Group Dynamics

GROUP
a collection of individuals who have relations to

one another that make them interdependent to some significant degree; -Cartwright and Zander. A social unit which consists of a number of individuals who stand in definite status and role relationships to one another and which possesses a set of values or norms of its own regulating the behavior of individual members, at least in matters of consequence to the group; Sherif and Sherif

Group Dynamics
The social process by which people interact in a group environment The influences of personality, power and behaviour on the group process Group:- Two or more people who interact with each other to accomplish a goal.

Group Dynamics
Team:-group who work intensively with each other to achieve a specific common goal

Group Dynamics

the "field of inquiry dedicated to advancing knowledge about the nature of groups"
(Cartwright & Zander, 1968, p. 7).

Group dynamics describes both:

Interpersonal processes in groups -The scientific study of groups and group processes (Kurt Lewin)

Group Dynamics
Objectives:
To identify and analyze the social

processes that impact on group development and performance. To acquire the skills necessary to intervene and improve individual and group performance in an organizational context. To build more successful organizations by applying techniques that provide positive impact on goal achievement.

Group Dynamics
All teams are group , but ,not all groups are teams. Teams often are difficult to from.
Takes time for members to work together Teams can improve organizational performance

Group & Teas Impact Effectiveness

Enhance performance

Group and Teams can

Increase Responsiveness to customer Increase Motivation & Satisfaction Increase Innovation

Gaining Competitive Advantage

Competitive Advantage with Group &Teams

Performance Enhancement:Make use of synergy Workers in group have the opportunity to produce more or better output than separate workers. Members correct others errors, bring new ideas to bear. Managers should build groups with members of complimentary skills

Competitive Advantage, Cont.

Responsive to customers:Difficult to achieve given many constraints. -Safety issues, regulations, costs. -Cross-functional teams provide the wide variety of skills needed -Teams consist to members of different departments

Competitive Advantage, Cont.

Innovation:- individuals rarely

posses the wide variety of skills needed. -Team members also uncover flaws and develop new ideas. -Managers should empower the team for the full innovation process.

Competitive Advantage, Cont.

Motivation:- Members of group, and

particular teams, are often better motivated and satisfied than individuals. -It is fun to work next to other motivated people. -Team members see their contribution to the team. - Teams also provide social interaction.

Types of Groups
Formal - structured to perform specific tasks. Informal - Emerge naturally in response to organizational or member interests.
A group that managers or Nonmanagerial employees form to help achieve their own goals or to meet their own needs.

Types of Groups and Teams

Groups &Teams

Formal groups created by managers Cross Functional Teams Cross Cultural Teams Top Mgmt. Teams Self Managed Teams

Informal groups created by workers

Friendship Group

Interest Group

R&D Teams

Command Group

Task Forces

Difference between Group & Team

Group
Members work independently & they often are not working towards the same goal individual accountability.

Team
Members work towards both personal & team goals,& they accomplished best by mutual support.

Members focus mostly on themselves because they are not involved in the planning of their groups objectives & goals.
Members are given their tasks or told what their duty/job is, & suggestions are rarely welcomed.

Members feel a sense of ownership towards their role in the group because they committed themselves to goals.
Members collaborate together & use their talent & experience to contribute to the success of the teams objectives.

Difference between Group & Team

Group Team
Members do not trust each Members make a conscious others motives because the do not effort to be honest, respectful, & fully understand the role each listen to every persons point of member plays in their group. view.

Members are bothered by differing opinions or disagreements because they consider it is threat . There is not group support to help resolve problems.

Members see conflict as a part of human nature & they react to it by treating it as opportunity to hear about new ideas & opinion. Everybody wants to resolve problem constructively.

Formal Group & Team

~ created by manager to meet the firms goals.

Cross- functional:- Members of different
departments.

Cross-cultural:- Members of different

cultures.

Research & Development teams:- Create

new products.

Top management Team:- Help develop

firms direction. ~ Important to have diversity in it to avoid group think.

Formal Group & Team

Command Groups:- Members report to same
manager.

Task Force:- Created to meet a given

objective. ~ Standing committees are permanent task forces.

Self- managed Teams:- Members are

empowered to complete some given work. ~ Team decides how to do the task.

Type of Team Top-management team A group composed of the CEO, the president, and the heads of the most important departments

Research and A team whose members have the development team expertise and experience needed to develop new products Command groups A group composed of subordinates who report to the same supervisor, also called a department or unit, A committee of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem; also called an ad hoc committee

Task forces

Type of Team Self-managed work team Virtual team A group of employees who supervise their own activities and monitor the quality of the goods and services they provide. A team whose members rarely or never meet face to face and interact by using various forms of information technology such as email, computer networks, telephone, fax and video conferences. An informal group composed of employees who enjoy each others company and socialize with each other. An informal group composed of employees seeking to achieve a common goal related to their membership in an organization.

Friendship group

Interest group

Self- managed Work Teams

~ keys to effective self managed teams:
Give the team enough responsibility & autonomy to be self-managing. The teams task should be complex enough to include many different steps. Select members carefully. Look for diversity, skills, & enthusiasm. Manager should guide & coach, not supervise. Determine training needs & be sure it is provided. ~Teams may have trouble with performance reviews of members.

Informal Group and Teams

~ created by the workers to meet their needs. Friendship group:- Made up of employees
who enjoy each others company. Satisfy the need for human interaction & social support. Interest groups:- workers seek to achieve a common goal based on their membership in the organization. Managers should observe interest groups to learn what employees see as important.

UNDERSTANDING WORK TEAMS

TEAMS
Within the group, teams consisting of one or more members are formed to solve a problem. a team is developing to solve long terms problems, achieve a permanent formal assignment,& maintain dual responsibility & so on. when the team has achieved its objectives, the team members return to their original department

Why Have Teams Become So Popular

Teams typically outperform individuals. Teams use employee talents better. Teams are more flexible & responsive to change in the environment. Team facilitate employee involvement. Teams are an effective way to democratize an organization & increase motivation.

Team vs. Groups: whats Difference

Work group:A group that interacts primarily to share information & to make decisions to help each group member perform within his or her area of responsibility. Work team:A group whose individual efforts result in a performance that is greater than the sum of the individual inputs.

Types of Teams
Problem-solving teams:- Group of 5 to
12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, & the work environment.

Cross functional teams:- Employees from

about the same hierarchical level, but from different work areas, who come together to accomplish a task.

Types of Teams

Group Size
Issues to be considered include opportunities:
to express individual

viewpoints; to develop social relationships; to ensure everyone participates; for individual recognition.

Advantage of small groups

Interact more with each other and easier to coordinate their efforts. More motivated, satisfied, and committed. Easier to share information. Better able to see the importance of their personal contributions.

Group Size
Advantages of large groups

More resources at their disposal to achieve group goals. Enables managers to obtain division of labor

Disadvantages of large groups

Problem of communication and coordination Lower level of motivation Members might not think their efforts are really needed

Group Structure
Issues considered include:
ensure that all skill sets are

included; examine the impact of a poor performer on group achievement;

Group Structure (contd)

ensure a combination of

leaders and followers; examine the potential for personality conflicts; impacts of member diversity.

Group Development

The Stages of Group Development

Forming Group members get to know each other

and reach common goals. ~ orientation, guidance (dependence)

Storming -

Group members disagree on direction and leadership. Managers need to be sure the conflict stays focused. ~ conflict, roles and responsibilities, rules and procedures, individual recognition (counter dependence)

Group Development (contd)

Norming - Close ties
& consensus begin to develop between group members.

~ issue resolution, develop social agreements, cohesion, establish group norms (interdependence)

Performing - The group begins to do its real work.

~ mutual assistance, creativity, understanding goals & roles (independence)

Adjourning -

closure, symbolism, ceremonies, and emotional support.

Group Functions
Task behaviours; Maintenance behaviours;

Self-interest behaviours.

Task Behaviours
initiating;
information seeking/giving; clarifying ideas; brining closure; consensus testing.

Maintenance Behaviours
encouraging;
improving group atmosphere; harmonizing; compromising; gate-keeping.

Self-interest Behaviours
dominating/controlling;
blocking;

manipulating;
belittling; splitting hairs.

Group Norms
Social standards and acceptable

behaviours; Collectively held expectations of group functioning; Provide regularity and predictability to group functioning. Shared guidelines or rules for behavior that most group members follow. Managers should encourage members to develop norms that contribute to group performance and the attainment of group

Types of Norms

Standards related to:

conduct; work performance/attendance; rearranging personal space;

assisting co-workers;
loyalty;

dress codes;
rewards.

Roles
Assigned roles chair, secretary, manager, treasurer, etc; Emergent roles - confidant, group clown, gossip, mentor, etc;

Factors That Impact Effectiveness

Role Ambiguity - worker is unclear of job definition; Role Conflict job overlap. worker experiences

Status
Symbolic office, administrative support, perks; Impact - authority, hierarchy, decision-making, rewards.

Group Cohesion Affected by the ability of the group to:

Work as a unit, share tasks, recognize member contributions; -VSConflict, role ambiguity, lack of motivation; -AttractsHigh performers, opportunists, achievers; -Affected byGroup size, cliques, acts of protest, self-interest behaviour

Support
training; reward system; empowerment/self-

management; organizational representativeness/diversity.

Transactional Analysis
Social transactions between individuals:

Parent - protective, nurturing, controlling, critical, guiding. Adult - rational, calculating, factual, unemotional. Child - rebellious, spontaneous, dependant, creative, emotional.

Reactions
Im OK - Youre OK Im OK - Youre not OK Im not OK - Youre OK Im not OK - Youre not OK

Individual Behaviour
Passive - easily pushed around, compliant, submissive, non-resistant.
Aggressive - pushy, hostile, forceful, creates conflict, shows disregard for others. Assertive self-assured, confident, positive, protects own rights, respects others.

Effective Teams

Are a result of:

high skills, high motivation;
have a clear picture of group goals;

high performance;
success attracts others; opportunity for individual

recognition; recognition of professionalism.

nce upon a time...

A team of students had four members called Everybody, Somebody, Anybody, and Nobody. There was an important job to be done. Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybodys job. Everybody thought Anybody could do it but Nobody realized that Everybody wouldnt do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.
- Graham Gibbs, Learning in Teams

Movie Example

How does the group on the dance floor move through the stages of group development?