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Group
andWork Group Behavior
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Elements of Group
Group is a collection of people
interacting with each other for fairly
some time utilizing certain resourcesand methodologies to achieve common
goals or interests.
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Common interests and goals bind the members of a group thatmoves towards its achievement through frequent interface amongthem.
Types of Resources
Staff
Funds Facilities
Equipment
Supplies
Time
Information
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Elements of Individual, Group,Organization
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Types of Group
Formal groups
arise from assigned tasks and
responsibilities, derived from the position in
an organizational structure. Also arise from informal ones.
Informal groups
arise from formal groups.
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Theory of work group behavior(By Homans)
1. Required behavior
is that which the group starts with, so tospeak.
It is required by the nature of the task or bythe necessity for the organization to survivein its environment.
2. Emergent behavior is that which develops internally or emerges
over and above that which is given orrequired.
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The Importance of Groups inWork Organization
Social needs are among the most compelling,potent and powerful on- the- job motivators.
Changing group opinion is more effective thanchanging opinions of individual.
Groups have been formed to improveorganizational preference or to restrict it in veryimportant ways.
Groups have been used as band aids to relievetensions between individuals and organizations.Through group methods, coordination ispromoted. Groups are useful to discipline and
control recalcitrant workers.
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Buchlows explains why groups are worthconsidering as fundamental building blocks.
1) Membership and activities needs are satisfied bygroups which provide needed support especiallyduring stressful and crisis periods.
2) Groups serve as problem solving tools and
develop innovation and creativity.3) Better decisions are derived by groups than by
individuals.
4) For application and implementation, groups
serve as useful tools.5) Groups can control and discipline individuals
better than impersonal, formal, and quasi- legalsystems.
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6. Big size of organizations is tempered bygroups that preclude long communication
lines, steep hierarchy levels, lost individualin crowd.
Groups may exercise far stronger control over
their members than does management. The western psyche is conditioned by
predominantly individualistic orientation and arelatively free-wheeling style of reacting to
situations in life. But not in the case of Filipino. The Filipino defers to a group, and often allows
his personal inclinations interests to be in line
with those of the group.
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Limitations of Group and Group WorkDe-individuating Effects it diminishes individuality an
ultimately undermines the identity of the members that
compose the group. Baron and Pulus define de-individuating as a state of
lessened self-awareness that occurs because of involvementin group situations and is related to a lowering of self-control over behavior.
Majority Rule one half plus one of the constituency ormembership is the ruling group without considering mostof the time the issue concerned and the quality of decisionsarrived at.
Group thinkThis is the tendency to make loyalty to the groupa very powerful norm. The welfare of the group is supremeand member behavior is assessed against this norm.
Free Riding this problem occurs when some members do notcontribute their fair share of effort but, nevertheless,receive their full share of the benefits.
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Group Development
The issue is not whether groups are beneficial
or not but whether groups are planned. Groupsgo through distinct development phases whichset up and clarify the patterns that later ondetermine the group processes.
The initial development phase of any groupconsists mainly of individuals discovering andfending for themselves their place in the groupand types, status and roles of people aroundhim.
Individuals in an organization rarely belong tojust one group.
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Stages of Work- Group Development
(Heinsen and Jacobson)
A. Formation
B. Differentiation
C. Integration
D.
Maturity
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* Formation
Members get acquainted and size up the newterritory
Initial task definition and identification of simplegroup processes
First attempts to clarify member roles andauthority responsibility relationship
Members try to determine how their skills will fit
the group task and how the group activity willhelp group members
Tentative decision on leadership and behavioralnorms
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* Differentiation
Progress in identifying roles and norms Better feel for group task
Formation of coalitions within the group to
promote certain views and interest Emergence of interpersonal and inter-
coalition conflicts
Working through conflicts
Emergence of competing values and norms
for guiding behavior
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* Integration
Stage of balance the life of a group Norms operating to obtain conformity
Procedures for coping with deviations fromnorms established
Work flow handled easily Development of cohesiveness among group
members
Danger of groupthink, where loyalty to thegroup becomes a powerful group norm; fatand sassy attitude
Members perceive themselves as a group
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* Maturity
Appreciation of groups need for stable norms,roles, goals, leadership, and work processes
Appreciation of groups need to be flexibleabout changing demand on group
Members awareness of each others strengthsand weakness
Acceptance of individual differences
Efficient and effective group processes
Tolerance of conflict over task-related issues;positive approach to conflict management
Minimal inter-member conflict
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Group Structure
Zander defines group structure as theinterrelationships between the individualsof a group and as guidelines to groupbehavior that make group functioningorderly and predictable.
The boundary of a group consists of social
mores, norms, ethic, customs and obligationto which an individual member mustconform as the price of inclusion.
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Group Goals
Goals are the main justification for thegroups existence.
It can be either formally stated orally or in
writing or informally implied in the actionsof group members. Agreement about group
goals either formal or informal increases
group cohesiveness.
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Group Norms Hackman defines norms as informal rules that
are generally agreed upon and that guide groupmembers behavior.
Norms can be classified as prescriptive orproscriptive.
Prescriptive
Dictating behavior that should be followed.
Proscriptive Dictating behavior that should not be
performed and should be avoided.
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Four ways by which group norms develop
(By D.C Feldman)
Practices over time.
Carryovers from certain situations. Expressed statements from others.
Critical events in group history.
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Roles in the Group Roles are the hats we wear according to Baron.
Task roles Those that focus on task or goal accomplishments.
It emphasizes content, structure, goals.
Maintenance or socio-emotional roles
Support and nurture the group.
These group-building roles lead the group towardpositive member interaction and interpersonal behavior.
Individual roles Focus on satisfying an individuals needs.
These self-oriented role behaviors often distract thegroup from effective functioning through individual
dominance in the group.
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The process of role differentiation is
important in observing, describing and
explaining the pattern of roles that emergesfor each group member.
Interaction Process Analysis
Developed by Robert Bales
A method of observing and recording
behaviors.
The nature and frequency of role behaviors
and individuals interactions in a group are
tallied.
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Classification of Group Roles
Task
oriented roles Initiator Offers new ideas or suggests
solutions to problems.
Information seeker
Seeks pertinent factsor clarification of information.
Coordinator Coordinates activities,
combines ideas or suggestions. Evaluator Assesses the quality of
suggestions, solutions, or norms.
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Maintenance roles
Encourager Encourage cohesiveness and
warmth, praises and accepts other ideas. Harmonizer Alleviates tension; resolves
intra-group disagreements.
Gatekeeper Encourage participation by
others and sharing of ideas. Standard setter Raises questions about
group goals, help set goals andstandards.
Follower agrees and pursues others
activities. Group observers Monitors group
operations; provides feedback to group.
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Individual roles
Blocker
Resists stubbornly; negative;return to rejected issues.
Recognition seeker Calls attention to
self by boasting, bragging, actingsuperior. Dominator Manipulates group; interrupts
others; gains attention.
Avoider
remains apart from others;resists passively.
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Cohesiveness and Team Building
Cohesiveness
may develop when the forces acting on the
members to remain in the group should begreater than the forces acting them to leave
it.
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High group cohesiveness may result in either high orlow levels of group performance.
According to Albanese and Van Fleet, this is possiblebecause cohesiveness can derive from either or both oftwo forces, forces congruent with satisfaction of
individual needs. Under ideal circumstances, bothforces will be congruent, but that is not always thecase.
Ch i i f Hi h
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Characteristics of High-Performing Teams
1. Mission
The team has clearly defined mission which its members participate
in developing.
2. Goals
Goals and priorities are understood by all members who are involved
in setting them and who agree with them.
3. Roles
Clearly defined and do not overlap.
4. Leadership
Effective leadership with clearly defined responsibilities is strong butis shared when appropriate.
5. Communication
Open and honest communication exists among team members and
structure is used functionally for written and verbal communication.
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6. Decision Making
Decisions are made with an orderly, problem- solving approach.
7. Systems/ Procedures
Information is readily available for decision making andcoordinating work.
Procedures are followed by identifying customer needs and taking
responsive actions.
8. Climate
Team identity, esprit de corps and pride exist. Members respect
and support each other.
They posses a can- do attitude.
9. Rewards
Team members are rewarded for the work they accomplish.
Competence of the constituents being led
The lack of professional, technical, social competence, abilities and
skills that are needed for the job can disrupt team building and
cohesiveness.
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Group Methods and Techniques
Meetings
Group meetings refer to committees;conferences which meet face to face discusswork problems in an organization.
A committee is a specific type of meeting inwhich group members have delegated to thecommittee members formal authority in thedecision making on the problem at hand.
A conference is a group larger than acommittee. The members attending have lesschance to air their views and to communicatedirectly with one another.
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Meetings can be made constructive instead of its being
characterized as an act of taking down plenty of minutes but
wasting many hours. The following points can be followed:
1. Keep its size small enough for people to interact dynamicallyand big enough to get a variety of ideas.
2. Have clear objectives for each meeting together with an agenda
that is known all members way before the meeting.
3. As much as possible, committee members should come fromsame rank for they give considerable weight to their rank
outside the committee.
4. The role of the leader is very significant in getting ideas accepted
by the members.5. The group members are regarded as a very important source of
ideas.
6. Activities in meetings could be varied and content could be
substantive.
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Brainstorming
This technique is usually used when a groupsearches for new courses of action or some
solutions to pressing issues and problems.
It is characterized by a free exchange ofthoughts and concern to stimulate and
generate novel ideas.
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Group Dynamics
This is a technique in which the groupmembers articulate their actual experiences,emote their feelings, sentiments andemotions on certain aspects, areas or
problems with the aid of facilitator. The process helps the members get a clear
understanding of the problem and gaininsights into the situation.
Group dynamics activities can be eitherstructured or unstructured.
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Sensitivity Training
Also called T-group Training, one of thecommonly used forms of experiential group
method training The T-group approach is used in small groups of
between eight to twelve members to allow ahigh level of participation, involvement and
communication
Quality Circle
This is a process of identifying, recognizing andresolving problems which serve as bottlenecksin the workplace and which is performed by agroup directly affecting its members.
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Thank You