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    Group Dynamics

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    Z Anderson Rajin
    Group Dynamics (Organizational Behavior)

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    Group Dynamics

    Uploaded by

    Z Anderson Rajin
    298 views42 pages
    Group Dynamics (Organizational Behavior)

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    © Attribution Non-Commercial (BY-NC)

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    PPT, PDF, TXT or read online from Scribd

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    Group Dynamics (Organizational Behavior)

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    298 views42 pages

    Group Dynamics

    Uploaded by

    Z Anderson Rajin
    Group Dynamics (Organizational Behavior)

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 42

    Group Dynamics

    Group Dynamics

    The social process by which people interact face to face in small groups.

    Group Dynamics
    Informal

    organization. How does it operate. What are the different objectives. Role of a leader of a small group. How to manage small groups.

    Types of Group
    Formal

    Group. Informal Group.

    Formal Group
    Committee or Task force: Temporary Meeting: Discussion, or to solve problem. Team: Work together as a part of job.

    Committee

    Committee is a formal group, where group members may be asked to generate ideas, make decisions, debate issues.

    Factors to Be Considered to Form Effective Committee


    Size Composition Agenda: Surface agenda, hidden agenda. Leadership roles: Task roles, Social role.

    System View of Effective Committee


    Input
    Size Leadership roles Composition Group structure Agenda Quality

    Process

    Outcomes

    Support

    Feedback

    Weakness of Committee
    Slowness & expensiveness. Group think. Polarization: Positive or negative thinking. Escalating commitment Divided responsibility

    Difference Between Informal and Formal Organization


    Basis of comparison Nature Concept Focus Informal organization Unofficial Power and politics Person Formal organization Official Authority and responsibility Position Delegated by management Rules Reward and penalties

    Source of power Given by group members Guidelines Control Norms Sanctions

    Formal and Informal Organizations and Their Effects


    Formal(required) Organizational system Activities Interactions Sentiment Informal(emergent) Organizational system Activities Interactions Sentiment
    Employee performance

    Employee satisfaction

    Benefits and Problems of Informal Organization


    Benefits

    Problems

    More effective system Lighten load of management Encourage cooperation Fill in gaps of managers ability Satisfaction & stability Improves communication Considers employee emotion Encourage managers to plan and act

    Undesirable rumor Encourage negative attitude Resist change Interpersonal & inter group conflict Rejects & harass some body Weak motivation & satisfaction Operates outside management control Supports conformity( Rules of society) Develop role conflict

    How Does Informal Organization Emerge


    Naturally Informal activities Sentiments Attitudes

    How to Manage Informal Organization


    Accept & understand informal organization. Identify levels of attitude & behavior. Consider possible effects. Integrate the interest of informal groups with the formal group.

    Team and Team Building

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    Ingredient of Effective Team


    Supportive

    environment Skills and role clarity Superordinate goals Team reward

    Types of Team
    Functional Team: Works together daily. Problem Solving Team: Focuses on specific issue. Cross Functional Team: Solves mutual problem Self Managed Team: Performs a variety of managerial task.

    Self Managed Team


    Form the team Scheduling the work Rotating the task and assignment among the members. Ordering the materials Deciding on team leadership Setting key team goals Budgeting Hiring and replacement Sometimes evaluating one another performance.

    Life Cycle of a Team


    Forming: Understanding each others. Storming: Mission, Assign responsibilities, Task. Norming: Acceptance of different options, Set rules, Compromise, Feelings etc Performing: How efficiently group members achieve the result. Adjourning: Termination of the team

    Skills Required in Team Building


    Consultation Skills:Diagnosing skills,contracting,deigning change. Interpersonal Skill:Trust building,coaching,listening Research skills:Planning,conducting,evaluating results.

    Twelve Cs for Team Building


    1. 2. 3. 4. 5.

    6.
    7. 8. 9. 10. 11. 12.

    Clear Expectations Context Commitment Competence Charter Control Collaboration Communication Creative Innovation Consequences Coordination Cultural Change

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