student presentation on groups

8/6/2019 Student Presentation on Groups

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B Y T E A M V

GROUP FORMATION ANDPROCESS


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SUMMARY

y Introduction to groups

y Types of groups

y Reasons for group

y Stages of group development

y Group characteristics

y Reference


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What is a Group ?????

Two ore more employees who share arelationship that is not only on going, but ischaracterized byan interaction that influences

one anothers performance and behavior.or

Two or more individuals interacting witheach other in order to accomplisha common

goal.


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Why do people work in group ???

ISSUE REASON

Security Reduce the insecurity of standing alone

Status Inclusion in a group givesrecognition and status

Self-Esteem Provides feeling of self-worth,

economic benefitsPower To achieve those goals that

cannot be done alone

Goal

achievement

To accomplish certain goals

more quickly and efficiently


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Types of groups

y Formal Groups:

A group that managers establish to achieve organizationgoals.

Eg: Product development team, college faculty, finance dept.of a company

y Informal Group:

A group that managers or non managerial employees form to

help achieve their own goals or to meettheir own needs. Bring together people to meetthere social needs.

This group forms naturally.

Eg: Orkut. Facebook.


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Formal group - Types

y Command Group : A group of subordinates whoreportto one particular manager constitutes thecommand group. The command group is specified

bythe formal organizational chart.

y Task Group: A group of individuals who are workingas a unitto complete a project

or job task.


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Informal Groups - Types

y Interest Groups : A group that forms because ofsome special topic of interest. Generally, when theinterest declines or a goal has been achieved, the

group disbands.y Friendship Groups :An informal group that is

established in the workplace because of somecommon characteristic of its members and that

may extend the interaction of its members toinclude activities outside the workplace.


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Group Development Stages


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Stage 1: Forming

y Definition: Stage 1 teams are generally new teams that arelearning how to work together

y Characteristics of stage 1 teams: Members tend to be tentative

and polite and to have little conflict

y Critical skills and activities: Stage 1 teams need to identifytheir purpose, develop group norms, identify group processes,define roles, build relationships and trust

y Role of facilitator/leader: Stage 1 teams usually need a strongleader who can help the team go through its forming activities


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Stage 2 : Storming

y Definition: Stage 2 teams have moved past the early formingstages and are now encountering some disagreements and/orconflict. This is natural, but teams need to find effective waysto handle conflict before they can move on to stage 3.

y Group characteristics: Members of stage 2 teams tend toexhibit increased conflict, less conformity and jockeying forpower.

y

Critical skills and activities: Stage 2 teams need to learn howto resolve conflict; clarify their roles, power, and structure; andbuild consensus through re-visiting purpose.

y Role of leader(s): Stage 2 teams need leaders and other teammembers who are willing to identify issues and resolveconflict.


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Stage 3: Norming

y Definition: Stage 3 teams have successfully moved out of thestorming stage and are ready to move to a higher level ofcommunication and problem-solving.

y Group characteristics: Members of stage 3 teams demonstratean improved ability to complete tasks, solve problems, resolveconflict.

y Critical skills and activities: Stage 3 teams need to learn toengage in more sophisticated problem-solving and decision-making, continue the use of effective strategies for conflictresolution and take greater levels of responsibility for theirroles.

y Role of leader(s): In stage 3, leaders become less directive, teammembers feel empowered, and multiple leaders emerge


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Stage 4: Performing

y Definition: Stage 4 teams are at the highest level of performance andcan process their strengths and weaknesses while accomplishing

their goals.

y Group characteristics: In stage 4, the team takes a flexible approach

to roles and structures depending on the task at hand. The team isable to evaluate its effectiveness and views conflict is viewed as anopportunity. Stage 4 teams tend to be energetic, creative, and fun!

y Critical skills and activities: Stage 4 teams need to hold highexpectations for their performance. They often use sub-groups as well

as the large group for decision-making and task completion. Teamsalso recognize the need to ensure that all members are in agreementwith the role and purpose of sub-groups.

y Role of Leader: In a stage 4 team, its often difficult to identify theleader, because everyone is sharing in leadership.


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Stage 5: Adjourning

y Definition: Stage 5 teams are at not at their highest level ofperformance as teams may disband or group members may leave.

y Group characteristics: In stage 5, the team may disband onachieving their goals or because the group members leave. Instead of

high task performance the priority of the group is to conclude itsactivities.

y Critical skills and activities: . The most effective interventions inthis stage are those that facilitate task termination and thedisengagement process. It involves the termination of task behaviors

and disengagement from relationships.

y Role of Leader: Develop a closure activity to help members determinewhat they have learned/how they have benefited, ensure that a planof recognition is in place; coordinate awards, statements orexpressions, or gifts, of appreciation


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5 Stages of Group Development

Stage Theme Issue

Forming Awareness Inclusion

Storming Conflict Control

Norming Cooperation Cohesion

Performing Productivity Team Identity

Adjourning Separation Completion


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Characteristics of Groups

Roles

Composition

Norms

Cohesiveness

Leadership

Status


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y Group Roles:

The set of behaviors and tasks thata group member is

expected to perform because ofhis or her position in thegroup.

Managers should clearly describe expected roles to groupmembers when theyare assigned to the group.


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y Group Composition :

One factor that determines the efficiency of collaborative

lea

rning isth

e composition of

the group.

Regarding the number of members, small groups seems tofunction better than large groups in which some members tend

be 'asleep' or excluded from interesting interactions.

The most intensively studied variable is the heterogeneity ofthe

group. It refers to the objective or the subjective differences (howsubjects perceive each other) among group members. Thesedifferences can be general (age, intelligence, development, schoolperformance, ...) or task specific.


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y Group Norms :

Shared guidelines or rules for behavior that most group

members follow Managers should encourage members to develop norms that

contribute to group performance and the attainment of groupgoals


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y Group Cohesiveness :

The degree to which members are attracted to their group

Three major consequences Level of participation

Level of conformityto group norms

Emphasis on group goal accomplishment

Helps the organization to increase the productivity


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Sources and Consequences ofGroup Cohesiveness


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Factors Leading to Group Cohesiveness

F a c t o r

G r o u p S i z e S m a lle r g r o u p s a llo w f o r h i g h c o h e s i v e n e s s ;L o w c o h e s i ve n e s s g r o u p s w i th m a n ym e m be rs c a n b e ne fit from s p l it ting in t o tw og r o u p s .

M a n a g e d D i v e r s it y D i v e rs e g r o u p s o f te n c o m e u p w i th b e tte r so lu t ions .

G r o u p I d e n tit y E n c o u r a g in g a g r o u p t o a d o p t a u n i q u eide n t i ty a nd e ng a ge in c om pe t it ion w it ho t he rs c a n inc re a s e c oh e s iv e ne s s .

S u c c e s s C o h e s i ve n e s s in c r e a s e s w i th s u c c e s s ;fin d i n g w a y s f o r a g r o u p t o h a v e s o m e s m a lls uc c e s s e s inc re a s e s c ohe s iv e ne s s .


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McGraw-Hill Companies, Inc., 1999

The Relationship Between Group Cohesivenessand Organizational Goals

Performance probablyoriented away from

organizational goals.

Performance oriented

away fromorganizational goals

Performance probablyoriented toward

organizational goals

Performance oriented

toward organizationalgoals

Low High

Agreement with Organizational Goals

Low

High

Degree ofGroup

Cohesiveness


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y Group Status:

A measure of worthand respectthat other members ofthe

group accord to individual group members. Group members status is linked to the persons position inthe organization.

Status mayalso be based on age, gender, education level,

seniority e.t.c


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y Group Leadership

Effective leadership is a key ingredient in high performing

groups, teams, and organizations. Formal groups created byan organization have a leaderappointed bythe organization.

Groups that evolve independently in an organization havea

n informa

l lea

der recognized byth

e group.


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Reference

y Organization behavior - John.W.Newstrong

y Organization behavior, ninth edition

- Stephen.P.Robins

y Tuckman, B. Developmental Sequence in Small Groups website.

y arapaho.nsuok.edu

y www.brookes.ac.uk

y www.campus.murraystate.edu

y www.stthomasu.ca

y www.tecfa.unige.ch

y www.usca.vcu.edu

y www.web.njit.edu

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