This document discusses group behavior and dynamics. It defines groups and classifies them into formal, informal, command, task, interest and friendship groups. It also discusses why people join groups, including for security, status, self-esteem, affiliation, power and goal achievement. The document then covers group structure and dynamics, including roles, norms, status, size, cohesiveness and diversity. It discusses models of group development and decision-making techniques used by groups.
This document discusses group behavior and dynamics. It defines groups and classifies them into formal, informal, command, task, interest and friendship groups. It also discusses why people join groups, including for security, status, self-esteem, affiliation, power and goal achievement. The document then covers group structure and dynamics, including roles, norms, status, size, cohesiveness and diversity. It discusses models of group development and decision-making techniques used by groups.
This document discusses group behavior and dynamics. It defines groups and classifies them into formal, informal, command, task, interest and friendship groups. It also discusses why people join groups, including for security, status, self-esteem, affiliation, power and goal achievement. The document then covers group structure and dynamics, including roles, norms, status, size, cohesiveness and diversity. It discusses models of group development and decision-making techniques used by groups.
This document discusses group behavior and dynamics. It defines groups and classifies them into formal, informal, command, task, interest and friendship groups. It also discusses why people join groups, including for security, status, self-esteem, affiliation, power and goal achievement. The document then covers group structure and dynamics, including roles, norms, status, size, cohesiveness and diversity. It discusses models of group development and decision-making techniques used by groups.
Defining and Classifying Groups Group(s) Two or more individuals interacting and interdependent, who have come together to achieve particular objectives. Formal Group A designated work group defined by the organization’s structure. Informal Group A group that is neither formally structured nor organizationally determined; appears in response to the need for social contact. Monday, 18 November 2019 Dr. Ajith Sundaram 2 Why People Join Groups Security Status Self-esteem Affiliation Power Goal Achievement
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Defining and Classifying Groups Command Group A group composed of the individuals who report directly to a given manager. Task Group Those working together to complete a job or task.
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Defining and Classifying Groups 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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Group Formation and Development
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Stages of group development / formation
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The Five-Stage Model of Group Development Forming 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. Monday, 18 November 2019 Dr. Ajith Sundaram 8 The Five-Stage Model of Group Development Performing Stage The fourth stage in group development, when the group is fully functional. Adjourning Stage The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.
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An Alternative Model: Temporary Groups with Deadlines Punctuated-Equilibrium Model Temporary groups go through transitions between inertia and activity.
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An Alternative Model: Temporary Groups with Deadlines Sequence of actions: Setting group direction First phase of inertia Half-way point transition Major changes Second phase of inertia Accelerated activity
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Group Structure/ Dynamics
Dr. Ajith Sundaram
Group Structure/ Dynamics Role Norm Status Size Cohesiveness Diversity
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Group Structure - Roles Role(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 individual’s view of how he or she is supposed to act in a given situation.
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Monday, 18 November 2019 Dr. Ajith Sundaram 15 Group Structure - Roles (cont’d) Role Expectations How others believe a person should act in a given situation. Psychological Contract An unwritten agreement that sets out what management expects from the employee and vice versa. Role Conflict A situation in which an individual is confronted by divergent role expectations. Philip Zimbardo’s Prison Experiment Monday, 18 November 2019 Dr. Ajith Sundaram 16 Group Structure - Norms Norms- Acceptable standards of behavior within a group that are shared by the group’s members. Norms can be prescriptive, proscriptive, descriptive and injuctive. Classes of Norms: Performance norms Appearance norms Social arrangement norms Allocation of resources norms
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The Hawthorne Studies A series of studies undertaken by Elton Mayo at Western Electric Company’s 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.
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Group Structure - Norms (cont’d) Conformity Adjusting one’s behavior to align with the norms of the group. (Solomon Asch’s conformity experiment) 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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Group Structure - Norms (cont’d) Deviant Workplace Behavior Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both.
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Group Structure - Status Status A socially defined position or rank given to groups or group members by others.
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Group Structure - Size Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually.
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Group Structure - Size Other conclusions: Odd number groups do better than even. Groups of 7 or 9 perform better overall than larger or smaller groups.
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Group Structure - Composition Group Demography The 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. Cohorts Individuals who, as part of a group, hold a common attribute.
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Group Structure - Cohesiveness Cohesiveness Degree to which group members are attracted to each other and are motivated to stay in the group.
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Group Structure - Cohesiveness Increasing 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.
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Group Tasks Decision-making Large 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.
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Group Decision Making Strengths More complete information Increased diversity of views Higher quality of decisions (more accuracy) Increased acceptance of solutions
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Group Decision Making Weaknesses More time consuming (slower) Increased pressure to conform Domination by one or a few members Ambiguous responsibility
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Group Decision Making (cont’d) Groupthink Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action. (conformity/higher in groups with clear identity- reduce group size beyond 10/ participation/ devil’s advocate)
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Group Decision Making (cont’d) Groupshift A change in decision risk between the group’s decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk.
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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.
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Group Decision-Making Techniques Interacting Groups Typical groups, in which the members interact with each other face-to-face. Nominal Group Technique A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion.
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Group Decision-Making Techniques Brainstorming An idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives. Electronic Meeting A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.
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Monday, 18 November 2019 Dr. Ajith Sundaram 35 Groups versus Teams All teams are groups Some groups are just people assembled together Teams have task interdependence whereas some groups do not (eg group of employees enjoying lunch together)
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GROUPS Vs. TEAMS
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Types of teams Permanent teams team-based departments team-based organisation quality circles Temporary teams task forces temporary teams that investigate a problem
skunkworks formed spontaneously, using borrowed resources, to develop products or solve problems
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Virtual teams Cross-functional teams that operate across space, time and organisational boundaries using information technology Increasingly possible because of technology knowledge-based work Increasingly necessary because of globalisation knowledge management need for team work
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Problem-Solving Teams Groups 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 environment.
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Cross-Functional Teams Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.
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Various teams based on basic characteristic
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Team effectiveness model
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Team design elements Task characteristics better when tasks are clear, easy to implement task interdependence share common inputs, processes or outcomes Team size smaller teams are better but large enough to accomplish task Team composition members motivated/competent to perform task in a team environment team diversity
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Homogeneous vs Heterogeneous Teams
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Stages of team development
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Team Norms Informal rules and expectations a team establishes to regulate member behaviours Norms develop through explicit statements critical events in team’s history initial team experiences beliefs/values members bring to the team
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Changing team Norms Introduce norms when forming teams Select members with preferred norms Discuss counterproductive norms Reward behaviours representing desired norms Disband teams with dysfunctional norms
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Causes of team cohesiveness
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Interpersonal skills needed for an effective team member Advocating skills: persuading Inquiring skills: listening effectively and deciding based on facts and interpret / arrive at solutions Stress management skills: managing stress resulting from team forces Skill of sharing responsibility: aligning personal and team objectives
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Interpersonal skills needed for an effective team member Leadership skills: understanding one’s roles in guiding the team and achieving success Skill of valuing diversity: acceptance and taking advantage of people differences Self-awareness skills: willingness to criticize and get criticized constructively
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Class Exercise How many groups do you belong to? Why are you in these groups? (each group might have different reasons, list all possible reasons) In which group are the members closest?/Which least connected? In which group will you speak openly/ which will you be more silent?
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Class Exercise Examine any two significant groups from your list and note down: Size/ & how many years since you became a member Objective of the group and for your presence Nature of the group (the flavor, predominant feeling) Your position and behaviour in the group Some don’ts in this group Some encouraged behaviour in this group