Groups 2012
-
Upload
ishaan-sharma -
Category
Documents
-
view
212 -
download
0
Transcript of Groups 2012
-
7/28/2019 Groups 2012
1/13
Groups Dr. M Chaudhuri 1
Foundations of Group Behaviour
A group is defined as two or more individuals,interacting and interdependent, who have cometogether to achieve particular objectives.
Kinds of GroupsFormal group work group defined byorganizations structure, with designated workassignments establishing tasks
Informal group alliances neither formallystructured nor organizationally determined, appearsin response to the need for social contact
-
7/28/2019 Groups 2012
2/13
Kinds of GroupsCommand group group reporting directly to amanager
Task group group working together to complete a
job taskInterest group group working together to attain aspecific objective with which each individual isconcerned
Friendship group group brought togetherbecause they share one or more commoncharacteristics
Groups Dr. M Chaudhuri 2
-
7/28/2019 Groups 2012
3/13
Stages of Group Development
Forming Uncertainty about purpose, structure, and leadership.
Finally members begin to consider themselves as part of the group Storming Intragroup conflict; resistance to constraints imposed
by group on individuality; who will control the group? Finally ahierarchy of leadership develops within the group
Norming Close relationships, cohesiveness and group identity.
Finally the group structure solidifies and there is a common set ofexpectations of what defines correct member behaviour
Performing Structure fully functional and accepted. Fromgetting to know and understand each other to performing the taskat hand
Adjourning Attention directed at wrapping up activities ratherthan task performance. Responses of group members?
Groups Dr. M Chaudhuri 3
-
7/28/2019 Groups 2012
4/13
Punctuated-Equilibrium Model
For temporary groups with deadlines: The first meeting sets the groups direction patterns and
assumptions emerge
The first phase of group activity is one of inertia not capable of
acting on new insights Transition occurs when half the allotted time has passed midlife
crisis, awareness that time is limited and they need to get moving
Transition initiates major changes dropping old patterns,adopting new perspectives and strategies
A second phase of inertia follows the transition execution ofrevised plans
The last meeting is characterized by markedly accelerated activityto finish the work
Groups Dr. M Chaudhuri 4
-
7/28/2019 Groups 2012
5/13
External Conditions Imposed on Groups
Organizations Strategy reduce cost, improve quality, expand
market, shrink operations, etc. Authority Structures hierarchy, leaders, decision making
authority
Formal Regulations rules, procedures, policies, job
descriptions, etc. Resources time, money, raw materials, equipment, and
human resources in terms of knowledge, skills, abilities, etc.
Selection Process who will be part of that particular group
Performance Evaluation and Reward System Organizations Culture standards and values that the
organization holds dearest
Physical Work Setting work space, physical layout,illumination, noise, etc.
Groups Dr. M Chaudhuri 5
-
7/28/2019 Groups 2012
6/13
Group Structure
Formal Leadership
Roles A set of expected behaviour patterns attributed tosomeone occupying a given position in a social unit.
Role identity Certain attitudes and behaviours consistentwith the role.
Role perception An individuals view of how he/she issupposed to act in a given situation.
Role expectations How others believe a person should actin a given situation.
Psychological contract An unwritten agreement that setsout what management expects from
the employee and vice versa.
Role conflict A situation in which an individual is confrontedby divergent role expectations.
Groups Dr. M Chaudhuri 6
-
7/28/2019 Groups 2012
7/13
Group Structure (contd.) Norms Acceptable standards of behaviour within a group
that are shared by the groups members. Common classes of norms
Performance norms
Appearance norms
Social arrangement norms Allocation of resources norms
Conformity Adjusting ones behaviour to align with thenorms of the reference group to which they belong.
Deviant Workplace Behaviour Antisocial actions byorganizational members that intentionally violateestablished norms and that result in negativeconsequences for the organization, its members, or both.
Groups Dr. M Chaudhuri 7
-
7/28/2019 Groups 2012
8/13
Group Structure (contd.) Status A socially defined position or rank given to groups or
group members by others. Status and Norms Status and Group Interaction Status Equity Status and culture
Size Large groups (12-15 members) are good for gaining diverseinputs, e.g. fact finding.
Small groups (6-8 members) are more effective for taking action. Social loafing The tendency for individuals to expend less
effort when working collectively than when working individually(diminishing returns on productivity).
Thus, individual efforts should be identified. Groups with an odd number of members are preferable over
those with an even number.
Groups Dr. M Chaudhuri 8
-
7/28/2019 Groups 2012
9/13
Group Structure (contd.)
Composition
Heterogeneous groups would have a variety of abilities andinformation and should be more effective. Diversity promotesconflict, which stimulates creativity and leads to improveddecision making.
Large differences within a single group will lead to turnover.
Cohesiveness the degree to which the group members areattracted to each other and are motivated to stay in the group.Cohesiveness can be increased by the following:
Make the group smaller Encourage agreement with group goals Increase the time members spend together Increase the status and perceived difficulty of attaining membership Stimulate competition with other groups Reward the group rather than individual members Physically isolate the group
Groups Dr. M Chaudhuri 9
-
7/28/2019 Groups 2012
10/13
Relationship Between Group Cohesiveness, Performance
Norms and Productivity
Groups Dr. M Chaudhuri 10
-
7/28/2019 Groups 2012
11/13
Group Processes
+ - =
Synergy
An action of two or more substances that results in aneffect that is different from the individual summation of thesubstances.
Social Facilitation / Inhibition Effect
The tendency for performance to improve or decline inresponse to the presence of others.
Groups Dr. M Chaudhuri 11
Potential group
effectiveness
Process
gains
Process
losses
Actual group
effectiveness
-
7/28/2019 Groups 2012
12/13
Group Decision Making
Strengths
More complete information and knowledge
Increased diversity of views
Higher quality decisions
Increased acceptance of a solution
Weaknesses Time consuming
Conformity pressures
Domination by one or few members
Ambiguous responsibility
Effectiveness and Efficiency More accurate
More creative
More Acceptable
Groups Dr. M Chaudhuri 12
-
7/28/2019 Groups 2012
13/13
Brainstorming
An idea-generation process that specifically encouragesany and all alternatives, while withholding any criticism ofthose alternatives.
Groupthink
A phenomenon in which the norm for consensusoverrides the realistic appraisal of alternative courses ofaction.
Groupshift
A change in decision risk between the groups decisionand the individual decision that members within the group
would make. It can be either toward conservatism or greaterrisk.
Groups Dr. M Chaudhuri 13