Unit 4 Group Dynamics

8/2/2019 Unit 4 Group Dynamics

1/27

Groups and Teams


2/27

F orm a GroupsChoose a Leader

Choose a PlotEnact a 10 minute sequence for the rest of the Class

You have 10 mins for preparation ONLY


3/27

D escribe the basic nature of groups: the dynamics of groupformation and the various types of groups.

D iscuss the implications that research on groups has for thepractice of management.

Explain the important dynamics of informal groups andorganizations.

Analyze the impact of groupthink.

Present the newly emerging team concept and practice.


4/27

Relaxed, comfortable, informal atmosphere

Task well understood & accepted

People express feelings & ideas

Members listen well & participate


5/27

Consensus decision making

Conflict & disagreement center

around ideas or methods

Clear assignments made & accepted

Group aware of its operation & function


6/27

Types of GroupsPrimary Groups

CoalitionsOther Types of Groups

M embershipReference GroupIn-GroupOut-Group

(Continued)


7/27

Norms of Behavior - the standards that a work group uses toevaluate the behavior of its members

Group Cohesion - the interpersonal glue that makes membersof a group stick together

Social Loafing - the failure of a group member to contributepersonal time, effort, thoughts, or other resources to thegroup

Loss of Individuality - a social process in which individual groupmembers lose self-awareness & its accompanying sense of accountability, inhibition, and responsibility for individualbehavior


8/27

(Continued)


9/27

ROLES : A set of recurring behavior that is expected from amember by others in a group

Expected role : A set of expectations concerning what a personmust, must not, or may do in a position.Perceived role : What the incumbent believes is necessary tocomplete the roleThe actual behavior of a person who occupies the position.

C larity of role and performance influences how the group functionsTo engage in a set of expected behavior patterns that are attributed tooccupying a given position in a social unitRole Identity attitudes and behaviors consistent with a roleRole Perception our view of how we re supposed to act in a givensituation


10/27

Role Expectations how others believe youshould act in a given situation

Psychological contract an unwrittenagreement between employees and employersetting out mutual expectationsRole conflict when an individual finds thatcompliance with one role requirement maymake it more difficult to comply with another


11/27

Acceptable standards of behavior within agroup that are shared by the group s

membersTell members of a group what they ought andought not to do undercertain circumstances


12/27

N orms are defined as a set of expectations about appropriateindividual and group behavior commonly agreed on bymembers

1. Formal norms exist as written rules and procedures for all employeesto adhere to

2. Informal norms develop as a result of members own behavior andexperiences which help or hinder their performance & satisfaction

Are usually unwritten, yet have a strong influence on individual

behavior.May go above and beyond formal rules and written policies/roles.Example : Performance related norms, social arrangements etc


13/27

Norms and Roles in Informal GroupsS trongly enforced if:

Aid in group survival and provision of benefitsS implify or make predictable behavior expectedHelp avoid embarrassing interpersonal problemsExpress values and goals of the group and clarify

identity


14/27

Norm Violation and Role Ambiguity/ConflictRisky S hift PhenomenonD ysfunctions in PerspectiveS ocial Loafing


15/27

G roupthink (Irving Janis)A mode of thinking (blind conformity) that peopleengage in when they are deeply involved in acohesive in-group, when the members strivingsfor unanimity override their motivation torealistically appraise alternative courses of action.

Symptoms of G roupthinkExcessive optimismAn assumption of inherent moralitySuppression of dissentA desperate quest for unanimity


16/27

Preventing GroupthinkAvoid using of groups as rubberstamps.

Urge each group member to think independently.Bring in outside experts for fresh perspectives.Assign someone the role of devil s advocate.

Take time to consider possible effects andconsequences of alternative courses of action.


17/27

Group members rationalize any resistance totheir assumptionsM embers pressure any doubters to supportthe alternative favored by the majorityD oubters keep silent about misgivings andminimize their importanceGroup interprets members silence as a yesvote for the majority


18/27


19/27

Limit group size to 10 or lessEncourage group leaders to actively seekinput from all members and avoid expressingtheir own opinions, especially in the earlystages of deliberationAppoint a devil s advocate


20/27

D ecision of the group reflects the dominantdecision-making norm that develops during

the group s discussionExaggerates the initialposition of themembers and moreoften to greater risk


21/27

(Continued)


22/27

Cross-F unctional TeamsBetween divisions

Trend toward flatter organizationsVirtual TeamsS ky-rocketing in useLevel of virtuality is worth considering

S elf-M anaged TeamsPerformance, Job S atisfaction, OrganizationalCommitment


23/27


24/27

W hat M akes W orkplace Teams Effective?Innovative ideas

Goals accomplishedAdaptability to changeHigh person/team commitment

Being rated highly by upper management


25/27

Trust: A Key to Team EffectivenessT rust: a belief in the integrity, character, or ability

of others.The primary responsibility for creating a climate of trustfalls on the manager.Trust is the key to establishing productive interpersonal

relationships.Trust encourages self-control, reduces the need fordirect supervision, and expands managerial control.


26/27

S ixW ays to Build Trust1. Communication: keep people informed.

2. Support: be an approachable person.3. R espect: delegate important duties and listen.4. F airness: evaluate fairly and objectively.

5. P

redictability: be dependable and consistent.6 . Competence: be a good role model.


27/27

Questions

Documents

Unit 4 Group Dynamics