworkDo the members want to be on teams?


Key Roles On TeamsE X H I B I T 10-4


Creating Effective Teams: Work Design

Freedom and AutonomyAbility to work independentlySkill Variety Ability to use different skills and talentsTask IdentityAbility to complete a whole and identifiable task or productTask SignificanceWorking on a task or project that has a substantial impact on others



Current Challenges in Managing TeamsGetting employees to:Cooperate with othersShare informationConfront differencesSublimate personal interest for the greater good of the team


Creating Effective Teams: ProcessCommitment to a Common PurposeCreate a common purpose that provides directionHave reflexivity: willing to adjust plan if necessaryEstablishment of Specific Team GoalsMust be specific, measurable, realistic, and challengingTeam EfficacyTeam believes in its ability to succeedMental ModelsHave an accurate and common mental map of how the work gets doneA Managed Level of ConflictTask conflicts are helpful; interpersonal conflicts are notMinimized Social LoafingTeam holds itself accountable both individually and as a team 2009 Prentice-Hall Inc. All rights reserved.10-*E X H I B I T 10-5


Turning Individuals into Team PlayersSelectionMake team skills one of the interpersonal skills in the hiring process.TrainingIndividualistic people can learnRewardsRework the reward system to encourage cooperative efforts rather than competitive (individual) onesContinue to recognize individual contributions while still emphasizing the importance of teamwork 2009 Prentice-Hall Inc. All rights reserved.10-*


Group TasksDecision-makingLarge groups facilitate the pooling of information about complex tasks.Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks.Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.


Group Decision MakingStrengthsMore complete informationIncreased diversity of viewsHigher quality of decisions (more accuracy)Increased acceptance of solutionsWeaknessesMore time consuming (slower)Increased pressure to conformDomination by one or a few membersAmbiguous responsibility


Group Decision Making (contd)Group-thinkPhenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action.Group-shiftA change in decision risk between the groups decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk.


Symptoms Of The Groupthink Phenomenon Group members rationalize any resistance to the assumptions they have made.Members apply direct pressures on those who express doubts about shared views or who question the alternative favored by the majority.Members who have doubts or differing points of view keep silent about misgivings.There appears to be an illusion of unanimity.


Group Decision-Making TechniquesInteracting GroupsTypical groups, in which the members interact with each other face-to-face.Nominal Group TechniqueA group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion.


Group Decision-Making TechniquesElectronic MeetingA meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.BrainstormingAn idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives.


Conclusion... Group behavior measures the immeasurable." Although most humans are by nature social creatures, cooperative group work is not something that comes without effort. Such group activities require that a sense of trust be built between members, as well as a feeling of shared responsibility. This means a responsibility to carry your own weight in the group, as well as a responsibility to all of the other members of the group.


Group DynamicsGroup Dynamics are the forces operating in groups that affect the way members work together.

From the system perspective Group dynamics are the processes through which inputs are transformed into outputs.


Group DynamicsGroup Dynamics describes how a group should be organized and conducted.

It consists of set of techniques, Role Playing, training, transactional analysis.

Group Dynamics is viewed from the perspective of internal nature of groups:

How they are formed;Why groups are formed;What are their structure and processes, andHow they affect individual members, other groups , and the organization.

History of Group Dynamics: Late 19th Century & LeBonStudy of groups began in late 1800s

Roots in psychology and sociology

Collective mind (LeBon)ContagionIn a crowd every sentiment and act is contagious, and contagious to such a degree that an individual readily sacrifices his personal interest to the collective interest


Psychological PerspectiveSocial facilitationTriplett (1898)Noticed bicyclists performed better when riding with others

Study with children performing simple task either alone or with others.Results:Children performed better when in the presence of others compared to when alone

Kurt LewinThere is no more magic behind the fact that groups have properties of their own, which are different than the properties of their subgroups or their individual members, than behind the fact that molecules have properties which are different from the properties of the atoms or ions of which they are composed. -Lewin

Groups could be studied scientifically

Field theoryB = f (P, E)Lifespace

Research Center for Group DynamicsAdapted experimentation to the problems of group life


Team performance; effects of victory and failure; cohesion and performanceSports and RecreationSelf and society; influence of norms on behavior; role relations; devianceSociologyTeam approaches to treatment; family counseling; groups and adjustmentSocial WorkPersonality and group behavior; problem solving; perceptions of other people; motivation; conflictPsychologyLeadership; intergroup and international relations; political influence; powerPolitical ScienceClassroom groups; team teaching; class composition and educational outcomesEducationOrganization of law enforcement agencies; gangs; jury deliberationsCriminal JusticeInformation transmission in groups; discussion; decision making; problems in communication; networksCommunicationTherapeutic change through groups; sensitivity training; training groups; self-help groups; group psychotherapyClinical/Counseling PsychologyWork motivation; productivity; team building; goal setting; focus groupsBusiness and IndustryGroups in cross-cultural contexts; societal change; social and collective identitiesAnthropologyTopicsDisciplineFields contributing toward scientific study of group dynamic


Lewin, Lippit & White ( understanding individual behavior in group)Groups of 10- and 11-year- old boys to meet after school to work on various hobbies.

Each group included a man who adopted one of three leadership stylesAutocratic, democratic, or laissez-faireResults:Autocratic: worked more only when leader watched; more hostileDemocratic: worked even when leader leftLaissez-faire: Worked the least


There is nothing so practical as a good theoryLewin: Theoretical and applied research should go hand in hand

TheoryPractice


Rodney Dangerfield EraExperimental model- trying to gain respect

Study of small groups, in the lab, with undergraduates, manipulating one factorCause-effect

Research in the 60s and 70sConformityGroup polarizationHelpingSocial facilitationGroup aggression


Sociological PerspectiveIn 1950s sociologists looked at groups as miniature social systems

Forefathers of sociological thought:DurkheimCooleyMead

New Measurement techniques:SociometryInteraction Process Analysis


Todays Group DynamicsToday, research is conducted by a variety of disciplinesPsychologists, communication researchers, social workers, sociologists

Today group dynamics researchers use a variety of research methodsMuch research focuses on real world groups



****Exhibit 13.6 has limited animation, only two mouse clicks are required. Positive effects emerge as a group on the first mouse click, and negative effects on the second. It may be necessary to remind students that these are the effects of high or low group cohesiveness, not the effects of being in a group. That is, some students will think the negative effects (especially) always happen to groups (as a result of their participation in a bad groupperhaps a class group project), whereas others with think that positive effects always occur, regardless of cohesiveness.

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