GROUPS

Definition

A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

If a group exists, its members: are motivated to join, perceive the group as a unified unit of interacting people, contribute in various amounts to the group processes, reach agreements and have disagreements through various forms of interaction

Groups can be either Formal or Informal Formal groups are those defined by organization structure. Informal groups are natural formations in the work environment that appear in response to the need for social contact.

Classification of groups
1.

2.

3.

Command group- composed of the individuals who report directly to a given manager. Task group- Consists of those employees who are working together to complete a job. Interest group- Employees who may affiliate to attain a specific objective with which each is concerned

4. Friendship group- Individuals who have one or more things in common

Formal VS Informal
Informal Unofficial Power and politics used Focus is person Leader power is personal Behaviour based on norms Source of control-trust Formal Official Authority and responsibility Focus is position Power delegated by mgt. Behaviour based on rules Sources of controlrewards and penalties

WHY DO PEOPLE JOIN GROUPS

Security Status Self-Esteem Affiliation Power Goal Achievement

Theories of Group Formation

Propinquity Theory-

Individuals affiliate with one another because of spatial or geographical proximity.

Homans Theory-

Theory based on: activities, interactions, sentiments. The more activities persons share, the more numerous will be their shared interactions and sentiments, the more the sentiments more will be the shared activities and interactions.

Balance theory-

Theodore Newcomb
X Y

Persons are attracted to one another on the basis of similar attitude toward commonly relevant objects and goals. Once relationship is formed, the participants strive to maintain a balance between the attraction and the common attitude.

Exchange theory-

Thibut and Kelly Concepts: Reward, Cost, Outcome, Comparison Level Reward: Any activity which results in the gratification of the need Cost: Cost of engaging in an activity

Outcome: Reward minus cost Comparison level: Minimum level of expectation based on the past experience of the individual in comparable situations. For real attraction to occur, THE OUTCOME MUST BE ABOVE THE COMPARISON LEVEL.

Stages of group development

Forming Storming Norming Performing Adjourning

Punctuated Equilibrium Model

high performance Phase 2

For temporary groups:

transition

Phase 1 low time

Group Properties
1.

2.
3. 4. 5.

Roles Norms Status Size Cohesiveness

Roles
Role means a set of expected behaviour Different groups impose different role requirements on individuals Certain attitudes and actual behaviours are consistent with a role and they create a role identity Our view of how we are supposed to act is our role perception. We get these from the stimuli around us

Role expectations are defined as the way others believe you should act in a situation Role conflicts may exist when an individual is confronted with divergent role expectations

Norms
These are acceptable standards of behaviour shared by the group members There can be norms about performance, appearance, social arrangements and resource allocation Hawthorne experiments illustrate them Deviant behaviour depends on the accepted norms of the group

Status
Socially defined position or rank given to a group. Higher status people are better able to resist conformity High status people in a group tend to be more assertive It is important that members believe that there is equity in status hierarchy

Size
Smaller groups are quicker in completing tasks. However for problem solving large groups get better marks Large groups get better diverse input but small groups implement the decision so taken in a better way.

Cohesiveness

Degree to which members are attracted to each other and are motivated to stay in the group

Schachter Checkerboard Study

Effect of group cohesiveness, induction on productivity Task was to make cardboard checkerboards Four teams of cutters, posters, painters, final assemblers. Subjects were informed that they could send notes from other teams

Notes were intercepted by experimenters. Predetermined notes were used to create impact of positive and negative Induction.

1.
2. 3. 4.

Four teams were: High cohesive positive induction Low cohesive positive induction High cohesive negative induction Low cohesive negative induction

Implications of Schachters Study

High cohesive groups have very powerful dynamics both positive and negative on performance Of even more importance is the induction Leadership may be substituted for induction Highly cohesive group is analogous to a time bomb

Low cohesive group is much safer For maximizing productivity management requires a high cohesive group and give it proper leadership and over time make it self managing

Hi Co, + Ind

Productivity

Lo Co, + Ind Control

Lo Co, - Ind Hi Co, - Ind

Induction

Whether groups are better or individuals?

Speed- individuals better Creativity- groups better Degree of acceptance- groups better

Group decision making

1.
2. 3. 4.

Strengths More complete information Heterogeneity in decision making Higher quality Increased acceptance of decision

1.
2. 3. 4.

Weaknesses: Time consuming Conformity pressures Dominated by one or few members Ambiguous responsibility

Benefits of informal groups

Makes a more effective system Tends to encourage co-operation Fills in gaps in managers ability Gives satisfaction and stability to work groups Improves communication Safety valve for employee emotions Encourages managers to plan and act more carefully

Problems of informal groups

Develops undesirable rumors Encourages negative attitudes Resists change Leads to formal informal conflict Rejects and harasses some employees Operates outside of management control

Formal groups: committees

1. 2. 3.

Negative attitudes often seen in meetings are due to: Lack of trust causes to withhold true feelings meetings are not real work so people do not take them seriously Missing or incomplete information prevents them from taking decisions

4. Poorly run: hidden agendas 5.Meetings are considered as end results not means to an end.

Reasons for weakness of group decision-making

Groupthink: Deterioration of mental efficiency, reality testing and moral judgment that results from ingroup pressures.

1.
2. 3.

4.

Symptoms: Group members rationalize to the assumptions they have made Members apply direct pressure on those who express doubt Those who have doubts avoid deviating Appears to be an illusion of unanimity

Risky Shift- special case of group think Group decision has a higher degree of risk than any member would have been willing to take on their own

1.
2. 3.

4.

Causes of risky shift: Discussion leading to increased familiarisation Risk takers are perceived as group leaders Group discussion motivates members to take risk atleast as much as their peers are taking Diffusion of responsibility

Avoiding group think

1. 2. 3. 4.

Leaders should actively seek input from all members Appoint a devils advocate Use sub-groups Leader should refrain from voicing own opinion early in the discussion

Polarisation: Individuals bring to the group their strong dispositions (+ve, -ve) towards a topic. If aggressively confronted they can become polarized in either direction( risky or conservative)

Social loafing: Members reduce their effort and performance levels when acting in a group. Causes: 1. Lack of performance feedback 2. Tasks not intrinsically motivating 3. Sucker effect 4. Individualistic cultures see more social loafing 5. Large teams diffuse responsibility

Group Dynamics

Meaning of group dynamics

Kurt Lewin is the father of the term group dynamics Group dynamics describes how a group is to be organized or conducted. It consists of a set of techniques like role play, brainstorming, focus group, team building etc.

Group dynamics is viewed from the perspective of the internal nature of the group, how they form, their structure and processes, and how they function and affect individual members, other groups and the organization.

Differences between groups and teams

1.

2.

3.

Groups have strong clearly focused leader: teams have shared leadership roles. Groups have individual accountability: teams have individual and mutual accountability. Groups purpose is same as organization: team has a specific purpose

4. Group has individual work products: team has collective work product (synergy, common stakes) 5. Work group measure effectiveness indirectly: team measures through the end result

Teams in the organizations

1.

Cross-functional teams- made of individuals from various departments For effective teams: i. choose members carefully ii. Clearly establish purpose iii. Ensure that everyone understands the working

iv. Conduct intensive teambuilding v. achieve noticeable results to boost the morale.

2. Virtual teamsMembers communicate at a distance Appropriate communication media most important

3. Self-managed teams- manage and perform technical tasks that result in a product or service being delivered to internal or external customer. Empowered to hire, organize and purchase equipment without management direct approval.

Model of team effectiveness

Context Adequate resources, Leadership and structure, Climate of trust, Performance evaluation and rewards

Composition Abilities of members, personality, allocating roles, diversity, size of teams, member flexibility, member preference Work design Autonomy, skill variety, task identity, task significance Process Common purpose, specific goals team efficacy, conflict levels, social loafing

Team effectiveness