management - group dynamics lecture notes
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8/10/2019 Management - Group Dynamics Lecture notes
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GROUPSINORG NIS TION
Individuals constitute the group and several groups constitute theorganisation. A group is an important unit for sociological andpsychological analysis to understand organisational behaviour. It
affects the behaviour of its members, other roups, and the wholeorganisation.
Definitions of Group
G C Homans: "A group is any number of people who share goals,often communicate with each other over a period of time, and are fewenough so that each individual may communicate with all the others,person-to person.
A group is col lect ion of two or more people who have common
object ives or interests and interact with each o ther to accompl ish their
ob jectives, are aware of each oth er and perceive themselves to be a
par t of a group.
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CONDITIONSORFACTORSINGROUPDYNAMICS
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Key Factors in
Group
Dynamics
1.Organis ation-related Facto rs
4. Job/Work -related Factor s
2. Member-related Facto rs
3. Group-related Factor s
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Characteristics and Reasons for Group Formation
Needs/Reasons/objectives
1. Nearness and Similarity
2. Survival
3. Security
4. Social Needs
5. Recognition
6. Economic Benefits
7. Information and Development
8. Solving Work Problems
9. Group Efficacy (Synergy
10. Interaction
11. Other Reasons
Characteristics of Group
1. Membership
2. Leadership
3. Formal Hierarchy or Status
4. Composition
5. Specific Task
6. Interaction
7. Group Norms
8. Communication
9. Group Cohesiveness
10. Member Satisfaction
11. Size12. Types
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FORMAL AND INFORMAL GROUPS
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Formal and Informal GroupsOrganisation involves two types of groups, fo rmal group and informal group. Formalgroups are deliberately created to achieve organisational objectives while informal groups
come into existence spontaneously. Existence of informal groups can neither be ignored norrestricted.
Formal GroupFormal group is deliberately and purposefully created. It is created to meet organisationsrequirements. It has specific objectives, rules, and defined relationship. Each member in theformal group has clear-cut authority and responsibility. His position and status are clarified.
Formal group has to functions as per the policies, rules, and procedures of organisation. Suchgroup may be temporary or permanent in nature.
Informal GroupsInformal group, on the other hand, is created automatically or spontaneously due tointeractions among people in organisation. Informal group doesnthave defined objectives andspecified scope. It comes into existence to satisfy members social and psychological needswhich formal structure cannot satisfy. It is not created for organisations needs; people with
similar nature, likings, and feeling may form an informal group. Friendship groups, membershipgroups, reference groups, and interest groups are common informal groups.
Note: For difference between formal and informal groups, refer Table 18.1,Ramesh B. Rudani
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FUNCTIONSANDPROBLEMSOFINFORMALGROUPS
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Functions of Informal
Groups1. Group Integrity2. Social Satisfaction3. Solving Work Problem4. Prescribing Norms and Values5. Protection of Members6. Collaborating Efforts7. Supporting Management8. Filling Communication Gap9. Emotional Support10. Contribution to Organisation
Efficiently
Limitations/Problems of
Informal Group1. Resistance to Change2. Restriction of Output3. Source of Role Conflict (conflict
between formal and informalroles)
4. Source of Rumour(miscommunication)
5. Inertia (inactivity or lethargy)6. Aggressive Conformity (i.e.,
forceful conformation)7. Narrow Vision and Rigidity8. Source of Rebellion9. Source of Conspiracy10. Compulsion on organisation to
accept unjust demand, etc.
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SUBCLASSIFICATIONSOFGROUPS
Command Group
A group composed of
the individuals whoreport directly to agiven manager
Task Group
Those working together
to complete a job ortask in an organizationbut not limited byhierarchical boundaries
Interest Group
Members work together
to attain a specific
objective with which
each is concerned
Friendship Group
Those brought togetherbecause they share
one or more common
characteristics
Formal Groups Informal Groups
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STAGESOFGROUPFORMATION
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STAGESOFGROUPFORMATION
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DYNAMICSOFTEAMS
Team and group are, to some extent, similar and are usedinterchangeably. However, teams and teamwork are more popular intodays organisations. Team differs from group mainly in form ofoutcomes or performance results. Teams are used for high
performance results. They are revised version of traditional formalgroups. They have collective and synergic effects on final outcomes.Committee, commission, board, taskforce, Quality Control (QC), etc.,are popular forms of team.
Definitions of Team1. Team is a group of ind iv iduals with the abi l i ty to do sp ecial
tasks, who p refer to w ork c ol lect ive ly for speci f ic purp ose,have share leadersh ip, and bear indiv id ual and co l lect iveaccountabi l i ty .
2. Team is w ell planned, wel l organised, and well-def ined smallformal grou p of eople, each of them tends to be expert inhis respect ive area, and the team has more specif ic g oals toachieve.
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CHARACTERISTICSOFTEAM
1. Characteristics of Team
2. Collective Work-products
3. Synergic Effects
4. Improved Version of
Formal Group
5. Small Size or Limited
Members
6. Rewarding Pattern
7. Complementary
Membership Role
8. Emphasis
9. Shared Leadership
10. Accountability
11. Specific Purpose
12. Interacting Style
13. Members Characteristics
(or Expertise):
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WHYHAVETEAMSBECOMESOPOPULAR?
Great way to use employee talents
Teams are more flexible and responsive to changes
in the environment
Can quickly assemble, deploy, refocus, anddisband
Facilitate employee involvement
Increase employee participation in decision making
Democratize an organization and increase
motivation
Note: Teams are not ALWAYS effective10-12
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DIFFERENCESBETWEENGROUPSANDTEAMS
Work Group
A group that interacts primarily to share information and to
make decisions to help each group member perform within
his or her area of responsibility
No joint effort required
Work Team
Generates positive synergy through coordinated effort.
The individual efforts result in a performance that isgreater than the sum of the individual inputs
10-13
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COMPARINGWORKGROUPSANDWORK
TEAMS
10-14
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POPULARFORMSOFTEAM
Cross-functional
Teams
VirtualTeams
SelfManaged
Teams
Problem-solving
Teams
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TYPESOFTEAMS
Problem-Solving Teams Groups of 5 to 12 employees from
the same department who meet for a
few hours each week to discuss
ways of improving quality, efficiency,
and the work environment
Self-Managed Work Teams
Groups of 10 to 15 people who take
on the responsibilities of their formersupervisors
10-16
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TYPESOFTEAMS(CONTINUED)
Cross-Functional Teams
Employees from about the same hierarchical level, but
from different work areas, who come together to
accomplish a task
Very common
Task forces
Committees
10-17
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TYPESOFTEAMS(CONTINUED)
Virtual Teams
Teams that use computer technology to tie together
physically dispersed members in order to achieve a
common goal
Characteristics
Limited socializing
The ability to overcome time and space constraints
To be effective, needs:
Trust among members
Close monitoring
To be publicized
10-18
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CREATINGEFFECTIVETEAMS: CONTEXT
Adequate Resources
Need the tools to complete the job
Effective Leadership and Structure
Agreeing to the specifics of work and how the team fits
together to integrate individual skills
Even self-managed teams need leaders
Leadership especially important in multi-team systems
Climate of Trust
Members must trust each other and the leader
Performance and Rewards Systems that Reflect
Team Contributions
Cannot just be based on individual effort
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CREATINGEFFECTIVETEAMS: COMPOSITION
Abilities of Members
Need technical expertise, problem-solving, decision-making, and good interpersonal skills
Personality of Members
Conscientiousness, openness to experience, andagreeableness all relate to team performance
Allocating Roles and Diversity
Many necessary roles must be filled
Diversity can often lead to lower performance
Size of Team
The smaller the better: 5 to 9 is optimal
Members Preference for Teamwork
Do the members want to be on teams?
10-20
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