Beruflich Dokumente
Kultur Dokumente
Objectives
Todevelopanunderstandingof:
Natureofgroups
Typesofgroups
Reasonsofgroupformation
StagesofGroupDevelopment
Characteristicsofgroups
GroupdecisionmakingTechniques
Endresultofgroupformation
EffectivenessofGroup
TheNatureofGroups
Thereexistsnogenerallyaccepteddefinitionofgroups.Thedefinitionofagroupcanbeviewed
fromfourdifferentapproachesasbelow:
1.
Perceptionapproach:peoplewhoseethemselvesaspartofgroupconstitutea
group.Teamsarematuregroupswithadegreeofmemberinterdependenceandmotivationtoachieve
commongoals.Teamsstartoutasgroups,butnotallgroupsbecometeams.
2.
Organizationapproach:emphasizesgroupcharacteristicstodefineagroup:an
organizedsystemofindividualwhoareconnectedwithoneanother.
3.
Motivationapproach:agroupisacollectionofindividualswhosecollective
existencesatisfiesneeds.
4.
Interactionapproach:Twoormoreindividualsinteractingwitheachotherin
ordertoaccomplishacommongoal.Thisdefinitionspecifiesthreeminimumrequirementsforagroup
toexist:
i.
Sizemustbetwoormoreindividuals.
communication.
ii.
Interactionmustbesomeformofexchangeor
iii.
Purposemustbetryingtoaccomplishagoal.
Typesofgroups
1.
Formalgroupsestablishedbytheorganizationtoperformorganizationalwork.
a.
Commandgroupspecifiedbytheorganizationchartandcomprisedof
employeeswhoreportdirectlytoasupervisor.
b.
Taskgroupcomprisedofemployeeswhoworktogethertocompetea
particulartask/project;e.g.,selfmanagedteams(SMTs).
2.
Informalgroupsnaturalgroupingsofemployeesthatformtofulfillsocial
needs,evolvingnaturally.
a.
Interestgroupestablishedtomeetamutualobjective(agroupformed
tolobbymanagementformorefringebenefits).
common.
b.
Friendshipgroupformedbecausemembershavesomethingin
Thedifferencebetweenformalandinformalgroups.
a.
Formalgroupsaredesignatedbyanorganizationasameanstoanend.
b.
Informalgroupsareimportantfortheirownsake.
Whypeopleformgroups
1.
Thesatisfactionofneeds:
a.
Socialneedsgroupsprovideavehicleforinteractingwithother.
b.
Securityneedsgroupscanactasaneffectivebufferbetweenthe
employeeandthedemands/stressesoftheorganization.
c.
Esteemneedsoftenfulfilledbytheprestigeofthegroupthatgroup
membershipconveysonthemember.
2.
performingajob.
ProximityandattractionTwofacetsofinterpersonalrelationships.
a.
Proximityinvolvesthephysicalwalkingdistancebetweenpeople
b.
Attractionpromptsgroupformationbecauseofperceptual,attitudinal,
performance,ormotivationalsimilarities.
3.
Groupgoalsindividualsjoingroupsbecausethey'reattractedtothegroup's
goals,althoughgroupgoalsarenotalwaysidentifiable.
4.
Economicreasonsindividualsjoingroupsbecausetheybelievemembership
willresultineconomicbetterment(e.g.,alaborunionwitharecordofsecuringmembershigherwages).
StagesofGroupDevelopment
Groupsproceedsthroughfivestagesofdevelopment.Thesestagesandtheircharacteristicsareas
follows:
1.
Forming
leadership.
a.
Characterizedbyuncertaintyaboutthegroup'spurpose,structure,and
b.
roles,andassignments.
Activitiesfocusoneffortstounderstandanddefinetheirobjectives,
Interactionpatternstriedout,discarded,oradopted.
c.
d.
Themorediversethegroup,themoredifficultisforming;particularly
sensitivestageformulticulturalgroups.
2.
Storming
a.
Characterizedbyconflictandconfrontation.
b.
Involvesredefinitionofgroup'stasksandgoals.
c.
Membersmaybegintowithdraw.
d.
Ifconflictisnotsuppressedatthisstage,itwillhinderfuturestages.
3.
Norming
a.
Characterizedbycooperationandcollaboration.
b.
Cohesivenessbegins.
c.
Opencommunication,significantinteraction,andeffortstoagreeon
d.
Behavioralnormsareestablished.
goalsoccur.
4.
Performing
a.
Groupisfullyfunctional.
b.
Structureandrolesaresetandaccepted.
c.
Somegroupsattainalevelofeffectivenessthatremainsmoreorless
constant;otherscontinuetochange.
5.
Adjourning
attainment.
a.
b.
disappointment,oranger.
Terminationofgroupactivitiesresultingfromtaskcompletionorgoal
Maybemarkedbyverypositiveemotionsaswellasfeelingsofloss,
(FordetailspleaseseeexhibitfromOrganizationalBehaviour,StephenP.Robbins,TimothiA.Judge
andSeemaSanghi,12thed,Pearsoneducation,pp336)
AnAlternativeModel:TemporaryGroupswithDeadlines
PunctuatedEquilibriumModel
Temporarygroupsundertimeconstraineddeadlinesgothroughtransitionsbetweeninertiaand
activityatthehalfwaypoint,theyexperienceanincreaseinproductivity.
SequenceofActions
1. Settinggroupdirection
2. Firstphaseofinertia
3. Halfwaypointtransition
4. Majorchanges
5. Secondphaseofinertia
6. Acceleratedactivity
(FordetailspleaseseeexhibitfromOrganizationalBehaviour,StephenP.Robbins,TimothiA.Judge
andSeemaSanghi,12thed,Pearsoneducation,pp338)
CharacteristicsofGroups
A.
time.
Composition:thepatternofrelationshipsamongmemberpositionsthatevolvesover
B.
Statushierarchy:ahierarchycomprisedofdifferentstatuslevelsassumedbygroup
memberpositions.Statuscanbeassignedorascribed.Groupmemberstatusisdefinedbypowerover
others,abilitytocontributeandpersonalcharacteristicsofmembers.groupmemberstatusdefines
normsandinteraction.Otherthingsinfluencingorinfluencedbystatusarestatusinequalityandnational
culture.
C. Size:Oddnumbergroupsdobetterthaneven.Groupsof5to7performbetteroverallthan
largerorsmallergroups.SocialLoafing
Thetendencyforindividualstoexpendlesseffortwhenworkingcollectivelythanwhen
workingindividuallyisanimportantconceptconnectedwithgroupsize.
D.
Roles:asetofexpectedbehaviorsassumedbyeachpositioninthegroup.
1.
Expectedrolebehaviorsexpectedbythegroupororganization.
2.
shouldenact.
Perceivedrolethesetofbehaviorsthatthepositionholderbelieveshe/she
Enactedrolethesetofbehaviorsthatthepositionholderexhibits.
3.
Conflictandfrustrationmayresultwhenanyofthethreerolesdifferfromeachother.
E.
Norms.Normsarestandardsofbehaviorsharedbythegroupmembers.Norms:
a.
Onlypertaintobehaviorsconsideredimportantbythegroup.
b.
Areacceptedindifferingdegreesbydifferentmembers.
c.
Don'tnecessarilyapplytoallmembers.
"Acceptable"normbehaviormaybedifferent,fromthegroup'sperspective,thanmanagement'sview.
Normconformitythedegreetowhichamemberconformstonormsisaffectedby:
a.
Theindividual'spersonalcharacteristicsmoreintelligentmembers
conformlessthanthoselessintelligent,moreauthoritarianmembersconformmorethanless
authoritarianmembers.
b.
Situationfactorssuchasgroupsizeandstructure(groupconformity
tendstobegreaterinsmallerthanlargergroups).
c.
Intragrouprelationshipssuchasthedegreetowhichthemember
identifieswiththegroup,theamountofpressurethegroupexertsonnonconformists.
d.
others.
Culturalfactorssomecultureshareamorecollectivetraditionthan
F.
Leadership:acriticalfactoringroupperformance.Theleader:
1.
Canrewardorpunishmembersfornotobeyinggroupnorms,especiallyinaformalgroup.
2.
Somegroups,evenformalones,havenosingleleader,e.g.,SMT's.
3.
Ininformalgroups,theonewhobecomesleaderisviewedasrespectedandhasahighstatus.
a.
Helpsthegroupinaccomplishinggroupgoals.
b.
Helpsmemberssatisfytheirneeds.
c.
Representsthegrouptothoseoutsidethegroup.
G.
Cohesivenesstheforcesactinguponmemberstoremaininthegroupthataregreater
thanthosepullingmembersawayfromthegroup.Thegreaterthegroupcohesiveness,thegreaterthe
memberconformitytogroupnorms.Sourcesofattractioningroupcohesivenessare:a. Goalsareclear
andcompatible
b.Charismaticleader.c.Groupreputationassuccessful.d.Groupissmallenoughtointeracteffectively.
e.Mutualsupportbymembers.
Cohesivenessandperformance.Degreeofcohesivenesscanhavepositiveornegativeeffects.The
relationshipbetweencohesivenessandgroupperformancedependsonwhetherthegroupgoals
support(arecongruentwith)organizationalgoals:
i.
Highcohesivenessandcongruentgroupgoalsresultsineffectiveperformance.ii.
cohesivenessandincongruentgroupgoalsresultinnegativegroupperformance.
High
iii.
Lowcohesivenessandincongruentgroupgoalsprobablyresultinnegativegroup
performance.
iv.
iv. Lowcohesivenessandcongruentgroupgoalsprobablyresultsinpositive(individually
based)groupperformance.
Also,therelationshipofthedegreeofcohesiveness(high/low)ofthegroupandthelevel(high/low)of
performancenormsetbytheorganizationmayleadtodifferenttypesof
productivity(high/moderate/low)asfollows:
i.Highcohesivenessandhighperformancenormsleadstohighproductivity.
ii.Lowcohesivenessandhighperformancenormsleadstomoderateproductivity
iii.Highcohesivenessandlowperformancenormsleadstolowproductivity
iv.Lowcohesivenessandlowperformancenormsleadstomoderatetolowproductivity.
Groupthink:existsinhighlycohesivegroupswhenthedrivetomaintainconsensusissogreatthatit
impairseffectivegroupdecisionmaking.Characteristicsofgroupthink:
a.
Illusionofinvulnerability.
b.
Tendencytomoralizeaboutthegoodnessofthegroup'sposition.
c.
Illusionofunanimity.
d.
Pressuretoconform.
e.
Dismissalofviewsthatopposethegroup'sposition.Someresearch
indicatesthathighlycohesivegroupsarenotsusceptibletogroupthinkifthegroupiscomprisedof
dominantindividuals.
Groupshift:Achangeindecisionriskbetweenthegroupsdecisionandtheindividualdecisionthat
memberwithinthegroupwouldmake;canbeeithertowardconservatismorgreaterrisk
GroupDecisionmakingTechniques
InteractingGroupsTypicalgroups,inwhichthemembersinteractwitheachotherfacetoface
NominalGroupTechniqueAgroupdecisionmakingmethodinwhichindividualmembersmeet
facetofacetopooltheirjudgmentsinasystematicbutindependentfashion
BrainstormingAnideagenerationprocessthatspecificallyencouragesanyandallalternatives
whilewithholdinganycriticismofthosealternatives
ElectronicMeetingAmeetinginwhichmembersinteractoncomputers,allowingfor
anonymityofcommentsandaggregationofvotes
TypeofGroup
Effectiveness
Criteria
Interacting
Brainstorming
Number and
quality of ideas
Low
Moderate
Social pressure
High
Money costs
Speed
Task orientation
Nominal
Electronic
High
High
Low
Moderate
Low
Low
Low
Low
Moderate
Moderate
Moderate
Moderate
Low
High
High
High
High
Potential for
interpersonal
conflict
High
Low
Moderate
Low
Commitment to
solution
High
Not applicable
Moderate
Moderate
Development of
group
cohesiveness
High
High
Moderate
Low
Source:basedonMurnighan,J.K(1981)GroupDecisionmaking:whatstrategiesshouldyou
use?Managementreview,February1981,p61.
EndResultsofGroupformation
Synergismthecooperativeactionofdiscreteentitieswhichisgreaterthanthesumofthe
parts.Synergisticgroupscancreatesomethinggreaterthanindividualmembersindependentlycould
create.
1.
PotentialGroupPerformance=IndividualPerformance+Synergy.
2.
ActualGroupPerformance=PotentialPerformanceFaultyGroupProcess.Synergistic
gainsfromgroupsmaybelessenedbyoperatingfailureswithingroups.
Threecriteriaofgroupeffectiveness:
1.
Extenttowhichthegroup'sproductiveoutputmeetsthestandardofquantity,quality,and
timelinessoftheusersoftheoutput.
2.
Extenttowhichthegroupprocessofactuallydoingtheworkenhancesthecapabilityofgroup
memberstoworktogetherinterdependentlyinthefuture.
3.
Extenttowhichthegroupexperiencecontributestothegrowthandwellbeingofitsmembers.
Questions
1.Whatisthenatureofgroups?Discussaboutthedifferenttypesofgroupswithsuitableexamples
2.Statethevariousreasonsofgroupformation.DiscussaboutthestagesofGroupDevelopment.
3.Whatarethecharacteristicsofgroups?Discusstheeffectofgroupsize,groupnormandcohesiveness
onindividual/groupperformance.
4.CriticallyevaluatethedifferentGroupdecisionmakingTechniques.Inthisconnectiondiscussgroup
thinkandgroupshift.
5.Whatistheendresultofgroupformation?DiscussthecriteriaofeffectivenessofGroup