Groups^J Teams and Problem Solving 1210 [Compatibility Mode]

8/8/2019 Groups^J Teams and Problem Solving 1210 [Compatibility Mode]

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Strong and cohesive groups can have a beneficial effect on individuals and theorganisation

Four key areas that affect group cohesiveness.

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Membership

Group size - What is the ideal work group size? 5-7? Above 10-12

groups tend to form into sub-groups.

- Social Loafing (Ringlemann effect) people expend less effortin a group than if on their own Ringlemann used a rope-pulling taskto replicate this effect.

Compatibility of members Homogeneous groups (members havesimilar backgrounds, interests, attitudes etc) tend to be more cohesive,with variations in other traits such as personality and skillscomplementing each other, but problems can arise with competition

between members.

Permanence of group members Relationships need time todevelop, so groups with high turnover rates are likely to be lesscohesive.

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Work Environment

The nature of the task Similar work, common tasks and sharedproblems all add to group cohesiveness. Does the task bring peopletogether? On an assembly line it may be possible to interact with peopleeither side of you, but little opportunity to work with a common groupfeeling

Physical setting Physical proximity can aid cohesiveness, andgroups that are isolated from others may also be more cohesive.

Communications The ease with which members can communicatewill influence levels of cohesiveness and social interaction.

Technology skill based or technology based groups tend to be morecohesive.

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Organisational factors

Management and leadership can have a significant impact on groupcohesiveness through encouragement, help and support, opportunitiesfor participation, resolving conflicts etc.

Personnel policies and procedures need to be well developed, fairand equitable in order to promote cohesiveness

Success The more successful the group, the more cohesive it islikely to be and cohesive groups are more likely to be successful.

External threat A common and external threat may lead to increasedco-operation within the group.

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Group development and maturity

Tuckman identified four stages of group development and relationships:1. Forming - The bringing together of individuals who identify,

tentatively, the purpose of the group, its composition and terms ofreference. This is likely to be an anxious period as members attemptto create an impression, to test each other and establish theirpersonal identity.

2. Storming As members get to know each other they are morelikely to express both their own ideas and disagreement with others.Conflict and hostility may lead to discussions on the reform of thegroup and agreement on a better way of doing things.

3. Norming Guidelines and standards and norms of acceptablebehaviour will begin to be established. The purpose of the groupnorm is established and may either work for or againstorganisational performance.

4. Performing There is a clear group structure and cohesiveness,with the group working as an effective team. Efforts areconcentrated on the attainment of purpose and effectiveperformance.

Green has refereed to five stages:

1. The polite stage2. The why are we here, what are we doing stage?

3. The power stage: which dominant will emerge? 14


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Teams:

Common Goal

Personal success is dependent on the success of others

Interdependence members contributing different skills

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Belbin suggested that groups composed entirely of clever people or peoplewith the same personalities are prone to low levels of creativity and

performance. Successful groups require a range of people fulfilling differentroles within the group. Executives are rarely able to fulfill all roles, but mayhave a back-up role

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Documents

Groups^J Teams and Problem Solving 1210 [Compatibility Mode]