Description
This is a presentation explaining on different types of groups and reasons why people join groups.
GROUP BEHAVIOUR & TEAMS
• “ A Collection of two or more interacting individuals with a stable pattern of relationships between them, who share common goals and who perceive themselves as being a group.”
CLASSIFYING GROUPS
• Formal Group A designated work group defined by the organization’s structure. • Informal Group A group that is neither formally structured now organizationally determined; appears in response to the need for social contact.
• Command Group • A group composed of the individuals who report directly to a given manager. • Task Group • Those working together to complete a job or task. • Interest Group • Those working together to attain a specific objective with which each is concerned. • Friendship Group • Those brought together because they share one or more common characteristics.
WHY PEOPLE JOIN GROUPS
• Security • Status • Self-esteem • Affiliation • Power • Goal Achievement
THEORIES ON GROUPS
• TRADITIONAL THEORY- Favouring formal groups. • CONTEMPORARY THEORY- Favouring informal groups.
STAGES OF GROUP DEVELOPMENT
It was given by Tuckman in 1965. He gave 4 stages and the 5th stage was added to it by Jensen in 1977.
FORMING STAGE ? Dependent on Direction ? Polite : why are we here ? Introductions are made ? First Impressions; stereotyping ? Avoid disclosing interpretations of nonverbal cues ? Disclosure and Feedback are avoided
STORMING STAGE
Counter-Dependent Bids for Power Competitive Rationalization Closed Minded Conflict/Hostility Cliques Hidden Agendas Emotions run high Resolution by Vote
NORMING STAGE
? ? ? ? ? ? ? Independent and Constructive Listening Less Attempts to Control Progress towards objectives Creativity Role Identity Leaders Less Identifiable
PERFORMING STAGE
? Interdependent ? High Morale and Esprit ? Intense Loyalty
? Individual Creativity
? Disagreement is OK ? No Cliques
? Adopt and Identify Symbols
ADJOURNING STAGE
?The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.
GROUP COHESIVENESS
?It is the degree to which members are attached to and motivated to remain part of the group. ?Persons in highly cohesive group value their membership and strive to maintain positive relationships with other members.
SOURCES OF COHESIVENESS
?INTERACTION ?THREAT ?SEVERITY OF INITIATION ?COOPERATION ?SHARED GOALS ?ATTITUDES AND VALUES ?SIZE
EFFECTS OF GROUP COHESIVENESS
?INCREASED MORALE ?REDUCED CONFLICT ?BETTER COMMUNICATION ?INCREASED PRODUCTIVITY ?CONFORMITY AND INFLUENCE
GUIDELINES FOR THE MANAGER TOWARDS ORGNIZATIONAL GOALS.
? Emphasis on task accomplishment. ? Participative management. ? Inter group competition. ? Disband the group.
MANAGERIAL ACTIONS FOR INCREASING COHESION
?Induced agreements on group goals. ?Increased membership homogeneity. ?Increased interactions among members. ?Decreased group size. ?Introduced competition with other groups. ?Allocate rewards to the group. ?Provide physical isolation from other groups.
ACTIONS TO DECREASE COHESION
• • • • • • • • Induced disagreements . Increase membership heterogeneity. Restrict interaction . Increase group size. Allocate rewards to individuals. Remove physical isolation. Introduce a dominating member. Disband the group.
GROUP THINKING
• IRVING JANIS defines it as a deterioration of mental efficiency, reality testing, and moral judgment that results from in-group pressures. • Group think results from the pressures on individual members to conform and reach consensus.
SYMPTOMS OF GROUP THINK
• There is excessive optimism and risk taking. • There are rationalizations by the members of the group to discount warnings. • There is an unquestioned belief in group’s inherent morality. The group ignores questionable ethical or moral issues or stances. • Those who oppose group are stereotyped as evil, weak, or stupid.
• There is direct pressure on any member who questions the stereotypes. Loyal members do not question the direction in which the group seems to be heading. • There is self censorship of any deviation from the apparent group consensus. • There is the illusion of unanimity. Silence is interpreted as consent. • There is self appointed mind guards who protect the group from adverse information.
GROUPSHIFT
• A change in decision risk between the group’s decision and the individual decision that members within the group would make; can be either toward conservation or greater risk.
CONCEPTS OF GROUP DECISION MAKING
GROUP DECISION MAKING • BRAIN STORMING – NOMINAL TECHNIQUE • DELPHI METHOD
BRAINSTORMING PROCESS
• Brainstorming-developed by Alex Osborn, it is used to develop creative ideas. • It creates an atmosphere of enthusiasm and non judgment in terms of the usefulness of an idea. • All criticism is ruled out. • Freewheeling is welcomed. • Quantity is wanted. • Combination and improvements are sought.
NOMINAL GROUP TECHNIQUE (NGT)
• It controls personal interaction and add structure to the group process. • Each person writes down idea or solution privately without discussions. • Each person presents his ideas in sequence, ideas are written on the chalk board. • Now participants may ask question to clarify an idea or proposal. • There is no evaluation, no discussion and no debate.
Group Structure - Roles
• Formal Leadership
– Leadership that is imposed on the group by the organization. – Leaders who derive their power from the positions they occupy in the organizational structure. – Formal leaders may or may not also be the informal leaders of the groups in which they function.
Group Structure - Norms
?
Each person ranks various proposal privately. The results are tallied to determine the relative support for each idea. The proposal with most tallies is then discussed for possible adoption.
DELPHI TECHNIQUE
• It was developed by Rand corporation to allow group decision making without members having to meet face to face. • It allows GD making to be accomplished over large distances and widely scattered members. • It involves a series of questionnaires distributed over time to a decision making panel.
• The first questionnaire states the problem and request potential solutions. • These solutions are summarized by the decision coordinator. • The summary is returned to the panel in a second questionnaire. • Panel members responds again, and the process is repeated until a consensus is reached and a clear decision emerges.
Group Structure - Status
TEAM It is a group whose members influence one another towards accomplishment of specified objectives. Problem Solving Team It is a group whose members influence one another towards accomplishment of specified objectives. Self Monitoring Team Team set up to plan, organize, influence and control its own work situations with only minimal intervention and direction from top management. Cross Functional Team It s composed of employees from different functional areas of organization.
TURNING INDIVIDUALS INTO TEAM PLAYERS
• • • • • • • •
Selection of members on basis of skills Setting challenging goals Developing rules of conduct Establish urgency Allocating right roles to right people Establishing accountability Develop trust Recognition and reward system
doc_731883774.pptx
This is a presentation explaining on different types of groups and reasons why people join groups.
GROUP BEHAVIOUR & TEAMS
• “ A Collection of two or more interacting individuals with a stable pattern of relationships between them, who share common goals and who perceive themselves as being a group.”
CLASSIFYING GROUPS
• Formal Group A designated work group defined by the organization’s structure. • Informal Group A group that is neither formally structured now organizationally determined; appears in response to the need for social contact.
• Command Group • A group composed of the individuals who report directly to a given manager. • Task Group • Those working together to complete a job or task. • Interest Group • Those working together to attain a specific objective with which each is concerned. • Friendship Group • Those brought together because they share one or more common characteristics.
WHY PEOPLE JOIN GROUPS
• Security • Status • Self-esteem • Affiliation • Power • Goal Achievement
THEORIES ON GROUPS
• TRADITIONAL THEORY- Favouring formal groups. • CONTEMPORARY THEORY- Favouring informal groups.
STAGES OF GROUP DEVELOPMENT
It was given by Tuckman in 1965. He gave 4 stages and the 5th stage was added to it by Jensen in 1977.
FORMING STAGE ? Dependent on Direction ? Polite : why are we here ? Introductions are made ? First Impressions; stereotyping ? Avoid disclosing interpretations of nonverbal cues ? Disclosure and Feedback are avoided
STORMING STAGE
Counter-Dependent Bids for Power Competitive Rationalization Closed Minded Conflict/Hostility Cliques Hidden Agendas Emotions run high Resolution by Vote
NORMING STAGE
? ? ? ? ? ? ? Independent and Constructive Listening Less Attempts to Control Progress towards objectives Creativity Role Identity Leaders Less Identifiable
PERFORMING STAGE
? Interdependent ? High Morale and Esprit ? Intense Loyalty
? Individual Creativity
? Disagreement is OK ? No Cliques
? Adopt and Identify Symbols
ADJOURNING STAGE
?The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.
GROUP COHESIVENESS
?It is the degree to which members are attached to and motivated to remain part of the group. ?Persons in highly cohesive group value their membership and strive to maintain positive relationships with other members.
SOURCES OF COHESIVENESS
?INTERACTION ?THREAT ?SEVERITY OF INITIATION ?COOPERATION ?SHARED GOALS ?ATTITUDES AND VALUES ?SIZE
EFFECTS OF GROUP COHESIVENESS
?INCREASED MORALE ?REDUCED CONFLICT ?BETTER COMMUNICATION ?INCREASED PRODUCTIVITY ?CONFORMITY AND INFLUENCE
GUIDELINES FOR THE MANAGER TOWARDS ORGNIZATIONAL GOALS.
? Emphasis on task accomplishment. ? Participative management. ? Inter group competition. ? Disband the group.
MANAGERIAL ACTIONS FOR INCREASING COHESION
?Induced agreements on group goals. ?Increased membership homogeneity. ?Increased interactions among members. ?Decreased group size. ?Introduced competition with other groups. ?Allocate rewards to the group. ?Provide physical isolation from other groups.
ACTIONS TO DECREASE COHESION
• • • • • • • • Induced disagreements . Increase membership heterogeneity. Restrict interaction . Increase group size. Allocate rewards to individuals. Remove physical isolation. Introduce a dominating member. Disband the group.
GROUP THINKING
• IRVING JANIS defines it as a deterioration of mental efficiency, reality testing, and moral judgment that results from in-group pressures. • Group think results from the pressures on individual members to conform and reach consensus.
SYMPTOMS OF GROUP THINK
• There is excessive optimism and risk taking. • There are rationalizations by the members of the group to discount warnings. • There is an unquestioned belief in group’s inherent morality. The group ignores questionable ethical or moral issues or stances. • Those who oppose group are stereotyped as evil, weak, or stupid.
• There is direct pressure on any member who questions the stereotypes. Loyal members do not question the direction in which the group seems to be heading. • There is self censorship of any deviation from the apparent group consensus. • There is the illusion of unanimity. Silence is interpreted as consent. • There is self appointed mind guards who protect the group from adverse information.
GROUPSHIFT
• A change in decision risk between the group’s decision and the individual decision that members within the group would make; can be either toward conservation or greater risk.
CONCEPTS OF GROUP DECISION MAKING
GROUP DECISION MAKING • BRAIN STORMING – NOMINAL TECHNIQUE • DELPHI METHOD
BRAINSTORMING PROCESS
• Brainstorming-developed by Alex Osborn, it is used to develop creative ideas. • It creates an atmosphere of enthusiasm and non judgment in terms of the usefulness of an idea. • All criticism is ruled out. • Freewheeling is welcomed. • Quantity is wanted. • Combination and improvements are sought.
NOMINAL GROUP TECHNIQUE (NGT)
• It controls personal interaction and add structure to the group process. • Each person writes down idea or solution privately without discussions. • Each person presents his ideas in sequence, ideas are written on the chalk board. • Now participants may ask question to clarify an idea or proposal. • There is no evaluation, no discussion and no debate.
Group Structure - Roles
• Formal Leadership
– Leadership that is imposed on the group by the organization. – Leaders who derive their power from the positions they occupy in the organizational structure. – Formal leaders may or may not also be the informal leaders of the groups in which they function.
Group Structure - Norms
?
Each person ranks various proposal privately. The results are tallied to determine the relative support for each idea. The proposal with most tallies is then discussed for possible adoption.
DELPHI TECHNIQUE
• It was developed by Rand corporation to allow group decision making without members having to meet face to face. • It allows GD making to be accomplished over large distances and widely scattered members. • It involves a series of questionnaires distributed over time to a decision making panel.
• The first questionnaire states the problem and request potential solutions. • These solutions are summarized by the decision coordinator. • The summary is returned to the panel in a second questionnaire. • Panel members responds again, and the process is repeated until a consensus is reached and a clear decision emerges.
Group Structure - Status
TEAM It is a group whose members influence one another towards accomplishment of specified objectives. Problem Solving Team It is a group whose members influence one another towards accomplishment of specified objectives. Self Monitoring Team Team set up to plan, organize, influence and control its own work situations with only minimal intervention and direction from top management. Cross Functional Team It s composed of employees from different functional areas of organization.
TURNING INDIVIDUALS INTO TEAM PLAYERS
• • • • • • • •
Selection of members on basis of skills Setting challenging goals Developing rules of conduct Establish urgency Allocating right roles to right people Establishing accountability Develop trust Recognition and reward system
doc_731883774.pptx