Group dynamics

1. Group dynamics “Two or more people who interact in organized manner to perform A task or activity to achieve a common goal” Nahavandi “A group is two or more persons who interact with one another such That each person influences and is influenced by each other person” Griffin “Two or more freely interacting people with shared norms & goals & A common identity” Kreitner. “A collection of two or more interacting individuals with a stable Pattern of relationships between them who share common Goals and who perceive themselves as being “group” Greenberg “A group is defined as two or more individuals interacting and Interdependent who have come together to achieve particular Objectives” Robbins

2. Elements of group Two or more people In social interaction Share common Goals Group Stable group Structure Perceive themselves As being a group

3. Elements of group More than One person Interdependence Interaction Group Satisfaction From group Organization Common Purpose

4. Types of groups Interest Groups Friendship Groups Informal Group Formal Command Group Task Group Boards Committees Self- Regulating Groups Permanent Committees Adhoc Committees

5. Formal groups fulfill organizational and individual functions Organizational functions Individual functions 1. Accomplish complex, inter- Dependent tasks that are beyond The capabilities of individuals 2. Generate new or creative ideas And solutions. 3. Coordinate interdepartmental Efforts. 4. Provide a problem-solving Mechanism for complex problems Requiring varied information & Assessments. 5. Implement complex decisions. 6. Socialize and train new comers 1. Satisfy the individual needs For affiliation. 2. Develop, enhance, and confirm The individual’s self-esteem and Sense of identity. 3. Give individuals an opportunity To test and share their Perceptions of social reality. 4. Reduce the individual’s Anxieties and feelings of Insecurity & powerlessness. 5. Provide a problem solving Mechanism for personal & Interpersonal problems

6. Why do people join groups? Reason Explanation Groups provide safety in numbers, protection against A common enemy. Security By joining together, group members can work to Ensure the attainment of share goals and benefits Mutual benefit Groups satisfy the basic need to be with others Need to be social Membership in certain groups provides people with Opportunities to feel good about their Accomplishment Self-esteem Banding together, people can share their mutual Interests (such as hobbies) Mutual self-interest People join groups because they come into contact With each other and discover they have something in Common Physical proximity

7. Office architecture: a possible determinant of group formation Separate offices off hallway Hallway Secretary Secretary Secretary Executive Office Executive Office Executive Office Offices connecting via common secretary Executive Office Executive Office Secretary Executive Office Hallway

8. Balance theory of group formation Individual x Individual y Z Common attitudes and values Religion Politics Lifestyle Marriage Work Authority

9. Tuck man's five stage theory of group development Performing Norming Storming Adjourning Forming Return to Independence Dependence/ Interdependence Independence “How do i Fit in” “What’s my Role here” “What do The others Expect me To do” “What’s Next?” “”How best i Can best Perform my Role” Individual Issues “Can we Agree On roles And work as A team” Group Issues “Why are We here” “Why are we Fighting Over? Who is In chare, and Who does What” “Can we Help Members Transition Out?” “Can we do The job Properly?”

10. The five stages of group development Stage Primary characteristics Forming Members get to know each other and seek To establish ground rules. Storming Members come to resist control of group Leaders and show hostility Members work together, developing close Relationships and feelings of camaraderie. Norming Group members work toward getting their Job done Performing Groups may disband either after meeting Their goals or because members leave Adjourning

11. Stages of group development Stage 5 Adjourning Stage 4 Performing Prestige Stage 3 Norming Stage 2 Storming Stage 1 Forming

12. L.N.Jewell & h.J.Reitz stages of group development Conflict over Interpersonal Relationships Acceptance Disillusion Conflict over Interpersonal Relationships Delusion Cohesion Conflict & Challenge Group maturity Orientation

13. The six stages of group development(Jewell and reitz) Major challenges Orientation Group members are tentative in getting To know one another, in establishing their Roles and in determining leadership. No norms yet established • Find leader for group • Establish roles • Create group norms Power struggles start over norms and Leadership. Subgroups form within varying Degrees of conflict • Resolve power struggle • Establish clear roles • Learn to mange conflict Conflict & Challenge Subgroups resolve their differences and Attraction to group is established. Leader- Ship is established and norms developed. Cohesion The group develops a sense of harmony and Agreement;Norms & leadership are well Accepted; Members seek agreement & avoid Conflict; The group has a sense of false Security. • Avoid complacency • Avoid groupthink • Develop unvoiced resent Delusion Conflict erupts over interpersonal issues & Unresolved problems; The group becomes Fragmented with subgroups fighting over Power; There is a sense of disappointment & Disillusionment. Disillusion • Experience intense • Interpersonal conflict • Overcome disappointment • With group • Maintain interest in • Group Acceptance Norms & roles are adjusted; New leadership Evolves; Members accept individual and Subgroup differences

14. Four stage model of group development.(Bernard.M.Aass & Edward c.Ryterband) Mutual Acceptance New task New members Making acquaintances Sharing information Discussing subjects unrelated To task. Testing one another Being defensive, quibbling. Control & Organization Communication & Decisions Working interdep- Dently Assigning tasks Based on ability Acting spontaneously Being flexible Expressing attitudes Establishing norms Establishing goals Openly discussing Tasks. Motivation & Productivity Cooperating Working actively on tasks Beading creative.

15. Key terms of seismogram analysis Social networks Cliques Relatively permanent informal Grouping that involve Friendships Specific set of linkage among a Defined set of individuals Clusters Stars Groups that exist within Social network Individuals with most linkage In a network Resource allocate Liaison Formal groups such as Departments, work teams, task Forces, crews or committees. Individuals who connect two Or more clusters but are not Members of any cluster Bridges Emergent cluster Informal, unofficial groups. Individuals who serve as linking Pins by belonging to two or More clusters. Coalitions Clusters of individuals who Temporarily come together To achieve a specific purpose Isolates Individuals who are not Connected to a social network

16. Sociogram J K F I A E H D B C G Emergent Clusters A,b,c,d,e,i D,g,h Prescribed Clusters Tellers(a,b,c,d,e,f) Admistrative support(g,h) Loan processors(i,j,k) Task force(a,h,i)

17. Factors in use of groups Assign to individual Simple Task complexity Assign to group Complex Assign to individual No time Time Assign to group Plenty to time No Commitment Needed Assign to individual Commitment Assign to group Group Commitment Needed

18. Advantages and disadvantages of groups • Groups are inefficient • (Take longer time) • Potential lack of creativity • Tendency to lead to social • Loafing • Potential for creativity • Potential for higher quality • Decisions and performance • Working in groups can result • In social facilitation. • Groups provide and excellent • Environment and opportunity • To learn new skills and new • Behaviors

19. ROLES: THE MANY HATS WE WEAR “THE ROLE IS THE TYPICAL BEHAVIOR THAT CHARACTERIZE A PERSON IN A SOCIAL CONTEXT” GREENBERG “ROLES ARE SET OF BEHAVIORS THAT PERSONS EXPECT OF OCCUPANTS OF A POSISTION” KREITNER “SPECIFIC FORMAL OR INFORMAL ACTIVITIES THAT EACH PERSON PERFORMS IN THE GROUP” NAHAVANDHI ‘A SET OF EXPECTED BEHAVIOR PATTERNS ATTRIBUTED TO SOMEONE OCCUPYING A GIVEN POSITION IN A SOCIAL UNIT” ROBBINS “ORGANIZED SET OF BEHAVIORS EXPECTED OF AN INDIVIDUAL IN A SPECIFIC POSITION” GIBSON

20. ROLES • MULTIPLE ROLES AND ROLE SETS • ROLE IDENTITY • ROLE PERCEPTION • ROLE EXPECTATIONS • I. FORMALLY PRESCRIBED ROLE EXPECTATIONS • II. INFORMAL ROLE EXPECTATIONS • III.SELF-ESTABLISHED ROLE EXPECTIONS • ROLES CONFLICT • I. INTERROLE CONFLICT • II. INTRAROLE CONFLICT • ROLE INCOMPATIBILITY • ROLE AMBIGUITY • ROLE OVERLOAD • ROLE UNDERLOAD • ROLE STRESS

21. REDUCING ROLE CONFLICT AND ROLE STRESS 1. INCREASE SPECIFICATION AND CLARITY OF PRESCRIBED ROLE EXPECTATIONS. 2. IMPROVED RECRUITMENT AND SELECTION AND THE CAREFUL MATCHING OF ABILITIES, MOTIVATION, INTERESTS, AND PERSONALITIES TO THE DEMAND OF A PARTICULAR ROLE. 3. ATTENTION INDUCTANCE AND SOCIALIZATION PROGRAMMES, JOB TRAINING AND STAFF DEVELOPMENT AND CAREER PROGRESSION PLANS. 4. MEDICAL EXAMINATIONS AND HEALTH SCREEING TO GIVE EARLY INDICATIONS OF POTENTIAL STRESS-RELATED PROBLEMS. 5. THE CREATION OF NEW ROLES OR ASSIMIATION OF EXISTING ROLES. THE REALLOCATION OR RESTRUCTURING OF TASKS AND RESPONSIBILITIES. THE CLARIFICATION OF PRIORITIES AND THE ELIMINATION OR DOWNGRADING OF MINOR ROLES. 6. GIVING ADVANCE NOTICE AND EXPLANATION OF WHAT IS LIKELY TO HAPPEN. WHEN POSSIBLE AND APPROPRIATE PROVIDE AN OPPORUNITY FOR PRACTICE OR EXPERIENCE. 7. ATTENTION TO FACTORS WHICH MAY HELP IMPROVE GROUP STRUCTURE AND GRUOUP COHESIVENESS AND HELP OVERCOME INTER-GROUP CONFLICT. 8. REVIEW OF ORGANIZATION STRUCTURE, INFORMATION FLOW AND COMMUNICATION NETWORKS.

22. ROLE RELATIONSHIPS AND CONFLICT ROLE EXPECTATIONS INFORMAL FORMAL SELF-ESTABLISHED EXPECTED PATTERN OF BEHAVIORS ROLE PERCEPTIONS ROLE MOTIVATION ROLE CAPABILITY ROLE CONFLICT ROLE INCOMPATIBILITY ROLE AMBIGUITY ROLE OVERLOAD ROLE UNDERLOAD ROLE SANCTIONS ROLE STRESS ACTUAL PATTERN OF BEHAVIORS

23. SOME ROLES COMMONLY PALYED BY GROUP MEMBERS TASK ORIENTED RELATIONSHIP ORIENTED SELF-ORIENTED INITIATOR-CONTRIBUTOR RECOMMEND NEW SOLUTION TO GROUP PROBLEMS HARMONIZER MEDIATE GROUP CONFLICTS BLOCKERS ACT STUBBORN & RESISTANT TO GROUP INFORMATION SEEKER ATTEMPT TO OBTAIN THE NECESSARY FACTS COMPROMISERS SHIFT OWN OPINIONS TO CREATE GROUP HARMONY RECOGNITION SEEKERS CALL ATTENTION TO THEIR OWN ACHIEVEMENT OPINION GIVER SHARE OWN OPINIONS WITH OTHERS ENCOURAGERS PRAISE AND ENCOURAGE OTHERS DOMINATOR ASSERT AUTHORITY BY MANIPULATING THE GROUP ENERGIZER STIMULATE THE GROUPS INTO ACTION WHENEVER INTEREST DROPS EXPEDITERS SUGGEST WAYS THE GROUP CAN OPERATE MORE SMOOTHLY AVOIDERS MAINTAIN DISTANCE, ISOLATE THEMSELVES FROM FELLOW GROUP MEMBERS

24. ROLES IN GROUPS • TASK ROLES. • INFORMATION SEEKER • ELABORATOR • EVALUATOR • MONITOR • COORDIANTOR • RELATIONSHIP ROLES. • ENCOURAGER • COMPROMISER • GATEKEEPER • STANDARD MONITOR • FOLLOWER + + GROUP EFFECTIVENESS - • SELF-OREIENTED . • BLOCKER • RECOGNITION SEEKER • DOMINATOR • AVOIDER

25. NORMS: A GROUP’S UNSPOKEN RULES “NORMS MAY BE DEFINED AS GENERALLY AGREED ON INFORMAL RULES THAT GUIDE MEMBERS BEHAVIOR” GREENBER.G “NORMS ARE SHARED RULES AND EXPECTATIONS ABOUT GROUP MEMBERS BEHAVIORS” NAHAVANDHI “SHARED ATTITUDES, OPINIONS, FEELINGS OR ACTIONS THAT GUIDE SOCIAL BEHAVIOR” KREITNER “ACCEPTABLE STANDARDS OF BEHAVIOR WITHIN A GROUP THAT ARE SHARED BY THE GROUP MEMBERS” ROBBINS

26. COMMON CLASSES OF NORMS A. PERFORMANCE NORMS. B. APPEARANCE NORMS. C. SOCIAL ARRANGEMENT NORMS. D. ALLOCATION OF RESOUCE NORMS SOME NORMS ARE MORE IMPORTANT THAN OTHERS A. IF IT FACILITATE THE GROUPS SURVIVAL B. IF IT INCREASES THE PREDICTABILITY OF GROUP MEMBERS BEHAVIORS C. IT IT REDUCES EMBARASSING INTERPERSONAL PROBLEMS FOR GROUP MEMBERS.. D. IF IT ALLOWS MEMBERS TO EXPRESS THE CENTRA VALUES OF THE GROUP & CLARITY WHAT IS DISTICNCTIVE ABOUT THE GROUP’S IDENTITY. PURPOSE OF NORMS A. PROVIDE A SENSE OF ORDER AND CONTROL B. NORMS REGULATE SOCIAL INTERACTION AND WORK PERFORMACE C. THESE REGULATIONS ENSURE SMOOTH GROUP PROCESSES D. HELP ESTABLISH THE GROUPS CULTURE AND IDENTITY

27. FOUR REASONS NORMS ARE ENFORCED NORMS REASON EXAMPLE “MAKE OUT DEPTT: LOOK GOOD IN TOP MANAGEMENT’S EYE” GROUP/ ORGANIZATIONAL SURVIVAL AFTER VIGOROUSLY DEFENDING THE VITAL ROLE PLAYED BY THE HRM DEPT: AT A DIVISIONAL MEETING, A STAFF SPECIALIST IS COMPLIMENTED BY HER BOSS. “SUCCESS COMES TO THOSE WHO WORK HARD & DON’T MAKE WOES” CLARIFICATION OF BEHAVIORAL EXPECTATIONS A SENIOR MANAGER TAKES A YOUNG ASSOCIATE ASIDE AND CAUTIONS HIM TO BE A BIT MORE PATIENT WITH CO- WORKERS WHO SEE THISNGS DIFFERENTLY “BE A TEAM PLAYER NOT A STAR” AVOIDENCE OF EMBARRASSMENT A PROJECT TEAM MEMBER IS RIDICULED BY HER PEERS FOR DOMINATING THE DISCUSSION DURING A PROGRESS REPORT TO TOP MANAGEMENT. “CUSTOMER SERVICE IS OUR TOP PRIORITY” CLARIFICATION OF CENTRAL VALUES/ UNIQUE IDENTITY TWO SALES REPRESENTATIVES ARE GIVEN A SURPRISE FRIDAY AFTERNOON PARTY FOR HAVING RECEIVED PRESTIGIOUS BEST-IN-THE INDUSTRY CUSTOMER AWARDS FROM INDUSTRY ASSOCIATION.

28. NORMS: HOW DO THEY DEVELOP BASIS OF NORM DEVELOPMENT EXAMPLE SETTING LOCATION OF EACH GROUP MEMBER AROUND A TABLE. 1. PRECEDENT SET OVER TIME. PROFESSIONAL STANDARDS OF CONDUCT 2. CARRYOVERS FROM OTHER SITUATIONS. WORKING ACERTAIN WAY BECAUSE YOU ARE TOLD “THAT IS HOW WE DO IT AROUND HERE” 3. EXPLICIT STATEMENTS FROM OTHERS AFTER THE ORGANIZATION SUFFERS A LOSS DUE TO ONE PERSON’S DIVULGING COMPANY SECRETS, A NORM DEVELOPS TO MAINTAIN SECRECY 4. CRITICAL EVENTS IN GROUP HISTORY

29. COHESIVENESS: GETTING THE “TEAM SPIRIT” “THE PRESSURES GROUP MEMBERS FACE TO REMAIN PART OF THEIR GROUPS” GREENBER.G “DEGREE TO WHICH GROUP MEMBERS ARE ATTACHED TO EACH OTHERS & ARE MOTIVATED TO STAY IN THE GROUP” ROBBINS “GROUP COHESIVENESS IS THE MOTIVATION OF MEMBERS TO REMAIN IN THE GROUP” GRIFFIN “A SENSE OF “WE-NESS” HELPS GROUP STICK TOGETHER” KREITNER “THE DEGREE TO WHICH GROUP MEMBERS ARE ATTRACTED TO THE GROUP AND TO ONE ANOTHER” NAHAVANDHI

30. WHAT MAKES A GROUP COHESIVE? HIGH EXTERNAL THREAT OR COMPETITION SEVERITY OF INITIATION INTO GROUP COHESIVENESS COHESIVENESS TENDS TO BE GREATER IN SMALLER GROUPS THE MORE TIME THE GROUP SPEND TOGETHER GROUPS WITH HISTORY OF SUCCESS TENDS TO BE HIGHLY COHESIVE

31. BUILDING COHESIVE GROUPS WORK &SOCIAL INTERACTION HOMOGENEOUS MEMBERS ABUNDANT RESOURCES SMALL SIZE REWARD COOPERATION COHESIVE GROUP HISTORY OF SUCCESS LIMITED HIERARCHY ISOLATION FROM OUTSIDE COMPETITION WITH OUTSIDE

32. GROUP COHESIVENESS: ITS CAUSES AND CONSEQUENCES CAUSES CONSEQUENCES POSTIVE SEVERE INITIATION GROUP COHESIVENESS ENJOY GROUP MEMBERSHIP PARTICIPATE IN GROUP ACTIVITIES EXTERNAL THREAT ACCEPT GROUP GOALS LOTS OF TIME TOGHETHER LOW ABSENTEEISM AND TURNOVER NEGATIVE SMALL GROUPS LOSE SIGHT OF GOALS (GROUPTHINK) HISTORY OF SUCCESS MAY WORK AGAINST ORGANIZATIONAL INTEREST