Upload
palak-jain
View
244
Download
0
Embed Size (px)
Citation preview
8/9/2019 Foundations Group Behavior
1/15
Foundations of Group
Behavior
8/9/2019 Foundations Group Behavior
2/15
What is Group?A group is defined as two or more individuals,
interacting and interdependent, who have comtogether to achieve particular objectives.
Formal groups
Informal groups
Command group
Task groups
Interest group
Friendship groups
8/9/2019 Foundations Group Behavior
3/15
Stages of GroupDevelopment
The Five-Stage Model
Stage I: Forming
Characterized by much uncertainty
Stage II: Storming
Characterized by intra-group conflict
Stage III: Norming
Characterized by close relationships and cohesiveness
Stage IV: Performing
The stage when the group is fully functional
Stage V: Adjourning
The final stage in group development for temporary groups,characterized by concern with wrapping up activities rather
task performance
8/9/2019 Foundations Group Behavior
4/15
8/9/2019 Foundations Group Behavior
5/15
But in Reality
Groups do not necessarily progress clearlythrough the stages one at a time.
Groups can sometimes go back to anearlier stage.
Conflict can sometimes be helpful to the
group. Context can matter: airline pilots can
immediately reach performing stage.
Th P d E ilib i
8/9/2019 Foundations Group Behavior
6/15
The Punctuated-EquilibriumModel
Phase 1
The first meeting sets the groups direction. The first phase of group activity is one of inertia.
Transition
A transition takes place at the end of the first phaswhich occurs exactly when the group has used up
its allotted time. The transition initiates major changes.
Phase 2
A second phase of inertia follows the transition.
Last meeting is characterized by markedly accelerate
activity.
Th P t t d E ilib i
8/9/2019 Foundations Group Behavior
7/15
Comp
Transition
First
Meeting
Phase 1
Phase 2
(High)
(Low)
A (A+B)/2
Time
B
Perfo
rma
nce
The Punctuated-EquilibriumModel
8/9/2019 Foundations Group Behavior
8/15
Group Structure
Roles
Norms
Status
Group Size
Degree of group
cohesiveness
C i Eff i T W k
8/9/2019 Foundations Group Behavior
9/15
Creating Effective Teams WorkDesign
Effective teams need to work together and take
collective responsibility to complete significant
tasks. They must be more than a team-in-name
only.
8/9/2019 Foundations Group Behavior
10/15
Creating Effective Teams Process
Common Purpose
Specific Goals
Team Efficacy
Managed Level of Conflict
Accountability
8/9/2019 Foundations Group Behavior
11/15
Creating a Team Charter What are team members names and contact
information (e.g., phone, email)?
How will communication among team membetake place (e.g., phone, email)?
What will the team ground rules be (e.g., wheand when to meet, attendance expectations,
workload expectations)? How will decisions be made (e.g., consensus,majority vote, leader rules)?
What potential conflicts may arise in the teaAmong team members?
How will conflicts be resolved by the group?
I i S i ti l
8/9/2019 Foundations Group Behavior
12/15
Increasing Socio-emotionalCohesiveness
Keep the group relatively small.
Strive for a favorable public image to increasthe status and prestige of belonging.
Encourage interaction and cooperation.
Emphasize members common characteristicand interests.
Point out environmental threats (e.g.,competitors achievements) to rally the group.
8/9/2019 Foundations Group Behavior
13/15
Increasing Instrumental Cohesivene
Regularly update and clarify the groupsgoal(s).
Give every group member a vital piece of thaction.
Channel each group members special talents
toward the common goal(s). Recognize and equitably reinforce every
members contributions.
Frequently remind group members they needeach other to get the job done.
8/9/2019 Foundations Group Behavior
14/15
Paper Tower Questions
a.What percent of the plan did each member
group contribute, on average?b.Did your group have a leader? Why or whynot?
c.How did the group respond to ideas during t
planning stage?
d.List helpful behaviors.
e.List dysfunctional behaviors.
8/9/2019 Foundations Group Behavior
15/15
TeamEffectiveness
Context-Adequate Resources-Leadership andStructure
-Climate of Trust-PerformanceEvaluation and rewardsystems
Composition-Abilities ofmembers-Personality-Allocating roles
-Diversity-Size of teams-Member flexibility
Process-Common purpos-Specific goals-Team efficacy-Conflict levels
-Social loafing
Work Design-Autonomy-Skill variety-Task identity
-Task significance