Managing group in the organization

Group
A group is a collection of people who interact with each other, are working toward some common purpose, and perceive themselves to be a group.

Types of Group
groups is categorize into formal or informal groups.

organization in order to help the organizational members achieve some of the important the organizational goals.

Formal groups are deliberately created by the

The informal groups, in contrast, develop rather spontaneously among an organizations members without any direction from the organizational authorities.

types of formal group

Command group
which is determined by the organizational chart depicting the approved formal connections between individuals in an organization.

 group Task
comprising some individuals with special interest or expertise, are created by the organizational authorities to work together in order to complete a specific task.

 Standing committee
is a permanent committee in an organization to deal with some specific types of problems that may arise more or less on a regular basis.

 Task force / ad hoc committee

is a temporary committee formed by organizational members from across various functional areas for a special purpose.

types of informal group Interest group

are formed when a group of employees band together to seek some common objectives.

 Friendship group
develop among the organizational members when they share some common interest like participating in some sports activities or staging the office drama, etc.

 Reference group
are the groups, with which individuals identify and compare themselves.

Formation of Group

Five-Stage Model
1. Forming is the initial stage of group development when
the group members first come in contact with others and get acquainted with each other.

2. Storming is the next stage that is characterized by a high

degree of conflict among the members. Members often show hostility towards each other and resist the leaders control.

3. Norming is the third stage

of the group development process during which the group members become closer to each other and the group starts functioning as a cohesive unit.

4. Performing is the fourth stage when the group is finally ready to start working. 5. Adjourning is the final stage when the group, after achieving the objectives for which it was created, starts to gradually dissolve itself.

Factors affecting the effectiveness of groups

Training
In order to have everyone efficiently working together, you need to lay the proper groundwork. If the foundation and training aren't there, then no amount of hyperbolic boosterism will right the ship later on.

Delegation
Establish clearly defined roles for each and every team member, as this gives him a sense of purpose. However, it is important that he knows where his specific job falls in relation to the big picture.

Patience
Some workers are more skilled than others, and some tasks are harder than others. Impatience can be divisive, which is the last thing you want.

Reinforcement
Schedule regular meetings to ensure that everyone is still on the level. This can be done as a group or in private, as long as constructive feedback and an open dialogue are the letter of the law.

Incentives
By this point, everyone is presumably sold on working together for the greater good. However, it doesn't hurt to add extra, performance-based perks here and there, as long as they are for the entire group.

To achieve effective work group

oResponsibility
Contribute as much as you can.

Complete the work assigned to you.

oReliance Help each other to:

Learn from the project, Complete the project. oRelationship Encourage each other to: Share information Exchange viewpoints

Discuss learning strategies. Form good partnerships. Show acceptance to different personalities. oRespect Be sensitive to each other's Needs. Feelings Positions

Be devoted to the project.

oReflection Be aware of: How much progress the group has made. How much you have contributed to the group.

How well you have communicated with the members. How well the project has been done.

Group conflict
A state of disharmony between incompatible or antithetical persons, ideas, or interests; a clash.

differences in professional training; stress resistance, effort capacity; non-correspondence of character and behavior; sexual harassment; sexism;

Interpersonal conflicts the main reasons are: the

communication; different value systems; different purposes; organizational ambiguities; dependence of limited resources; mutual department influence, dissatisfaction to the professional status.

Intergroup conflicts the main reasons are: wrong

Sources of conflict Within the organization

Different point of view regarding the priority objectives Different point of view regarding the methods use.

Perception differences or differences in the value system. Lack of communication or wrong communication.
Competition regarding insufficient resources. Difference of power, status and culture.

Competition for supremacy. Invading the territory. Ambiguity The activity nature and the presence of task. Changing the external environment of the organization.

Aggressiveness and stubbornness. Conflict Management Fred Tanner has defined conflict management as the limitation, mitigation and/or containment of a conflict without necessarily solving it.

The process of conflict management is the foundation for more effective conflict resolution.

Conflict prevention
Conflict prevention is often divided into two categories: direct prevention and structural prevention.

aimed at preventing short-term, often imminent, escalation of a potential conflict.

Direct conflict prevention refers to measures that are

measures that address the underlying causes of a potential conflict along with potentially escalating and triggering factors.

Structural prevention focuses on more long term

conflict. It may involve conflict management, in which the parties continue the conflict but adopt less extreme tactics; settlement, in which they reach agreement on enough issues that the conflict stops; or removal of the underlying causes of the conflict.

Conflict resolution is any reduction in the severity of a