Group Dynamics

Prof Bijaya Ku. Sundaray

What Is a Group?
Two or more individuals interacting and interdependent, who have come together to achieve particular objectives.

Two or more freely interacting individuals who share a common identity and purpose.

Why People Join Groups

Security
Status Self-esteem Affiliation Power Goal Achievement

Defining and Classifying Groups

Formal
Command Groups

Task Groups
Interest Groups

Informal
Friendship Groups
Prentice Hall, 2001 Chapter 8 5

The Five-Stage Model of Group Development

Forming Stage Storming Stage Norming Stage

Performing Stage
Adjourning Stage

Stages of Group Development

Prestage I Stage I Forming Stage II Storming

Stage III Norming

Stage IV Performing

Stage V Adjourning

Prentice Hall, 2001

Chapter 8

Group Behavior Model

Group Member Resources Group Task

External Conditions

Group Processes

Performance and Satisfaction

Group Structure

External Conditions Imposed on the Group

Overall strategy Authority structures Formal regulations Resources Employee selection Evaluation-rewards Culture Work setting

Group Norms
Acceptable standards of behavior within a group that are shared by the groups members.
Classes of Norms:
Performance norms Appearance norms Social arrangement norms Allocation of resources norms

Performance

Appearance

Group Norms
Resources Arrangement

How Do Norms Develop?

Explicit

statements made by a group member Critical events in the groups history Primacy Past experience

Why Are Norms Enforced?

If

it facilitates the groups survival If it increases the predictability of group members behavior If it reduces embarassing interpersonal problem If it allows members to express the central value of the group

Group Member Status

A socially defined position or rank given to groups or group members by others.
Group Norms

Status Equity

Group Member Status

Culture

Social Loafing
The tendency for individuals to expend less effort when working collectively than when working individually. Other conclusions:
Odd number groups do better than even. Groups of 7 or 9 perform better overall than larger or smaller groups.

Group Cohesiveness
Degree to which group members are attracted to each other and are motivated to stay in the group.
Increasing group cohesiveness:
1. 2. 3. 4. 5. 6. 7. Make the group smaller. Encourage agreement with group goals. Increase time members spend together. Increase group status and admission difficultly. Stimulate competition with other groups. Give rewards to the group, not individuals. Physically isolate the group.

Factors Influencing Group Cohesiveness

Nature of the group Size of the group Time spent together Location Severity of initiation

Status of the group Outside pressure Previous success Inter-dependency

Cohesiveness-Productivity Relationship
Cohesiveness
High Low

performance Norms

High

High Productivity

Moderate Productivity

Performance NormsCohesiveness
Low Productivity Moderate to Low Productivity

Low

Theories of Group Formation

Propinquity

Theory Homans Theory Balance Theory Exchange Theory

Homans Theory
Activities Interaction

Sentiments

Balance Theory
( Theodore Newcomb )
X Y

C
Common Attitudes

Exchange Theory
(Thibaut and Kelly) Reward Cost

Reward > Cost Reward < Cost

Work Team
A group of people with complementary skills who are committed to a common purpose, a set of performance goals, and approach for which they hold themselves mutually accountable

Differences Between Work Group and Work Team

Purpose is to interactto share information No positive synergy Cleared focused on leader Individually accountable

Collective performance Positive synergy Shared leadership Both individually and mutually accountable Open ended problem solving meeting Discusses, decides and does the real work

Formal meeting Discusses, decides and delegates

Characteristics

Clear purpose Informality Participation Listening Open communication Civilised disagreement Consensus decision making Shared leadership

Importance of Teams

Improved employee motivation Positive synergy Satisfation of social needs Commitment to team goals Improved organisational communication Organisational flexibility

Types of Teams
Problem

solving Teams Self managed Teams Cross functional Teams Virtual Teams

Team Building
It

includes a whole set of techniques aimed at improving the functioning of a work group. It strives for greater cooperation, better communication and less dysfunctional conflicts.

Building Effective Team Performance

Size Selection of members Developing a code of conduct Establish urgency & demanding standards Allocating right roles to right people Building personal bonding and creative insights Individual responsibility and accountability Appropriate recognition & reward system Developing trust among members

What Makes Workplace Teams Effective?

Innovative ideas
Goals accomplished

Adaptability to change
High person/team commitment Being rated highly by upper

management

Group Decision Making

Groupthink

Groupshift

Groupthink Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action. Groupshift
A change in decision risk between the groups decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk.

Interacting

Brainstorming

Techniques for Group Decision Making

Nominal
Electronic

Effects of Group Processes

Process Gains

Synergy

Potential Group Effectiveness Process Losses

Potential Group Effectiveness

Social Loafing

Group Decision Making

Advantages

Disadvantages

Chapter 8

More Diversity of Views Increased information Higher-quality decisions Improved Commitment

Prentice Hall, 2001

Dominant Individuals Unclear Responsibility Time and money costs Conformity pressures
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Accuracy

Creativity

Group Effectiveness and Efficiency

Speed

Acceptance

Prentice Hall, 2001

Chapter 8

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