GROUP DYNAMICS

Budi Anna Keliat

A. Central Concepts In Group Dynamics
1. Types of Groups

Fiedler


2. Group Norms
Norms = standards of behavior

3. The Social Structure of Groups
Group leader: task & social leader
Regular member
Deviates
Isolates
Interacting
Coacting
Conteracting
A. Central Concepts In Group Dynamics..
4. Group Development
strangers to cohesive, well coordinated requires time & a
great deal of interaction
Stages of development:
Mutual acceptance
Communication & decision making
Motivation & productivity
Control & organization

5. Group Cohesiveness
Hasil riset: Hubungan cohesiveness dan productivity
1. The greater the congruence of the status attributes of group
member, the greater the cohesiveness of the group.
2. Higher status congruence in a group leads to improved social
relationships and improved personal emotional states.
A. Central Concepts In Group Dynamics..
5. Group Cohesiveness..
3. Cohesiveness of a group is greater if membership chenges are
infrequent or do not occur at all.
4. The more cohesive the group, the more communications will
be directed at deviates.
5. Cohesive groups have a higher level of intermember
communication than non cohesive groups.
6. The greater the cohesiveness of a group, the greater the
influence the group will exert upon its members.
7. Small groups have a greater probability of being cohesive
than large ones, other things being equal
8. The more dependent an individual is on the group, the more
cohesive it will be perceived by him.
9. Competition within a group (intragroup conflict) has a
negative influence on group cohesiveness
10. Competition between groups increase the cohesion within the
competing groups
A. Central Concepts In Group Dynamics..
5. Group Cohesiveness..
Group cohesiveness and productivity
1. People in highly cohesive groups generally experience
fewer work-related anxieties.
2. Highly cohesive groups tend to have lower absenteeism
and turnover.
3. Workers who have been sociometrically assigned to
work groups generally have higher job satisfaction,
lower turnover rates, lower indices of labor costs, and
lower indices of material costs.
4. The effect of cohesiveness upon productivity varies
with the source of cohesiveness.
5. The effect of cohesiveness upon productivity varies
with the type of leadership received.
A. Central Concepts In Group Dynamics..
6. Intergroup Behavior and Conflict
Within Group
Between Group

Sumber konflik:
Struktur organisasi

Ada hasil riset: Gray & Starke (hal. 449)
B. MODELS OF SMALL-GROUP BEHAVIOR
1. The Homans Model (Gray & Starke, 1984: 451)
Technology job Design
Physical Conditions
Management
Assumptions and
Practices

Leadership Behavior

Formal Organization

Rules

External Rewards and
Punishments
Economic and Social
Environment
Personal Backgrounds
External Status Factors
BACKGROUND FACTORS REQUIRED AND
GIVEN BEHAVIOR
EMERGENT BEHAVIOR CONSEQUENCES
Given Sentiments
or Values
Required
Sentiments
Required
Interactions
Required Activities
Internal Social Structure
(Membership
Categrories)
Individual
Development
Satisfaction
Productivity
(Internal System)
Emergent
Interaction
Emergent
Activity
Emergent
Sentiment
Norms
FEEDBACK
FIGURE 11-5. The Homans Model of Work Group Behavior
Source: Paul R. Lawrence and John A. Seiler, Organizational Behavior and Administration (Homewood, III.: Richard D. Irwin, 1965),
p. 158. Reprinted with permission.
Interaction Process Analysis

SOCIAL EMOTIONAL AREA

Positive reactions
Attempted answers
Questions
Negative reactions
3 Agree, shows passive acceptance, understands, concurs, complies
2 Shows tension release, jokes, laughs, shows satisfaction
1 Shows solidarity, raises others status, gives help, rewards
6 Gives orientation, information, repeats, clarifies, confirms
5 Gives opinion, evaluation, analysis, expresses feeling, wish
4 Gives suggestion, direction, implying autonomy for others
9 Asks for suggestion, direction, possible wavs of action
8 Asks for opinion, evaluation, analysis, expression of feeling
7 Asks for orientation, information
TASK AREA
TASK AREA
12 Shows antagonism, deflates others status, defends or asserts self
11 Shows tension, asks for help, withdraws from field
10 Disagrees, shows passive rejection, formality, withholds help
SOCIAL-EMOTIONAL AREA
KEY: Problems of

a) Orientation c) Kontrol e) Tension-management

b) Evaluation d) Decision f) Integration
FIGURE 11-6. Bales Group Interaction Model
Source: R.F. Bales, A Set of Categories for the Analysis of Small Group Interaction, American Sociological Review 15 (1950): 257-63. Reprinted with permission.
a b c d e f
2
Team Effectiveness
Performance
Acceptability of output to customers
Output:
Product
Services
Information
Decisions
Performance Events
Team Viability
Members satisfaction, participation,
willingness to continue working together
Ecological Framework for Analyzing
Work Team Effectiveness
Organizational
Context
Organizational
culture
Task design/
technology
Mission/clarity
Autonomy
Performance
feedback
Rewards/
recognition
Training &
consultation
Physical
environment
Boundaries
Work team
differentiation
External
integration
Team
Development
Interpersonal
processes
Norms
Cohesion
Roles
Team
Effectiveness
Performance
Viability
Organizational Context & Work
Team Effectiveness
Organizational Culture
Task Design & Technology
Mission Clarity
Autonomy
Performance feedback
Rewards & Recognition
Training & Consulting
Physical Environment
Team Development
A. Longitudinal Theories
Norm
Cohesion
Roles
B. Tuckmans Model
Forming
Storming
Norming
Forming
Team Development..
C. Team Building (Beckhand, 1969)
Interpersonal processes
Goal setting
Role definition
Problem solving
Creative Activity In an Organization
Problem
Finding
Activity
Solution
Implementation
Activity
Problem
Solving
Activity
The Hard & Soft Model and
How They Work Together
A Hard Rational Model
Tasks
People Structure
Compensation
systems
Information &
Decision process
The Hard & Soft Model and
How They Work Together..
A Soft Intuitive Model & How it Works
Groups
Trust
Shared vision
Common purpose
Mission
Planning
Roles
People
Networks Rewards
The Two Models Working Together
Groups
Trust
Shared vision
Common purpose
Mission
Planning
Roles
People
Networks Rewards
Tasks
People Structure
Compensation
systems
Information &
Decision process
Strategy
Task & Roles
Tasks
Static
Clarity
Content
Fact
Science
Roles
Fluid
Ambiguity
Process
Perception
Art
Structure & Groups
Structure
Cool
Formal
Closed
Obedience
Independence
Groups
Warm
Informal
Open
Trust
Autonomy
People & People
People
Rational
Produce
Think
Tell
Work
People
Social
Create
Imagine
Inspire
Play
Informational Process & Networks
Informational
Processes
Hard
Written
Know
Control
Decision
Networks
Soft
Oral
Feel
Influence
Implementation
CREATING AN EFFECTIVE TEAM
CREATING
AN
EFFECTIVE
TEAM
WORK
DESIGN
CONTEXTUAL
INFLUENCES
PROCESS
VARIABLES
TEAM
COMPOSITION
Key components 1: Work Design
Work
Design
Freedom &
Autonomy
Opportunity
to utilize
different
skill &
talents
Ability to
complete a
whole or
identifiable
task/product
Responsibility and ownership & interest
Motivation & Effectiveness
Key components 2: Team Composition
Team
Composition
Ability &
personality
Team size
Members
preference
for
teamwork
Flexibility
3 Skill:
1. Technical
2. Problem solving &
decision making
3. Interpersonal: listening,
Feedback, conflict resolution
Collective personality:
1. Extraversion
2. Agreeableness
3. Conscientiousness
4. Emotional stability

Higher team performance
Team Size:
1. Neither very
small or large:
4-12 members

Flexibility:
- Can complete
each others tasks

- Adaptability
- Less reliant on single
team member

- Higher team performance
Not everyone is a team player
1. Create opportunities for
effective individuals
2. Turn individuals into team player
- Selection
- Training
- Rewards
Key components 3: Contextual
influences
Contextual
Influences
Adequate
Resources
Term
Reference
Individual
& joint
accountabil
ity
Term reference
1. Who does what, equal contribution
2 . Schedule
3. Skill to developed
4. How conflict will be resolve
5. How to modify decisions
6. Integration of individual skills

Organizational structure & leadership

Indvidual & Joint acc
1. Traditional individual evaluations
and rewards to include team
performance
2. Team based appraisals
3. Team rewards
4. System modifications


Reinforce team effort
& commitment

Resources:
1. Timely information
2. Equipment
3. Adequate staffing
4. Administrative assistance
5. Appropriate funding
Key components 4: PROCESS
VARIABLES
PROCESS
VARIABLES
COMMITMENT
TO A COMMON
PURPOSE
ESTABLISHME
NT OF
SPECIFIC
TEAM GOALS
MANAGED
LEVEL OF
CONFLICT
TEAM SYNERGY
2 + 2 = ?
5
Positive
Synergy
3
Negative Synergy
SELAMAT
MENCOBA