Description
Describing on the characteristics of groups, leadership roles in groups.
CHARACTERISTICS OF GROUPS
Some of the important characteristics of groups are:
A. Group Structure; B. Group Performance &
C. Inter-Group Performance.
A. Group Structure
Each member occupies a position in a group. The pattern of relationships among the positions constitutes a group structure.
1. Status
These are similar terms and are often used interchangeably. A person is ascribed status because of such factors as job seniority, age or assignment.
2. Roles
Each position in the group structure has an associated role which consists of the expected behaviours of the occupant of that position. These expected behaviours are generally agreed upon not only by the occupants, but also by other members of the group. The expected role is only one type of a role. There are also a perceived and an enacted role. The perceived role is the set of behaviours which a person in a position believes he or she should enact. In some cases the perceived role may correspond to the expected role. The enacted role is the behaviour that a person actually carries out. Thus three possible role behaviours can result.
3. Norms These are standards which are shared by members of a group. They have certain characteristics which are important to members of a group. First, norms are only formed with respect to things that have significance for the group. Second, norms are accepted in various degrees by group members. Third, norms may apply to every member, or they may apply to only some group members.
4. Norm Conformity
Four general classes of variables influence conformity to group norms, viz.
(a) Personality of group members – Set of characteristics, tendencies & temperaments, formed by inheritance & by social, cultural and environmental factors.
(b) The stimuli which evoke the response – Include all the stimuli related to the norm to which the group member conforms to. More ambiguous the stimulus, the greater will be the conformity to group norms.
(c) Situational factors – Pertains to the variables such as the size and structure of the group. Conformity is greater when there is unanimity.
(d) Intra-group relationships – Includes such variables as the kind of group pressure exerted, how successful the group has been in achieving desired goals and the degree to which a member identifies with the group.
The Leadership Role in Groups
The leader of a group exerts some type of an influence over the members of the group. This leadership role is also significant factor in an informal group. The person who becomes an informal group leader is generally viewed as a respected and prestigious member who:
? ?
?
?
?
Aids the group in accomplishing its goals. Enables members to satisfy needs. Embodies the values of the group. Is the choice of the group members to represent their view point when interacting with other group leaders? Is a facilitator of group conflict, an initiator of group actions and is concerned with maintaining the group as functioning unit.
B. GROUP PERFORMANCE
? There are a number of group factors that significantly
influence collective performance.
? Two of the more important are group size and
cohesiveness.
Group Size
? An increase in size brings with it greater
?
?
?
?
opportunities to interact and also more opportunities to ‘hide? within the group. There are however, also disadvantages associated with large groups. Sub groups emerge when groups become large and these are inconsistent with those of the larger group. A large group typically involves a more heterogenous mix of individuals. Generally, contending forces emerge in large groups some of them perpetuating effective goal accomplishment and others hindering it. By increasing group size the physical distance between members also increases.
Group Cohesiveness
? An integrative group model identifies cohesiveness as a
characteristic of groups. ? The closeness is referred to as cohesiveness. ? It is generally regarded as a force acting on the members to remain in a group that is greater than the forces pulling the members away from the group. ? A cohesive group then involves members who are attracted to each other. A group may be attractive because . . . . . .
? ? ? ?
The goals of the group and the members are compatible and clearly specified. The group has a charismatic leader. The reputation of the group clearly indicates that the group successfully implements its tasks. The members are attractive in that they support each other and help each other overcome obstacles and barriers to personal growth and development.
The above factors are related to need satisfaction. Studies have indicated that cohesive groups are able to control the behaviour and performance of members.
One study found that members of cohesive groups were:
? Less nervous than counterparts in low cohesive
groups.
? Inclined to feel more supportiveness. ? Less anxious about job conditions, rules and policies
than members of low cohesive groups.
C. INTER-GROUP CONFLICT
Conflict among groups stems primarily from individual differences, limited resources, role differentiation and organizational climate. These are four or the numerous potential sources of inter-group behaviour.
1. Individual Differences - The physiological,
psychological and sociological differences in individuals are potential sources of conflict. Conflicts between the younger and older employees is the result of differences in personality, age and other related variables. 2. Limited Resources - There is always a struggle for more and more resources to accomplish tasks. Orgs must therefore divide money, material, equipment and manpower in the most effective manner.
3. Role Differentiation - Conflicts among roles are inevitable. The role of a line manager and a staff specialist are often conflict laden. The line manager is often protective of the position, enjoys being close to the production of the end products and dislikes an outsider, a staff employee, offering advice on how to perform a job. The role of a staff employee is to aid the line manager through advice and counsel. These line and staff objectives are therefore often incompatible and are the main reasons for conflict. 4. Organizational Conflict - This „climate? is a set of properties of the work environment perceived by the employees who work in the environment and is a major force in influencing their job behaviour. Research, however still suggests that improving an organizational climate can be a useful strategy to improve inter-group relations.
STRATEGIES FOR MINIMIZING INTERGROUP CONFLICT
? Since inter-group conflict is such a common
occurrence it is necessary for management to be capable of handling major dysfunctional conflict or to prevent conflict from reaching an intense level.
? The strategy used by managers can be classified into
three categories – avoidance, defusion and confrontation.
1. Avoidance ? Some managers try to avoid conflict situations. ? They try to look the other way or to disregard derogatory comments or hostile actions by others. Sometimes they even leave the work group or organization to avoid conflict. ? Such managers feel that the conflict will become less intense over a period of time. ? However, this ‘avoidance’ theory is not feasible when the other group is attempting to secure limited resources and such strategy could eventually result in ineffective group performance.
2. Defusion ? This strategy is an attempt to buy time until the conflict between two groups becomes less emotional. ? The strategy involves solving minor points of disagreement and allowing the major issues to linger. ? The continued reliance on avoidance and defusion strategies lowers the prestige of the manager.
3. Confrontation
A number of confrontation approaches are designed to minimize inter group conflicts.
? One approach is to negotiate the problem. ? A second approach is to find super-ordinate goals that
appeal to the conflicting groups. ? A third strategy involves identifying a “common enemy” for the conflicting groups. This ‘enemy’ could be a competitor, or an external factor like a governmental policy, a dreaded disease like poverty. The groups will then work harder to ‘combat’ this common enemy.
?
A fourth confrontation approach involves increasing the communication and understanding between the groups. This is attempted by groups exchanging personnel for a period of time. The assumption underlying this strategy is that the exchanged personnel can learn more about the other group and communicate their impressions back to their regular groups. How much a person can learn about another group is however debatable. The fifth confrontation approach is to bring the conflicting groups together and conduct a formal confrontation meeting. This way both the groups can present their views to each other and work through the differences of opinion and perception.
?
Some organizations use representatives of groups in confrontation meetings. These individuals acquire the groups’ opinions in a meeting and report them back to their own groups. It is assumed that any form of confrontation session results in a degree of increased awareness of another group.
doc_234388207.pptx
Describing on the characteristics of groups, leadership roles in groups.
CHARACTERISTICS OF GROUPS
Some of the important characteristics of groups are:
A. Group Structure; B. Group Performance &
C. Inter-Group Performance.
A. Group Structure
Each member occupies a position in a group. The pattern of relationships among the positions constitutes a group structure.
1. Status
These are similar terms and are often used interchangeably. A person is ascribed status because of such factors as job seniority, age or assignment.
2. Roles
Each position in the group structure has an associated role which consists of the expected behaviours of the occupant of that position. These expected behaviours are generally agreed upon not only by the occupants, but also by other members of the group. The expected role is only one type of a role. There are also a perceived and an enacted role. The perceived role is the set of behaviours which a person in a position believes he or she should enact. In some cases the perceived role may correspond to the expected role. The enacted role is the behaviour that a person actually carries out. Thus three possible role behaviours can result.
3. Norms These are standards which are shared by members of a group. They have certain characteristics which are important to members of a group. First, norms are only formed with respect to things that have significance for the group. Second, norms are accepted in various degrees by group members. Third, norms may apply to every member, or they may apply to only some group members.
4. Norm Conformity
Four general classes of variables influence conformity to group norms, viz.
(a) Personality of group members – Set of characteristics, tendencies & temperaments, formed by inheritance & by social, cultural and environmental factors.
(b) The stimuli which evoke the response – Include all the stimuli related to the norm to which the group member conforms to. More ambiguous the stimulus, the greater will be the conformity to group norms.
(c) Situational factors – Pertains to the variables such as the size and structure of the group. Conformity is greater when there is unanimity.
(d) Intra-group relationships – Includes such variables as the kind of group pressure exerted, how successful the group has been in achieving desired goals and the degree to which a member identifies with the group.
The Leadership Role in Groups
The leader of a group exerts some type of an influence over the members of the group. This leadership role is also significant factor in an informal group. The person who becomes an informal group leader is generally viewed as a respected and prestigious member who:
? ?
?
?
?
Aids the group in accomplishing its goals. Enables members to satisfy needs. Embodies the values of the group. Is the choice of the group members to represent their view point when interacting with other group leaders? Is a facilitator of group conflict, an initiator of group actions and is concerned with maintaining the group as functioning unit.
B. GROUP PERFORMANCE
? There are a number of group factors that significantly
influence collective performance.
? Two of the more important are group size and
cohesiveness.
Group Size
? An increase in size brings with it greater
?
?
?
?
opportunities to interact and also more opportunities to ‘hide? within the group. There are however, also disadvantages associated with large groups. Sub groups emerge when groups become large and these are inconsistent with those of the larger group. A large group typically involves a more heterogenous mix of individuals. Generally, contending forces emerge in large groups some of them perpetuating effective goal accomplishment and others hindering it. By increasing group size the physical distance between members also increases.
Group Cohesiveness
? An integrative group model identifies cohesiveness as a
characteristic of groups. ? The closeness is referred to as cohesiveness. ? It is generally regarded as a force acting on the members to remain in a group that is greater than the forces pulling the members away from the group. ? A cohesive group then involves members who are attracted to each other. A group may be attractive because . . . . . .
? ? ? ?
The goals of the group and the members are compatible and clearly specified. The group has a charismatic leader. The reputation of the group clearly indicates that the group successfully implements its tasks. The members are attractive in that they support each other and help each other overcome obstacles and barriers to personal growth and development.
The above factors are related to need satisfaction. Studies have indicated that cohesive groups are able to control the behaviour and performance of members.
One study found that members of cohesive groups were:
? Less nervous than counterparts in low cohesive
groups.
? Inclined to feel more supportiveness. ? Less anxious about job conditions, rules and policies
than members of low cohesive groups.
C. INTER-GROUP CONFLICT
Conflict among groups stems primarily from individual differences, limited resources, role differentiation and organizational climate. These are four or the numerous potential sources of inter-group behaviour.
1. Individual Differences - The physiological,
psychological and sociological differences in individuals are potential sources of conflict. Conflicts between the younger and older employees is the result of differences in personality, age and other related variables. 2. Limited Resources - There is always a struggle for more and more resources to accomplish tasks. Orgs must therefore divide money, material, equipment and manpower in the most effective manner.
3. Role Differentiation - Conflicts among roles are inevitable. The role of a line manager and a staff specialist are often conflict laden. The line manager is often protective of the position, enjoys being close to the production of the end products and dislikes an outsider, a staff employee, offering advice on how to perform a job. The role of a staff employee is to aid the line manager through advice and counsel. These line and staff objectives are therefore often incompatible and are the main reasons for conflict. 4. Organizational Conflict - This „climate? is a set of properties of the work environment perceived by the employees who work in the environment and is a major force in influencing their job behaviour. Research, however still suggests that improving an organizational climate can be a useful strategy to improve inter-group relations.
STRATEGIES FOR MINIMIZING INTERGROUP CONFLICT
? Since inter-group conflict is such a common
occurrence it is necessary for management to be capable of handling major dysfunctional conflict or to prevent conflict from reaching an intense level.
? The strategy used by managers can be classified into
three categories – avoidance, defusion and confrontation.
1. Avoidance ? Some managers try to avoid conflict situations. ? They try to look the other way or to disregard derogatory comments or hostile actions by others. Sometimes they even leave the work group or organization to avoid conflict. ? Such managers feel that the conflict will become less intense over a period of time. ? However, this ‘avoidance’ theory is not feasible when the other group is attempting to secure limited resources and such strategy could eventually result in ineffective group performance.
2. Defusion ? This strategy is an attempt to buy time until the conflict between two groups becomes less emotional. ? The strategy involves solving minor points of disagreement and allowing the major issues to linger. ? The continued reliance on avoidance and defusion strategies lowers the prestige of the manager.
3. Confrontation
A number of confrontation approaches are designed to minimize inter group conflicts.
? One approach is to negotiate the problem. ? A second approach is to find super-ordinate goals that
appeal to the conflicting groups. ? A third strategy involves identifying a “common enemy” for the conflicting groups. This ‘enemy’ could be a competitor, or an external factor like a governmental policy, a dreaded disease like poverty. The groups will then work harder to ‘combat’ this common enemy.
?
A fourth confrontation approach involves increasing the communication and understanding between the groups. This is attempted by groups exchanging personnel for a period of time. The assumption underlying this strategy is that the exchanged personnel can learn more about the other group and communicate their impressions back to their regular groups. How much a person can learn about another group is however debatable. The fifth confrontation approach is to bring the conflicting groups together and conduct a formal confrontation meeting. This way both the groups can present their views to each other and work through the differences of opinion and perception.
?
Some organizations use representatives of groups in confrontation meetings. These individuals acquire the groups’ opinions in a meeting and report them back to their own groups. It is assumed that any form of confrontation session results in a degree of increased awareness of another group.
doc_234388207.pptx