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Group DynamicsGroup Dynamics

R.JagajeevanR.JagajeevanPSGPSG--IMIM


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Intro:Intro:Group: A Group is defined as 2 or more individuals

interacting or interdependent, who come togetherto achieve particular objectives.

Dynamics: Branch of science concerned with forces

and their effects on motion.

Group Dynamics: Group Dynamics is concerned withthe interactions and forces among group membersin a social situation.

(OB. Focuses on the dynamics of members of formalor informal work groups and teams in theorganisation)


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Group Team

Purpose General Specific

Work basis Individual Collective

Process Discuss,Decideand Delegate

Discuss,Decideand Do

Leadership A single leader Shared

Accountability Individual Individual &Mutual

Evaluation Indirect Direct


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Groups in organisation

Production /Management

team

Task Force/

Skunk works

team

Friendship

Group

Community of

practice

Formal Teams

Informal Groups

Permanent Temporary


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Groups in the organisationGroups in the organisation1. Formal organisation group: Chester.I.Barnard defined

formal organisation as, a system of consciouslycoordinated activities or forces of 2 or more persons(With definite measure of authority, responsibility andaccountability).

2. Informal organisation group: It refers to therelationship between people in the organisation basedon personal attitudes, emotions, prejudices, likes,dislikes.etc.

3. Permanent group: They are responsible for a specificset of tasks or work processes in the organisation on acontinuous basis.

4. Production team: Production facilities are relying onhigh-performance teams with little or no involvement

from management to complete the work processes.


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5. Friendship group: This group is based on more commoncharacteristics. Social alliances, which frequently extendoutside the work situation, can be based on similar age orthe holding of similar political views.

6. Temporary group: They are called task forces or projectteams which investigate a particular problem oropportunity and disband when the decision is made.

7. Task group: It consist of those working together tocomplete a job task.

8. Skunk works team: A cross functional teams, usuallyseparated from the main organisation, that borrow peopleand resources and have relatively free rein to develop

new products or services.

9.Community of practice: These are the groups boundtogether by shared expertise and passion for a particularactivity or interest.


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Team EffectivenessTeam Effectiveness

The extent to which a team

achieves its objectives,achieves the needs andobjectives of its members

and sustain itself overtime.


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Model of Team Effectiveness

1. Organisational &

Team Environment

Reward Systems

Communication System

Physical Space

Organisational environment

Organisational structure

Organisational leadership

2.Team design

Task characters

(Structured Goals)

Team size

Team composition

3.Team processes

Team developmentTeam norms

Team roles

Team cohesiveness

4.Team

effectiveness

-Achieve

organisationalGoals

-Satisfy member

Needs

-Maintain team

survival


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1. Organisational & team environment1. Organisational & team environment

a.Reward system: Team members tend towork together more effectively when theyare atleast partly rewarded for teamperformance.

b. Communication system: Communicationsystem can starve a team of valuableinformation. Communication system areparticularly important when team membersare geographically dispersed.

c. Physical space: Layout of an officeinfluences the teams ability to accomplishtasks.


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d. Organisational environment: If externalenvironment is competitive that would

motivate the employees to work togethermost closely.

e. Organisational structure: Teams work

better when we have few layers ofmanagement.

f. Organisational leadership: Team leaders

should provide proper authority to theirteam to take proper decisions. Leaders tohave value system that supports teamperformance more than individual success.


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2.Team Design Features2.Team Design Features

a. Task characteristics: Teams tend to perform effectivelywhen they work on well-structured tasks with meaningfulgoals. Task interdependence is required which would makemembers to share common inputs or outcomes and in theprocess of executing their work.

b. Team size: Teams should be large enough to provide thenecessary competencies , yet small enough to maintainefficient coordination and involvement of each members.

c. Team composition: Members of the team should have themotivation to perform the task in the team environment.Team members must abide by its rules of conduct.

Each member needs only some of the necessary skills, butthe entire group must have the full set of competencies.

Team Diversity- A team could be Homogeneous or

Heterogeneous


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3. Team process

Team process consist ofa. Team Development b. Team Norms

c. Team roles d. Team Cohesiveness

a. Team developmentForming Storming Norming Performing Adjourning

Uncertainty

about groups,

structure and

leadership

Conflict &

Confrontation

among group

members

Members

settle

into

TEAM

Fully

functional

and

accepted

End of

team [In

case of

task]


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b. Team Norms:b. Team Norms:

The informal rules and expectations that groups

establish to regulate the behaviour of their members.Norms exist only for behaviour that are important toteams.

Trouble shouting dysfunctional team norms.

1.Introduce performance oriented norms as soon asthe team is created.2.To select members who will bring desirable norms to

the teams.3.Selecting people with positive norms may be effective

in new teams, but not when selecting a newmembers to the existing teams.4.Team based reward systems can sometimes weaken

counter productive norms.5.If dysfunctional norm is deeply ingrained, the best

strategy is to disband the group and replace it withpeople having more favorable norms.


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c.Team rolesc.Team roles

A set of behaviour that people areexpected to perform because they holdcertain positions in a team and

organisation (Designation).

Note: In a dynamic environment, team

members often have to fulfill variousroles temporarily as the need arises.


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d.Team cohesivenessd.Team cohesivenessThe degree of attraction people feel toward the team

and their motivation to remain members.Employees feel cohesiveness when their personalgoals matches the team goals.

Cohesiveness is an emotional experience, not just acalculation of whether to stay or leave the team.

Influence on team cohesiveness:

a. Member Similarity: Homogeneous teams becomecohesive more easily than do heterogeneous teams.

b. Team size: Smaller teams tend to be more cohesivethan larger teams.

c. Member interaction: Teams are more cohesive whenteam members interact with each other fairlyregularly. Here team members also perform highly

interdependent tasks and work in same physicalarea.


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d. Some what difficult entry: Teams tendto be more cohesive when entry to the

team is restricted.

e. Team success: Cohesiveness increaseswith the teams level of success.

Individuals are more likely to attachthemselves with successful teams.

f. External competition and challenges:

Team cohesiveness tends to increasewhen members face externalcompetition or valued objective that ischallenging.


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Troubles with teamsTroubles with teams

1. Teams are overused.

2. Process loss Resources (includingtime and energy) expended towards

team development & maintenance,rather than the task.

3. Teams require right environment

which might not be given by thecompany.


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Social LoafingSocial LoafingIt is a situation in which people exert less effort (and usually

performs at a lower level) when working in groups than when

working alone.

Minimising social loafing.1. Form smaller teams: Splitting the team into several small

groups reduces social loafing because each personsperformance is monitored.

2. Specialise tasks: Each members contribution is easier to seewhen each team member performs a different activity.

3. Measure individual performance: Social loafing is minimisedwhen each members contribution is measured.

4. Increase job enrichment: Social loafing is minimised when teammembers are assigned jobs requiring more skills. (Membersshould have growth need)

5. Select motivated employees: Social loafing can be minimised by

carefully selecting employees who are motivated by the taskand have collectivist value.

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