Unit 2 part II

GROUP
DYNAMICS
 Unit Contents
2

5.1 The meaning and importance of groups

5.1.1 Classification of groups
5.1.2 Stages of group development

5.2 Group cohesiveness and performance

5.3 Understanding work teams

 Group dynamics
3

 Group dynamics is the study of groups, and also a

general term for group processes.
 Relevant to the fields of psychology, sociology, and
communication studies, a group is two or more individuals
who are connected to each other by social relationships.
 Because they interact and influence each other, groups
develop a number of dynamic processes that separate
them from a random collection of individuals.
 These processes include norms, roles, relations,
development, need to belong, social influence, and
effects on behavior.
 The field of group dynamics is primarily concerned with
small group behavior.
 Dimensions of group process
4

 Some of the aspects of group process that a process

consultant would look at include:
1. Patterns of communication and coordination
2. Patterns of influence
3. Roles / relationship
4. Patterns of dominance (e.g. who leads, who defers)
5. Balance of task focus vs. social focus
6. Level of group effectiveness
7. How conflict is handled
 Definition
5

 Schein (1988) defines the group in

psychological terms as any number of
people who:
1. Interact will one another
2. Are psychological aware of one
another and
3. Perceive themselves to be a group.
 Definition cont’d …
6

 Robbins (2003) also defines a group

as two or more individuals
interacting and interdependent who
come together to achieve particular
objectives.
 Cont’d …
7

 Another useful way of defining a work group is a

collection of people who share most, if not all of the
following characteristics:
 a definable membership
 group consciousness
 a sense of shared purpose
 interdependence
 interaction
 Group Dynamics
8

Effective group dynamics requires

 Respect for one another
 Clearly articulated shared goals
 Frequent interaction
 Shared decision-making power (with or without
a formally designated leader)
 Equitably divided tasks
 Shared responsibility for mistakes and successes
 Free expression of opinions, perspectives, &
constructive criticism
 Respect
9

 Without respect, you do not have a team, but simply a

collection of individuals working on individual tasks.

 You express respect by

• Listening carefully to others
• Recognizing the strengths and limitations of others
• Acknowledging accomplishments of others
• Honest communication
 Setting Group Goals
10

 Professional goals
Design on-time and within budget, effective
documentation, satisfied customers, etc.
 Personal goals
Develop leadership skills, improve public speaking
skills, learn new technical skills, etc.
 Social goals
Betterment of society, assistive devices for the
disabled, create employment, etc.
 Group Interaction
11

 Frequent (weekly) group meetings to

discuss various technical and project-
oriented issues.

 Often, well-functioning groups

will also meet socially.
 Importance of
12 Group
 Groups are an essential feature of the work pattern of any
organization.
 Members of a group must co-operate in order for work to
be carried out and managers themselves will work within
these groups.
 People in groups influence each other in many ways and
groups may develop their own hierarchies and leaders.
 Group pressures can make a major influence over the
behavior of individual members and their work performance.
 The activities of the group are associated with the process of
leadership.
 The style of leadership adopted by the manager has an
important influence on the behavior of members of the
group.
 Cont’d …
13

 The classical approach to organization and management

tended to ignore the importance of groups and the social
factors at work.
 The human relations approach, however, gave recognition
to the work organization as a social organization and to
the importance of the group, and group values and
norms in influencing behavior at work.
 The behavior of individuals in groups is something more
than the sum total of each acting in his or her own way.
 Work is a group based activity and if the organization is
to function effectively it requires good team work.
 Classification of Groups
14

 Groups can be either formal or informal.

 By formal, we mean defined by the organization's
structure, with designated work assignments
establishing tasks and work groups.
 In formal groups, the behaviors that one should engage in are
stipulated by and directed toward organizational goals.
 In contrast, informal groups are alliances that are neither
formally structured nor organizationally determined.
 These groups are natural formations in the work environment,
which appear in response to the need for social contact.
 Cont’d …
15

 It is possible to sub classify groups further as

command, task, interest, or friendship groups.
 Command and task groups are dictated by the formal
organization. Whereas interest and friendship groups are
informal alliances.
 The command group is determined by the organization chart.
It is composed of the subordinates who report directly to a
given manager.
 Task groups, also organizationally determined, represent those
working together to complete a job task.
 Cont’d …
16

 However, a task group's boundaries are not limited to

its immediate hierarchical superior. It can cross
command relationships.
 It should be noted that all command groups are also task
groups, but because task groups can cut across the
organization, the reverse need not be true.

 This is an interest group. Employees who band

together to support a peer who has been fired, or to
seek increased fringe benefits represent the formation
of a united body to further their common interest.
 Cont’d …
17

 Groups often develop because the individual

members have one or more common characteristics.
We call these formations friendship groups Social
allegiances

 Informal groups provide a very important service by

satisfy their members' social needs.
 Why do people join groups?
18

 There is no single reason why individuals join groups. Since

most people belong to a number of groups, it is obvious that
different groups provide different benefits to their members.

 The most popular reasons for joining a groups are

related to our needs for security, status,
interaction, power and goal achievement.

Security
 "There's strength in numbers," By joining a group, we can
reduce the insecurity of "standing alone" __ we feel stronger,
have fewer self-doubts and are more resistant to threats.
 Cont’d …
19

Status and self-esteem

 Group membership means "I'm somebody." It can
fulfill extrinsic needs by giving an individual status
and recognition.
 Many employees in organizations place a high value
on meeting their esteem needs and look to
membership in both formal and informal groups for
satisfaction of these needs.
 Groups can also fulfill intrinsic needs. Our self-
esteem is bolstered when we are accepted by a
highly valued group.
 Cont’d …
20

Interaction and Affiliation

 People enjoy the regular interaction that comes with
group membership.
 For many people, these on the job interactions are
their primary source for fulfilling their needs for
affiliation.
 For almost all people, work groups significantly
contribute to fulfilling their needs for friendships and
social relations.
 Cont’d …
21

Power
 One of the appealing aspects of groups is that they
represent power. What often cannot be achieved
individually becomes possible through group action.
 Of course, this power may not be sought only to make
demands on others. It may be desired merely as a counter
measure.
 In order to protect themselves from unreasonable
demands by management, individuals may align with
others.
 Cont’d …
22

Goal Achievement
 Task group are created to achieve a goal that would
be considerably more difficult if pursued by a single
person.

 There are times when it takes more than one person

to accomplish a particular task-there is a need to pool
talents, knowledge, or power in order to get a job
completed.
 Stages of Group Development
23

 Group development is a dynamic process. Most groups are

in a continual state of change.
 But just because groups probably never reach complete
stability doesn't mean that there isn't some general pattern
that describes how most groups evolve.
 There is strong evidence that groups pass through a
standard sequence of five stages. [Tuckman (1965)].
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
 Group Structure
24

 A basic understanding of group structure can be

found in three concepts:-
 roles,
 norms, and
 status.

 If you expect to be able to analyze groups, you are

going to have to feel comfortable with these concepts
and understand the theory that underlies them.
 Roles
25

 All group members are actors, each playing a role.

By this term, we mean a set of expected behavior
patterns attributed to someone occupying a given
position in a social unit.
 The understanding of role behavior would be
dramatically simplified if each of us chose one role
and "played it out" regularly and consistently.
 Unfortunately, we are required to play a number of
diverse roles, both on and off our jobs.
 Roles Cont’d …
26

 When an individual is confronted by divergent role

expectations, the result is role conflict.

 It exists when an individual finds that compliance

with one role requirement may make more difficult
the compliance with another.
 At the extreme it would include situations in which two
or more role expectations are mutually contradictory.
 Roles Cont’d …
27

 In addition, it can be helpful to look at the concept of roles

through the perspective of the psychological contract.
 There is an unwritten agreement that exists between
employees and their employer.

 This psychological contract sets out mutual expectations -

what management expects from workers and vice versa.
 For instance, management is expected to treat employees justly,
provide acceptable working conditions, clearly communicate what is a
fair day's work, and give feedback on how well the employee is doing.

 Employees are expected to respond by demonstrating a good attitude,

following directions, and showing loyalty to the organization.
 Roles Cont’d …
28

 On the basis of decades of role research, we can

make the following conclusions:
 People play multiple roles
 People learn roles from the stimuli around them-friends,
books, movies, television.
 People have the ability to shift roles rapidly when they
recognize that the situation and its demands clearly
require major changes.
 People often experience role conflict when compliance
with one role requirement is at odds with another.
 Norms
29

 Did you ever notice that employees don't criticize

their bosses in public? This is because of norms.
 That is, there are acceptable standards of
behavior within a group that are shared by the
group's members.

 Each group will establish its own set of norms.

 For instance, group norms might determine appropriate
dress, when it's acceptable to goof off, with whom group
members eat lunch, and friendship on and off the job.
 Norms Cont’d …
30

 However, probably the most widespread norms and the ones

with which managers tend to be most concerned deal with
performance-related processes.
 Work groups typically provide their members with explicit
cues on how hard they should work, how to get the job done,
their level of output, appropriate communication channels,
and the like.
 A key point to remember about norms is that groups exert
pressure on members to bring members' behavior into
conformity with the groups standards.
 If people in the group violate its norms, expect group
members to act to correct or even punish the violation.
 Status
31

 Status-that is, a socially defined position or rank given to

groups or group members by others-permeates every society.
 Despite many attempts, we have made little progress toward a
classless society.
 Even the smallest group will develop roles, rights, and rituals
to differentiate its members.
 Status is an important factor in understanding human behavior
because it is a significant motivator and has major behavioral
consequences
 when individuals perceive a disparity between what they believe
their status to be and what others perceive it to be.
 UNIT 2
32

GROUP
COHESIVENESS
AND
PERFORMANCE
 Group cohesiveness and performance
33

 Social interaction is a natural feature of human behavior but

ensuring harmonious working relationship and effective
teamwork is not an easy task.
 The manager's main concern is that members of a work group
co-operate in order to achieve the results expected of them.
 Cohesive groups may result in:
 greater interaction between members,
 mutual help and social satisfaction,
 lower turnover and absenteeism and
 often higher production.
 Cont’d …
34

 Membership of a cohesive groups:

 can be a rewarding experience for the individual,
 can contribute to the promotion of morale and
 aid the release of creativity and energy.

 Members of a high morale group are more likely to think of

themselves as a group and work together effectively.
 Strong and cohesive work groups can, therefore, have
beneficial effects for the organization.
 Factors Affecting Cohesiveness
35

 In order to develop the effectiveness of work groups

the manager will be concerned:
 with those factors that contribute to group
cohesiveness, or
 that may cause frustration or disruption to the
operation of the group.

 The manager needs to consider, therefore, both the

needs of individual members of staff, and the
promotion of a high level of group identity and
cohesion.
 Factors cont’d …
36

 There are many factors which affects group

cohesiveness and performance, which can be
summarized under four broad headings:
1. Membership
2. Work Environment
3. Organizational factors
4. Group Development and Maturity
 Membership
37

(a) Size of the Group

 As a group increases in size, problems arise with
communications and co-ordination.
 When a group becomes too large it may split into
smaller units and friction may develop between the
sub-groups.
 Much will depend upon other variables, but it seems
to be generally accepted that cohesiveness becomes
more difficult to achieve when a group exceeds 10-
12 members.
 Cont’d …
38

 Beyond this size the group tends to split into sub-

groups. A figure of between five and seven is often
quoted as an apparent optimum size for full
participation within the group.

 One particular feature of size is the concept of social

loafing and the 'Ringlemann effect' which is the
tendency for individuals to expend less effort when
working as a member of a group than as an
individual.
 Cont’d …
39

(b) Compatibility of the members

 The more homogeneous the group in terms of such features as
shared backgrounds, interests, attitudes and values of its
members, the easier it is usually to promote cohesiveness.
 Variations in other individual difference, such as the
personally or skills of members, may serve to complement
each other and help make for a cohesive group.
 On the other hand, such differences may be the cause of
disruption and conflict. Conflict can also arise on a
homogeneous group where members are in competition with
each other.
 Cont’d …
40

(c) Performance of group members

 Group spirit and relationships take time to develop.

 Cohesiveness is more likely when members of a

group are together for a reasonable length of time,
and changes occur only slowly.

 A frequent turnover of members is likely to have an

adverse effect on morale, and on the cohesiveness of
the group.
 Work Environment
41

a) The nature of the task

 Where workers are involved in similar work, share a
common task, or face the same problems, this may
assist cohesiveness.

 The nature of the task may serve to bring people

together when it is necessary for them to
communicate and interact regularly with each other
in the performance of their duties.
 Cont’d …
42

 Even if members of a group normally work at different

locations they may still experience a feeling of cohesiveness if
the nature of the task requires frequent communication and
interaction
 for example, security guards patrolling separate areas who
need to check with each other on a regular basis.

 However, where the task demands a series of relatively

separate operations or discrete activities
 for example, on a machine-paced assembly line it is more
difficult to develop cohesiveness.
 Cont’d …
43

b) Physical setting
 Where members of a group work in the same location or in
close physical proximity to each other this will generally help
cohesiveness.
 However, this is not always the case
 for example, in large open-plan offices staff often tend to
segregate themselves from colleagues and create barriers
by the strategy sitting of such items as filling cabinets,
bookcases or indoor plants.
 The size of the office and the number of the staff in it are of
course, important consideration in this case. Isolation from
other groups of workers will also tend to build cohesiveness.
 This often applies, for example to a smaller number of
workers on a night shift.
 Cont’d …
44

c) Communications
 The more easily members can communicate freely with
each other, the greater the likelihood of group
cohesiveness.
 Communications are affected by the work environment,
by the nature of the task, and by technology.
 Even when opportunities exist for interaction with
colleagues, physical conditions may limit effective
communication.
 Restrictions on opportunities for social interaction can
hamper internal group unity.
 Cont’d …
45

d) Technology
 We can see that the nature of technology and the manner in
which work is carried out has an important effect on
cohesiveness and relates closely to the nature of the task,
physical setting and communications.
 Where the nature of the work process involves a craft or skill-
based 'technology' there is a higher likelihood of group
cohesiveness.
 However, as mentioned earlier with machine-paced assembly
line work it is more difficult to develop cohesiveness.
 Organizational factors
46

a) Management and leadership

 The form of management and style of leadership
adopted will influence the relationship between the
group and the organization and is a major determinant
of group cohesiveness.
 In general terms, cohesiveness will be affected by such things
as:
 the manner in which the manager gives guidance and
encouragement to the group offers help and support,
 provides opportunities for participation,
 attempts to resolve conflicts, and
 gives attention to both employee relationship and task
problems.
 Cont’d …
47

b) Personnel policies and procedures

 Harmony and cohesiveness within the group are
more likely to be achieved if personnel policies and
procedures are well developed, and perceived to be
equitable with fair treatment for all members.
 Attention should be given to the effects that appraisal
systems, discipline, promotion and rewards and
opportunities for personal development have on
members of the group.
 Cont’d …
48

c) Success
 The more successful the group, the more cohesive it is likely
to be and cohesive groups are more likely to be successful.
 Success is usually a strong motivational influence on the level
of work performance.
 Success or reward as a positive motivator can be perceived by
group members in a number of ways.
 For example, the satisfactory completion of a task through
co-operative action; praise from management and a feeling
of high status.
 Cont’d …
49

d) External threat
 Cohesiveness may be enhanced by members co-operating with
one another when faced with a common external threat, such
as:
 changes in their method of work, or
 the appointment of a new manager.

 Even if the threat is subsequently removed, the group may still

continue to have a greater degree of cohesiveness than before
the threat arose.
 Conflict between groups will also tend to increase the
cohesiveness of each group and the boundaries of the group
become drawn more clearly.
 Group Development and Maturity
50

 The degree of cohesiveness is affected also by the

manner in which groups progress through the various
stages of development and maturity which includes:
Forming,
Storming,
Norming,
Performing and
Adjourning
 Characteristics of an effective group
51

 The underlying feature is a spirit of co-operation in

which members work well together as a united team,
and with harmonious and supportive relationships.
 This may be evidence when: -
 Members are skilled in all the various leadership and
membership roles and functions required for interaction
between leaders and members and between members and other
members.
 The group has well established and relaxed working
relationships among all its members.
 Members of the group are attracted to it and are loyal to its
members, including the leaders.
 Cont’d …
52

 The values and goals of the group are a satisfactory integration

and expression of the relevant values and needs of its members.
 Each member is motivated to all that he or she can
reasonably do to help the group achieve its central
objective.
 All the interaction, problem solving, and decision-making
activities of the group occur in a supportive atmosphere.
 While members accept that there are real and important
differences of opinion, the focus is on arriving at sound
solutions and not on worsen and aggravating conflicts.
 Cont’d …
53

 The group is eager to help each member develop his

or her full potential.
 Each member accepts willingly and without
resentment the goals and expectations that the group
has established.
 Members provide mutual help, when necessary or
advisable, so that each can successfully accomplish
his or her goals.
 The supportive atmosphere stimulates creativity.
 Cont’d …
54

 The group knows the values of "constructive" conformity

and knows when to use it and for what purposes.
 There is high motivation on the part of each member to
initiate and receive communications openly.
 Members are flexible and adaptable in regard to their
goals and attitudes.
 Individual members feel secure in making decisions that
seem appropriate to them because the goals and
philosophy of operation are clearly understood by each
member.
 UNIT THREE
55

UNDERSTANDI
NGWORK
TEAMS
 Understanding Work Teams
56

Why Have Teams Become So Popular?

 How do we explain the current popularity of teams? The evidence
suggests that teams typically outperform individuals when the tasks
being done require multiple skills, judgment, and experience.
 As organizations have restructured themselves to compete more
effectively and efficiently, they have turned to teams as a way to
use employee talents better.
 Management has found that teams are more flexible and responsive
to changing events than are traditional departments or other forms
of permanent groupings.
 Teams have the capability to quickly assemble, deploy, refocus, and
disband.
 Teams are an effective means for management to democratize their
organizations and increase employee motivation.
 Teams versus Groups
57

 Groups and teams are not the same

thing.
 We define a group as two or more individuals,
interacting and interdependent, who have
come together to achieve particular objectives.
 Work group is a group that interacts primarily
to share information and to make decisions to
help each member perform within his or her
area of responsibility.
 Cont’d …
58

 Work groups have no need or opportunity to

engage in collective work that requires joint
effort.
 So their performance is merely the summation of
each group member's individual contribution.
 There is no positive synergy that would create an
overall level of performance that is greater than the
sum of the inputs.
 Cont’d …
59

 A Work Team generates positive synergy through

coordination effort.
 Their individual effort results in a level of performance that is
greater than the sum of those individual inputs.
 These definitions help clarify why so many organizations
have recently restructured work processes around teams.
 Management is looking for that positive synergy that will
allow their organizations to increase performance.
 The extensive use of teams creates the potential for an
organization to generate greater outputs with no increase in
inputs.
 Comparing Work Groups and Work Teams
60
 Types of Teams
61

 Teams can do a variety of things. They can make

products, provide services, negotiate deals,
coordinate projects, offer advice, and make
decisions.
 The four most common types of teams you're likely
to find in an organization are:
1. Problem-solving teams,
2. Self-managed work teams,
3. Cross-functional teams, and
4. Virtual teams.
 Cont’d …
62

1. 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.
2. Self-managed work teams: - Groups of 10 to 15 people who
taken on responsibilities of their supervisors.
3. Cross-functional teams: - Employees from about the same
hierarchical level, but from different work areas, who come
together to accomplish a task.
4. Virtual teams: - Teams that use computer technology to tie
together physically dispersed members in order to achieve a
common goal.
 Advantages of Team Work
63

 More specialists/experts are integrated into large tasks within the

organization, thereby increasing success rates
 More organizational members become increasingly involved in
their total work environment.
 Increased productivity, improved customer service, more flexible
systems and highly motivated staff.
 Gives synergy and develops more creative solutions to difficulty
problems.
 Provides possibilities for empowerment that are not available to
individual employees.
 Builds commitment and support for new ideas among staff and
community members.
 Provides effective learning process for professionals.
 Attributes of a Winning Team
64

1. Clear objectives and agreed goals

2. Openness and Confrontation
3. Support and Trust
4. Cooperation and Conflict
5. Sound Procedures
6. Appropriate Leadership
7. Regular Review
8. Individual Development
9. Sound Inter-group Relations
 Factors that Contribute Towards an
Effective Team?
65

 The task itself should be motivating

 The team needs challenging goals which are clearly
defined
 Rewards are important
 The team should have the right mix of skills
 Agree on a code of conduct
 The team must develop effective problem solving
strategies
 Special teams have special issues
 The High-Performance Team
66

 Most researchers agree that there are a few distinct

qualities that set apart the high-performance teams.
 Although the wording may be different, the ideas are the
same:
 Participative Leadership
 Shared Responsibility
 Definition of Purpose
 High Communication
 Focused Future
 Focused Tasks
 Creative Talents
 Rapid Response
 Being a Valuable Team Member
67

Every Player Contributes to the Process:

 The Summarizer
 The Orienter
 The Fact Seeker
 The Initiator
 The Harmonizer
 The Analyzer
 The Gatekeeper
 The Encourager
 Turning Individuals into Team Players
68

Shaping Team Players

 The following summarizes the primary options for
managers or team players who are trying to turn
individuals into team players.

1. Selection
 Some people already possess the interpersonal skills
to be effective team players.
 When hiring team members, in addition to the
technical skills required to fill the job, care should
be taken to ensure that candidates can fulfill their
team roles as well as technical requirements.
 Cont’d …
69

2. Training
3. Rewards
 The reward system needs to be reworked to

encourage cooperative efforts rather than

competitive ones.
 Promotions, pay raises, and other forms of
recognition should be given to individuals for how
effective they are as a collaborative team member.