GROUP DYNAMICS

Budi Anna Keliat

A. Central Concepts In Group Dynamics1. Types of Groups

Fiedler

2. Group NormsNorms = standards of behavior

3. The Social Structure of Groups Group leader: task & social leader Regular member Deviates Isolates

InteractingCoactingConteracting

A. Central Concepts In Group Dynamics…..4. Group Development

strangers to cohesive, well coordinated requires time & a great deal of interaction

Stages of development: Mutual acceptance Communication & decision making Motivation & productivity Control & organization

5. Group Cohesiveness Hasil riset: Hubungan cohesiveness dan productivity1. The greater the congruence of the status attributes of

group member, the greater the cohesiveness of the group.

2. Higher status congruence in a group leads to improved social relationships and improved personal emotional states.

A. Central Concepts In Group Dynamics…..5.Group Cohesiveness…..

3. Cohesiveness of a group is greater if membership chenges are infrequent or do not occur at all.

4. The more cohesive the group, the more communications will be directed at deviates.

5. Cohesive groups have a higher level of intermember communication than non cohesive groups.

6. The greater the cohesiveness of a group, the greater the influence the group will exert upon its members.

7. Small groups have a greater probability of being cohesive than large ones, other things being equal

8. The more dependent an individual is on the group, the more cohesive it will be perceived by him.

9. Competition within a group (intragroup conflict) has a negative influence on group cohesiveness

10.Competition between groups increase the cohesion within the competing groups

A. Central Concepts In Group Dynamics…..5. Group Cohesiveness…..

Group cohesiveness and productivity1. People in highly cohesive groups generally

experience fewer work-related anxieties.2. Highly cohesive groups tend to have lower

absenteeism and turnover.3. Workers who have been sociometrically assigned

to work groups generally have higher job satisfaction, lower turnover rates, lower indices of labor costs, and lower indices of material costs.

4. The effect of cohesiveness upon productivity varies with the source of cohesiveness.

5. The effect of cohesiveness upon productivity varies with the type of leadership received.

A. Central Concepts In Group Dynamics…..6. Intergroup Behavior and Conflict

Within Group Between GroupSumber konflik: Struktur organisasiAda hasil riset: Gray & Starke (hal. 449)

B. MODELS OF SMALL-GROUP BEHAVIOR1. The Homans Model (Gray & Starke, 1984: 451)

Technology job Design Physical

ConditionsManagement

Assumptions and Practices

Leadership Behavior

Formal Organization

Rules

“External” Rewards and Punishments

Economic and Social Environment

Personal Backgrounds “External” Status

Factors

BACKGROUND FACTORS REQUIRED AND GIVEN BEHAVIOR

EMERGENT BEHAVIOR CONSEQUENCES

Given Sentiments or

Values

Required Sentiments

Required Interactions

Required Activities

Internal Social Structure

(Membership Categrories)

Individual Developmen

t

Satisfaction

Productivity

(“Internal System”)

Emergent Interaction

Emergent Activity

Emergent Sentiment

Norms

FEEDBACK

FIGURE 11-5. The Homans Model of Work Group BehaviorSource: Paul R. Lawrence and John A. Seiler, Organizational Behavior and Administration (Homewood, III.: Richard D.

Irwin, 1965), p. 158. Reprinted with permission.

Interaction Process Analysis

SOCIAL EMOTIONAL AREA

Positive reactions

Attempted answers

Questions

Negative reactions

3 Agree, shows passive acceptance, understands, concurs, complies

2 Shows tension release, jokes, laughs, shows satisfaction

1 Shows solidarity, raises others status, gives help, rewards

6 Gives orientation, information, repeats, clarifies, confirms

5 Gives opinion, evaluation, analysis, expresses feeling, wish

4 Gives suggestion, direction, implying autonomy for others

9 Asks for suggestion, direction, possible wavs of action

8 Asks for opinion, evaluation, analysis, expression of feeling

7 Asks for orientation, information

TASK AREA

TASK AREA

1 2 Shows antagonism, deflates others status, defends or asserts self

1 1 Shows tension, asks for help, withdraws from field

1 0 Disagrees, shows passive rejection, formality, withholds help

SOCIAL-EMOTIONAL AREA

KEY: Problems of

a) Orientation c) Kontrol e) Tension-management

b) Evaluation d) Decision f) Integration

FIGURE 11-6. Bales’ Group Interaction ModelSource: R.F. Bales, “ A Set of Categories for the Analysis of Small Group Interaction,” American Sociological Review 15 (1950): 257-63. Reprinted with

permission.

a b c d e f

2

Team Effectiveness Performance

– Acceptability of output to customers– Output:

Product Services Information Decisions Performance Events

Team Viability– Member’s satisfaction, participation,

willingness to continue working together

Ecological Framework for AnalyzingWork Team Effectiveness

OrganizationalContext Organizational

culture Task design/

technology Mission/clarity Autonomy Performance

feedback Rewards/

recognition Training &

consultation Physical

environment

Boundaries Work team

differentiation External

integration

TeamDevelopment Interpersonal

processes Norms Cohesion Roles

TeamEffectiveness Performance Viability

Organizational Context & Work Team Effectiveness Organizational Culture Task Design & Technology Mission Clarity Autonomy Performance feedback Rewards & Recognition Training & Consulting Physical Environment

Team Development A. Longitudinal Theories

– Norm– Cohesion– Roles

B. Tuckman’s Model– Forming– Storming– Norming– Forming

Team Development….. C. Team Building (Beckhand, 1969)

– Interpersonal processes– Goal setting– Role definition– Problem solving

Creative Activity In an Organization

ProblemFindingActivity

SolutionImplementation

Activity ProblemSolvingActivity

The Hard & Soft Model andHow They Work Together

A Hard Rational Model

Tasks

People Structure

Compensationsystems

Information &Decision process

The Hard & Soft Model andHow They Work Together…..

A Soft Intuitive Model & How it Works

Groups

Trust

Shared visionCommon purpose

MissionPlanning

Roles

People

NetworksRewards

The Two Models Working Together

Groups

Trust

Shared visionCommon purposeMissionPlanning

Roles

People

NetworksRewards

Tasks

People Structure

Compensationsystems

Information &Decision process

Strategy

Task & Roles Tasks

– Static– Clarity– Content– Fact– Science

Roles– Fluid– Ambiguit

y– Process– Perceptio

n– Art

Structure & Groups Structure

– Cool– Formal– Closed– Obedience– Independenc

e

Groups– Warm– Informal– Open– Trust– Autonom

y

People & People People

– Rational– Produce– Think– Tell– Work

People– Social– Create– Imagine– Inspire– Play

Informational Process & Networks Informational

Processes– Hard– Written– Know– Control– Decision

Networks– Soft– Oral– Feel– Influence– Implementatio

n