Group and Work Group Behavior. Ppp

8/2/2019 Group and Work Group Behavior. Ppp..

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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

Documents

Group and Work Group Behavior. Ppp