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    Cohesiveness and Norms: High Productivity Low Productivity Moderate To Low Productivity Moderate Productivity

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    Madiha Muhammad Suleman
    1. The document discusses group cohesiveness and norms, and how they relate to group performance and productivity. High cohesiveness and clear norms typically lead to higher performance. 2. Formal groups are structured with designated goals, while informal groups form around interests and social needs. Both types of groups impact job performance and behavior. 3. Effective group processes include feedback, reflection on that feedback, setting improvement goals, and celebrating achievements. This helps continuously improve work quality and accountability.

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    Cohesiveness and Norms: High Productivity Low Productivity Moderate To Low Productivity Moderate Productivity

    Uploaded by

    Madiha Muhammad Suleman
    30 views25 pages
    1. The document discusses group cohesiveness and norms, and how they relate to group performance and productivity. High cohesiveness and clear norms typically lead to higher performance. 2. Formal groups are structured with designated goals, while informal groups form around interests and social needs. Both types of groups impact job performance and behavior. 3. Effective group processes include feedback, reflection on that feedback, setting improvement goals, and celebrating achievements. This helps continuously improve work quality and accountability.

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    Group processes

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    1. The document discusses group cohesiveness and norms, and how they relate to group performance and productivity. High cohesiveness and clear norms typically lead to higher performance. 2. Formal groups are structured with designated goals, while informal groups form around interests and social needs. Both types of groups impact job performance and behavior. 3. Effective group processes include feedback, reflection on that feedback, setting improvement goals, and celebrating achievements. This helps continuously improve work quality and accountability.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    30 views25 pages

    Cohesiveness and Norms: High Productivity Low Productivity Moderate To Low Productivity Moderate Productivity

    Uploaded by

    Madiha Muhammad Suleman
    1. The document discusses group cohesiveness and norms, and how they relate to group performance and productivity. High cohesiveness and clear norms typically lead to higher performance. 2. Formal groups are structured with designated goals, while informal groups form around interests and social needs. Both types of groups impact job performance and behavior. 3. Effective group processes include feedback, reflection on that feedback, setting improvement goals, and celebrating achievements. This helps continuously improve work quality and accountability.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 25

    COHESIVENESS AND NORMS

    • Degree to which members are attracted to each other and are motivated to
    stay in the group.
    Cohesiveness
    High Low

    High Moderate
    High
    Productivity Productivity
    Performance
    norms
    Moderate to
    Low low
    Low
    Productivity Productivity
    TYPES OF GROUPS
    GROUP

    Two or more people, interacting and interdependent, come


    together to achieve a common (particular) objective/goal

    FORMAL INFORMAL
    Structured Not Structured

    Directed Social need

    Designated Common interests


    GROUP

    • Formal
    • Command Group – hierarchy, organizational chart/structure
    • Task Group – projects/tasks are assigned e.g. committees.
    Important
    All command groups are also task groups but all task groups may not
    necessarily be command groups
    GROUP

    • Informal
    • Interest Group – common interest e.g. sports, pay increase, bonus, against
    firing policy etc
    • Friendship Group – common characteristics, social alliances, depend on
    similar age, gender, ethnic background, etc.
    Important
    All interactions resulting from informal groups effect job performance and
    behavior
    GROUP PROCESSES
    SESSION 4
    PURPOSE OF GROUP PROCESSING

    • Continuously improve the quality of the group’s task work and team work.
    • Increase individual accountability by focusing attention on other members responsible
    and skillful actions to learn and to help groupmates learn.
    • Streamline the learning process to make it simpler by reducing complexity.
    • Eliminate unskilled and inappropriate actions (error-proofing the process).
    FOUR PARTS OF PROCESSING

    • Feedback – ensure that each group member/group receives and gives feedback.
    • Reflection – ensure that group analyzes and reflects on the feedback.
    • Improvement goals – you help individuals/groups set goals for improving the quality of
    their work.
    • Celebration – you celebrate group members hard work and goal achievement.
    GROUP WORKING

    ADVANTAGES DISADVANTAGES
    • More information more resources • Pressure to conform
    • Creativity • Dominating views (individuals)
    • Accept and remember group discussion • Non contributing members
    more • Time consuming
    • Interactions
    GROUP PROCESSES

    • Group performances are greater in terms of output as


    compare to input!
    Potential Actual
    Process Process
    group + gains - losses = group
    effectiveness effectiveness
    11
    GROUP PROCESSES

    • Social Facilitation effect – the tendency for performance to improve or decline in


    response to the presence of others – positive & negative effects of presence of others on
    tasks.
    GROUP EFFECTIVENESS

    • Groups influence employee behavior which in turn impact on satisfaction


    and performance.
    • Groups are used to enhance performance and satisfaction:
    • Organizing work around intact groups
    • Having groups charged with selection, training and rewarding of members
    • Using groups to reinforce norms
    • Distributing resources on the basis of groups
    • Allowing / promoting inter group rivalry to built within group cohesiveness
    WORK-GROUP BEHAVIOR

    • External conditions influence group


    • Organizational overall strategy
    • Authority structures/ Physical work setting
    • Formal regulations/ Resources
    • Employee selection & Performance evaluation process
    • Rewards system/Culture
    WORK-GROUP BEHAVIOR

    • The resources which employees bring to the group:


    • Knowledge, skills, abilities
    • Personality characteristics, likes & dislikes, interests etc
    SKILLS REQUIRED IN A GROUP MEMBER

    • Organizing and planning


    • Decision making
    • Problem solving
    Excellent
    reliability responsibility communication
    • Communication skill

    • Persuasion and influencing skills


    • Feedback skills
    • Leadership
    • Conflict resolution
    BAD TEAM TRAITS

    • Micromanages
    • Conflict is avoided
    • Indirect communication
    • Playing ‘gotcha’
    • Go to the boss ‘to tattle’
    • ‘look good’ problem
    GROUPHATE

    • Many people cringe and groan when told that they will need to work in a group. This
    phenomenon is called “grouphate.” Grouphate has been referred to as the dread and
    repulsion that many people feel about working in groups or teams.
    • How to overcome:
    • Clear instructions
    • Realistic expectations
    DYSFUNCTIONS OF GROUPS

    • Norm violations and role ambiguity/conflicts

    • Group Think & Group Shift

    • Social loafing
    NORM VIOLATION RESULT IN DEVIANT
    WORKPLACE BEHAVIOR
    • Production • Political
    • Leaving early
    • Showing favoritism
    • Intentionally working slow
    • Wasting resources • Gossiping/rumors
    • Property • Blaming coworkers
    • Sabotage
    • Personal aggression
    • Lying about hours worked
    • Stealing from organization • Sexual harassment
    • Verbal abuse
    • Stealing from coworkers
    GROUP DECISIONS PHENOMENA

    • Groupthink • Groupshift
    Rationalize • Related to change in decision
    resistance • Related to norms risk
    • Group pressures for conformity • Either towards conservative
    Direct pressure hinders group from critical risk or greater risk!
    evaluating minority/unpopular
    Avoidance from
    views
    deviation

    Illusion of
    unanimity Groupshift can actually be a
    (agreement)
    special case of groupthink!
    SOCIAL LOAFING

    • Members reduce their efforts and performance level when acting as a


    group
    • Causes may include:
    • Lack of performance feedback
    • Tasks which are not motivated
    • Performances of others will cover for reduced efforts by the person
    • ‘sucker effect’ – not wanting to do more than the perception of effort being given by others
    • Mostly happen with larger groups
    GROUP VS INDIVIDUAL DECISION
    MAKING
    GROUP DECISION MAKING

    • Strengths • Weaknesses
    • More complete • Time consuming
    information • Conformity pressures
    • Increased diversity of in groups
    views • Dominated by one or
    • High quality decisions more members
    • High level of • Ambiguous
    acceptance responsibility
    GROUP DECISION MAKING

    • Group decisions • Individual decisions


    • More accurate • Speedy
    • More creative • Efficient
    • Effective in terms of
    acceptability

    Increase in effectiveness is
    more than loss in efficiency!
    GROUP DECISION MAKING
    TECHNIQUES
    • Brain storming • Nominal group technique
    • Operate independently
    • Idea generation process
    • Idea generation at individual level
    • Encourages creativity • Each member present the idea to
    • Absence of criticism the group
    • Discussion for clarity
    • Overcome conformity pressures
    • Each member rank idea
    independently

     Electronic meetings (nominal with technology)


     Generates anonymity, honesty & speed

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