Group Dynamics O.B.

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Group dynamics
Presented Priyanka Yadu By:

Mohit Baranwal Harsh Ahlawat Waleed Raja

Group Dynamics O.B.

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Never doubt that a small group of thoughtful citizens can change the world. Indeed, it is the only thing that ever has. Margaret Mead

Group Dynamics O.B.

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Definations:

A collection of two or more interacting individuals who maintain stable patterns of relationships, share common goals, and perceive themselves as being a group.

Group Dynamics O.B.

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Its defining characteristics:

Must be two or more people in social interactions. Must share same goal. Must have a stable group structure. Individuals must perceive themselves as being a group.

Group Dynamics O.B.

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Types of group:
Groups

Formal Groups

Informal Groups

Command groups

Task groups

Interest groups

Friendship groups

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Models of group development:

Five Stage Model

Punctuated Equilibrium Model

Group Dynamics O.B.

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Five Stage Model

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Punctuated Equilibrium Model

Group makes plans

Beginning of group discussions

Group makes changes

First changes made

Task completed

Halfway to deadline

Group deadline

Time

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group Process
Mutual Acceptance Making Acceptance Sharing Acquaintances Discussing Subjects Testing Each Other Being Defensive
Slow evolution to next page

Communication and Decision-Making Expressing Attitudes Establishing Norms Establishing Goals Openly Discussing Tasks Being Defensive

Burst of Activities to Next Stage

Group Dynamics O.B.

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Burst of Activities to Next Stage

Motivation and Productivity Cooperating Working Actively on Tasks Being Creative

Slow Evolution to Next Stage

Control and Organization Working Independently Assigning Tasks Based on Ability Being Flexible

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Mutual Acceptance
The very first stage of a group development is called "Mutual Acceptance". During this stage, the members of the group get familiar with one another and check, which inter-personal behavior is acceptable and which is unacceptable by the other members of the group. This helps all the members of a group to know each other better and helps the group to move to the next stage easily.

Group Dynamics O.B.

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Communication and Decision-making

The second stage of group development is "Communication and Decisionmaking''. During this stage, group members share their opinions and formulate the group's goals. Through communication and decision-making, the structure becomes clear and the group moves to the third stage

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Motivation and Productivity

The third stage is "Motivation and Productivity", which is characterized by a shared acceptance among members of what the group is trying to do. Each person recognizes and accepts his role as well as to accept and to understand the roles to others. Members also become more comfortable with each other and develop a sense of group identity and unity.

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Control and Organization

The fourth stage is "Control and Organization", in which the members perform the roles they have accepted and direct their group efforts toward goal attainment. In reality, this developmental sequence varies from group to group, depending on the time, personal characteristics of group members and frequency of interaction.

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roles
In formal groups, roles are usually predetermined and assigned to members. Each role will have specific responsibilities and duties. Group roles can then be classified into: work roles, maintenance roles, and blocking roles.

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WORK ROLES:
Work roles are task-oriented activities that involve accomplishing the group's goals. They involve a variety of specific roles such as
initiator, informer, clarifier, summarizer, and reality tester.

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The initiator defines problems, proposes action, and suggests procedures. The informer role involves finding facts and giving advice or opinions Clarifiers will interpret ideas, define terms, and clarify issues for the group. Summarizers restate suggestions, offer decisions, and come to conclusions for the group. Reality testers analyze ideas and test the ideas in real situations.

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MAINTENANCE ROLES:
Maintenance roles are social-emotional activities that help members maintain their involvement in the group and raise their personal commitment to the group. The maintenance roles are: harmonizer, gatekeeper, consensus tester, encourager, and compromiser.

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The harmonizer will reduce tension in the group, reconcile differences, and explore opportunities. Gatekeepers often keep communication channels open and make suggestions that encourage participation. The consensus tester will ask if the group is nearing a decision and test possible conclusions. Encouragers are friendly, warm, and responsive to other group members. Compromiser involves modifying decisions, offering compromises, and admitting errors.

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BLOCKING ROLES:
Blocking roles are activities that disrupt the group. They make take the form of dominating discussions, verbally attacking other group members, and distracting the group with trivial information or unnecessary humor. The blocking roles are: aggressor, blocker, dominator, comedian, and avoidance behavior.

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The aggressor criticizes members' values and makes jokes in a sarcastic or semi-concealed manner. Blockers will stubbornly resist the group's ideas, disagree with group members for personal reasons, and will have hidden agendas. The dominator role attempts to control conversations by patronizing others. They often interrupt others and assert authority in order to manipulate members. Comedians often abandon the group even though they may physically still be a part. They are attention-getters in ways that are not relevant to the accomplishment of the group's objectives. The last blocking role, avoidance behavior, involves pursuing goals not related to the group and changing the subject to avoid commitment to the group.

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ROLE AMBIGUITY
Role ambiguity concerns the discrepancy between the sent role and the received role. Supervisors, directors, or other group leaders often send (assign) roles to group members in formal groups. Group members receive roles by being ready and willing to undertake the tasks associated with that role. Ambiguity results when members are confused about the delegation of job responsibilities. This confusion may occur because the members do not have specific job descriptions or because the instructions regarding the task were not clear. Group members who experience ambiguity often have feelings of frustration and dissatisfaction, which ultimately lead to turnover.

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ROLE CONFLICT
Role conflict occurs when there is inconsistency between the perceived role and role behavior. Interrole conflict occurs when there is conflict between the different roles that people have. For example, work roles and family roles often compete with one another and cause conflict. Intrarole conflict occurs when individuals must handle conflicting demands from different sources while performing the tasks associated with the same role.

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GROUP COHESIVENESS
Cohesiveness refers to the bonding of group members and their desire to remain part of the group. Many factors influence the amount of group cohesiveness. Cohesiveness in work groups has many positive effects, including worker satisfaction, low turnover and absenteeism, and higher productivity. However, highly cohesive groups may be detrimental to organizational performance if their goals are misaligned with organizational goals. Highly cohesive groups may also be more vulnerable to groupthink.

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Groupthink occurs when members of a group exert pressure on each other to come to a consensus in decision making. Groupthink results in careless judgments, unrealistic appraisals of alternative courses of action, and a lack of reality testing. It can lead to a number of decision-making issues such as the following: Incomplete assessments of the problem, Incomplete information search, Bias in processing information, Inadequate development of alternatives, and Failure to examine the risks of the preferred choice.

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The advantages of group cohesiveness are as follows: The members of cohesive groups have high morale. The members don't have conflicting views, which decreases the chances of in clash among the views of group members at the workplace or elsewhere. Individuals of cohesive groups have no anxiety at the workplace. Members of cohesive groups are regular at their work. Cohesiveness increases productivity. Organizations gain from the members of cohesive group because they communicate better they share ideologies and respect opinions of fellow employees.

ADVANTAGES OF GROUP COHESIVENESS:

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GROUP VS TEAM
Individual contribution
Performance depends on

Individual contribution & collective work products

Individual outcomes

Accountability for outcomes rests on

Mutual outcomes

Common Goals

Members are intrested in..

Common Goals & commitment to purpose

Demands to management

Responsive to

Self imposed demands

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Types of team
Work team
(concerned with product & services) Purpose or mission

Improvement team
(concerned with improving the effectiveness of processes)

Temporary team
(exist for a defininte period)

Time

Permanent team
(remain intact as long the organization is in existence)

Worked groups
(leaders make decisions for group members)

Degree of Autonomy

Self managed work team

Team members are free to make their own key decisions

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Intact team
(work within own speciality area) Authority Structure

Cross-functional team
(team consist of members from several different specialities)

Physical team (members are physically present)

Physical presence

Virtual teams
(members meet via electronic means)

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conclusion
Evidence suggests that groups typically outperform individuals when the tasks involved require a variety of skills, experience, and decision making. Groups are often more flexible and can quickly assemble, achieve goals, and disband or move on to another set of objectives. Group members are more likely to participate in decision-making and problem-solving activities leading to empowerment and increased productivity. Groups complete most of the work in an organization; thus, the effectiveness of the organization is limited by the effectiveness of its groups.

Group Dynamics O.B.

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