Ch3 Group Dynamics

Foundation of Group Behavior
Group
A group is defined as two or more individuals interacting and interdependent, who have come together to achieve particular objectives. Groups can be either formal or informal. By formal groups, we mean those defined by the organization's structure, with designated work assignments establishing tasks. Informal groups are alliances that are neither formally structured nor organizationally determined.
Command group:

Determined by the organization chart. Subordinates report directly to a given manager.
Task group:

Those working together to complete a specific job task. Boundaries not limited to its immediate hierarchical superior.
Interest group:

Groups that come together to put across their common interest. Protest for re-placement, change of vacation dates etc.
Friendship Group:
Common interests brings them together.
Stages of Group Development
Stage 1: Forming

Uncertainty of group's purpose, structure, and leadership. Determining what behaviors are acceptable. Members begin to think of themselves as part of a group.
Stage 2: Storming

Phase of intra-group conflict. Members accept the existence of the group, but resist the constraints the group imposes on individuality. Further, there is conflict over who will control the group. When this stage is complete, a relatively clear hierarchy of leadership exists within the group.
Stage 3: Norming

Close relationships develop Group cohesiveness sets in Strong sense of group identity Solidification of group structure Assimilation of common set of expectations of behaviors
Stage 4: Performing
Structure is fully functional and accepted Ready for performing tasks at hand Last stage for permanent work groups
Stage 5: Adjourning

Group prepares for its disbandment Priority changes from high task performance to winding up activities Identified with sense of achievement/loss/upset etc.
Limitations of 5-Stage Model

Assumption that group becomes more effective as it progresses through its 4 stages may not be true always. We may find groups in stage II outperform those at stage IV with high performance levels.
Groups do not necessarily proceed from one stage to next. Sometimes several stages may be happening simultaneously.
Groups may also regress to previous stage.

Model ignores organizational context. Speedy group development may also be because of strong work environment with easy access to rules, task definitions, information and resources required to perform.
External factors imposed on Group

Organizational Strategy
Authority Structures
Formal rules, regulations and policies
Organizational Resources abundance or paucity

Personal selection process
Performance evaluation and reward system

Organizational Culture
Physical Work setting
Group Structure Variables (Composition of a Group)
Formal Leadership Manager/Supervisor/Lead

Roles A set of expected behavior patterns attributed to some one occupying a given position in a social unit. Each group member occupies a role.
Role Identity - Certain attitudes and actual behaviors consistent with a role. Role Perception - One's view of how one is supposed to act in a given situation. Role Expectations - how others believe you should act in a given situation . Psychological Contract An unwritten that sets out what management expects from employee and vice versa. Role Conflict A situation in which an individual is confronted by divergent role expectations.
Norms - Acceptable standards of behavior shared by the group's members.

Deals with performance related processes. Covers appearance factors Informal social arrangements Allocation of resources
Norms develop by:
Explicit statements made by a group member (Eg: only 10 mints of coffee break) Critical events in group history (standing too close to a machine may lead to accident so stay away) Primacy (first behavior patterns sets group expectations) Carry over behavior from past groups.
Conformity Adjusting ones behavior to align with the norms of the group.
Status: A socially defined position or rank given to groups or group members by others. Size: Number of people in a group effectiveness, ability to take on more work.
determines
Social Loafing - The tendency for individuals to expend less effort when working- collectively than when working individually.
Composition: Heterogeneous groups those composed of dissimilar Individuals would be more likely to have diverse abilities and information and should be more effective.
Group demography age, culture, gender, race, education, experience levels etc.
Group Decision Making

Advantages of Group Decisions:

More complete information and knowledge Diversity of views Increased acceptance of a solution Decisions classified as legitimate and meaningful. Effective / efficient Creative solutions
Disadvantages of Group Decisions:
Time consuming Pressures to conform Domination by few Ambiguous responsibility
By-products of Group Decision Making

Groupthink:
A phenomenon in which the norm for consensus overrides the realistic appraisal of alternatives courses of action. It describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views.
Groupshift:
A change in decision risk between the groups decision and the individual decision that members within the group would make; can be either toward conservatism or greater risk.
Group Decision Making Techniques
Interacting Groups:

Face to face discussion May lead to conformity due to dominance
Brain storming:
An idea generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives.
Nominal Group Technique:
Individual members meet face to face to pool their judgment but restricts discussion or interpersonal communication during decision making process. Members operate independently.
Delphi Technique:

Similar to Nominal Group technique except members need not be physically present. When problem is identified, members are asked to provide potential solution through a series of carefully designed questionnaire. Members respond with anonymity and results are compiled. Decision is finalized when all have answered in consensus else the process is repeated by the process owner. Complex and time consuming technique.
Electronic Meetings:
Horse-shoe table with 50 people sitting around series of computer terminals. Members type their responses. Response anonymity is maintained.

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Foundation of Group Behavior

Determined by the organization chart. Subordinates report directly to a given manager.

Common interests brings them together.

Stages of Group Development

Limitations of 5-Stage Model

Groups may also regress to previous stage.

External factors imposed on Group

Organizational Resources abundance or paucity

Performance evaluation and reward system

Physical Work setting

Group Structure Variables (Composition of a Group)

Formal Leadership Manager/Supervisor/Lead

Norms - Acceptable standards of behavior shared by the group's members.

Norms develop by:

Group Decision Making

Disadvantages of Group Decisions:

Time consuming Pressures to conform Domination by few Ambiguous responsibility

By-products of Group Decision Making

Group Decision Making Techniques

Face to face discussion May lead to conformity due to dominance

Nominal Group Technique:

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