Groups 2012

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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

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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


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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?


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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


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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.


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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.


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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.


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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.


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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


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Relationship Between Group Cohesiveness, Performance

Norms and Productivity


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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.


Potential group

effectiveness

Process

gains

Process

losses

Actual group

effectiveness

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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


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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.


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Groups 2012