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A group member has several behaviour options. The response could be a; Rebellion: wherein the individual rejects all the groups values and norms. Opposition to one in authority or dominance. A refusal of obedience or order.
Creative individualis m: the individual accepts only pivotal norms and rejects some or all of the relevant ones.
Facts
Pivotal norms are those norms essential to
accomplishing organization's objectives. peripheral norms are not essential to organization's objectives but they support and contribute to pivotal norms.
of the groups values and norms. Conformity is the act of matching attitudes, beliefs, and behaviours to group norms Similarity in form or character; agreement:
Conformity: The group member accepts all of the groups values and norms. Conformity is the act of matching attitudes, beliefs, and behaviors to group norms Similarity in form or character; agreement:
Remember
Knowledge of groups
norms may help an individual decide whether or not to join a particular group.
What is Norms?
Social norms are described by sociologists as being laws that govern societys behaviours. Unwritten norms may be just as important as
or impersonality of the relationships. Control, decision-making authority relationships deal with equality or inequality of power; Status- Acceptance relationships deal with the uniqueness or the position of the individuals; Achievement- Success relationships deal with the matter of the prestige and rank.
The longer a
groups history is the more is, the more the group may be frozen into set of norms
Group Cohesions
What is Cohesion?
Cohesion means solidarity or unity. Uniting, or sticking together A broad term used to describe the bonds that
bring people together in a given society. Members tends to have a common values, attitudes and standards of behaviour. Cohesiveness affects the degree to which the group can be helpful or harmful to the organization as a total system.
difficulty of becoming a cohesive unit. Isolation: The more a group is isolated from other groups, the more likely the members will share common values and standards of behaviour. Outside pressure: Reacting to outside pressure is one of the fastest ways a group can develop strong solidarity.
members only. There may be not enough skill to perform the task. If too large we may not find enough opportunity to satisfy their own need. Required number is Seven members. Atmosphere or Climate:
possibility that its members will develop similar attitudes, values and behavioural patterns. Accept the groups behavioural demand in order to accept the rewards.
Opinion
Every group needs some aspect of cohesiveness in order to make it and become successful. I
believe cohesiveness is the bond that exists between groups or group members that helps them in achieving their ultimate group goal. Every relationship needs some form of cohesiveness: families, groups, sisters, students, etc. The different aspects of cohesion include: cohesion is teamwork, cohesion is attraction, and cohesion is unity. Collective efficacy which is the strong belief of all or most group members that the group can attain its goals
commitment to the task and unique personal needs. Thus no single objective but a multiplicity of them.
clarifying, coordinating or orienting the group to its goals, giving and seeking information, and establishing contact with the outside community which all help the group to attain its primary goals and objectives. Example, Project report analysis
the group to build and maintain itself by helping to satisfy members needs and by fostering trust and cooperation. Example, Basketball tournament
Self servicing activities: Help each member of a group to his or her own sets of unique needs,
values and goals. For each group to be effective, it must address itself to the task or content and do so constructively by paying adequate attention to group process. Attempts to ignore the personal, emotional and affective components of a group impede the process of meeting. Attention to a group process is a major way of improving behaviour by providing information to others.
being accomplished. Two basic areas of process What to look for a groups: Criteria for effective feedback about group process.
Participation
Who are high and the low participants? Does participation shift? Do high participators become quiet and vice
versa? Why do such shifts occur? How are non- participants treated? How is their silence regarded? Who talks to whom? What may be the reason for the communications pattern?
Influence
Who is influential? Who is not influential?
Style of influence
Is anyone autocratic in attempting to impose his
or her ideas or values? Is there a peacemaker who supports other members decisions? Does someone consistently try to avoid conflict by pouring oil on troubled waters? Is a group member indifferent towards other? Is a member getting attention laissez faire or by apparently lacking involvement in the group?
Decision-making procedures
Does Someone want to make a decision without
checking with others? Does the topic of conversation drift? Who changes the topic? Who supports the suggestions and decisions of others? Does such support result in two members deciding for the entire group?
Task Functions
Does someone ask for or suggest the best way to
proceed? Does anyone summarize ideas and have been covered? Who gives or ask the facts , ideas, , opinions, feeling, and feedbacks? Who keeps the group from going off tangent? Who keeps the group n target?
Maintenance Functions
Who helps others get into discussion? Does anyone cut off other members?
ideas?
Memberships
Does any sub-grouping occur? Do some members consistently agree or dis
agree with one another? Are there in groups? out groups? How are outsiders in or out of the group? How are outsiders treated? What are the circumstances under which these occur?
Feelings
Are feelings seen? Do group members attempt to block the
expression of feelings, particularly negative ones? How is this done? Is this consistenly?
Norms
Are certain areas avoided un the group? How is avoidance reinforced?
How is it done?
Are group members overly polite or nice to one
another? Do members agree with one another too readily? Are only positive feelings expressed?
about the past or the present influences the same phenomenon in the present or future. As part of a chain of cause-and-effect that forms a circuit or loop, the event is said to "feed back" into itself.
receiver and giver of the feedback. Focused into behaviour that can be controlled by the receiver. It is asked for rather than imposed feedback. Timing Feedback should be checked to ensure that the communication is clear. Check the accuracy of the feedback.
Temporary Groups
First what is a temporary group? Temporary group is formed to solve a
particular problem but after it has performed its task. Matrix organizations, task force and the collateral organizations.
Matrix organizations
consists of primarily of project
teams created to solve a specific problem. The project team has representatives from the different groups that are involved with the problem.
Collateral Organizations
is a parallel continuously
rapid. Its norms encourage careful analysis and questioning of assumptions, methods, alternatives and goals. Individual managers can get the problem solving assistance from anyone in the organizations. It operates parallel with the formal organizations, and the formal organizations remain intact. The input to the formal organization consist of the outputs from the collateral organizations. The final decision are made with the formal organizations.
Group Outputs- Productivity and satisfaction . From a system point of view, the outputs of a
group can be classified into two areas: Productivity its measured by the quality and quantity of its decisions. Decisions may be tangible ( Products manufactured) . Group members satisfaction is reflected in the cohesion of the group in the extent of the individual members both satisfy their own needs and group goals and productivity are satisfactory.
the degree to which the individuals need are met. Productivity and satisfaction depends on the number of complex interacting variables.
Leadership Climate Group membership Size Communication Characteristics of the members and the type
consensus and full participation may result into a greater sense of commitment by its members than one arrived at by majority vote.