Description
Describing about the group in terms of organization, motivation and perception.
Introduction ? The study of „group behaviour? has emerged as an increasingly important part of OB and management literature. The most important reasons for this is that so much of the employees work is spent within groups.
?
Since group affiliation is a part of most employees’ work life, it is necessary for a manager to comprehend the formation, development and characteristics of groups. Some of the obvious reasons why some understanding of small groups is important to managers, are the following:
1.
The manager leads groups of subordinates.
2. Group membership influences the behaviour and performance of group members. 3. Groups in conflict with one other can restrict the accomplishment of organizational goals. 4. The influence that a group exerts on people is different for each individual. While some people are thoroughly influenced by a group, others are only minimally or not influenced at all. No generally accepted definition of a group exists.
One definition is based on the perceptions of group members. An e.g. of this type of definition is as follows : ? “A small group is defined as any number of persons engaged in interaction with one another, in a single face-to-face meeting or series of such meetings, in which each member receives some impression or perception of each other member distinct enough so that he can, either at the time or in later questioning, give some reaction to each of the others as an individual person, even though it may be only to recall that the other was present ”. This definition points out that members of the group must perceive the existence of each member as well as the existence of a group.
“ . . . an organized system of two or more individuals who are interrelated so that the system performs some function, has a standard set of role relationship amongst its members and has a set of norms that regulate the function of the group and each of its members ”.
“. . . a collection of individuals whose existence as a collection, is rewarding to the individuals”.
Some theorists assume that interaction in the form of interdependence is the core of “groupness”.
A definition which stresses interpersonal interactions, is the following:
“We mean by a group a number of persons who communicate with one another often over a span of time and who are few enough so that each person is able to communicate with all the others, not at secondhand, through other people, but face-to-face ”.
Each of the above definitions is correct, since they point to important features of groups. It is assumed that if a group does exist in an organization, then its members . . . . .
1.
Are motivated to join.
2. Perceive the group as a unified unit of interacting people. 3. Contribute in various amounts to the group processes (i.e. some people contribute more time or energy to the group). 4. Reach agreements and have disagreements through various forms of interaction.
“Two or more employees who interact with each other in such a manner that the behaviour and / or performance of a member, is influenced by the behaviour and / or performance of other members”.
Two types
?
The accomplishment of organizations goals requires certain tasks to be performed and employees are assigned to perform these tasks. Most employees are members of a group based on their position in the organization. These groups are „formal groups?.
Whenever individuals associate on a fairly continuous basis, there is a tendency for groups to form whose activities may be different from those required by the organization. These groups are labeled as „informal groups?.
?
?
?
Command Group – Specified by the organization chart. Comprises of the subordinates who report directly to a supervisor. The authority relationship between a dept. manager and the foreman, constitutes a command group. Task Group - Comprises of the employees who work together to complete a particular task or project. E.g. The activities of clerks in an insurance company when an accident claim is filed are required tasks. These activities create a situation in which several clerks must communicate and coordinate with each other if the claim is to be handled properly. This facilitates the formation of a task group. Another e.g. is nurses in a hospital.
Interest Group - Individuals who may not be members of the same command or task group may affiliate to achieve some mutual objective. Objectives of such groups are not related to those of the org but are specific to each group. 2. Friendship Group - Many groups form because the members have something in common such as age, political beliefs, or ethnic background. These groups often extend their interaction and communication to off-job activities.
1.
doc_441106234.pptx
Describing about the group in terms of organization, motivation and perception.
Introduction ? The study of „group behaviour? has emerged as an increasingly important part of OB and management literature. The most important reasons for this is that so much of the employees work is spent within groups.
?
Since group affiliation is a part of most employees’ work life, it is necessary for a manager to comprehend the formation, development and characteristics of groups. Some of the obvious reasons why some understanding of small groups is important to managers, are the following:
1.
The manager leads groups of subordinates.
2. Group membership influences the behaviour and performance of group members. 3. Groups in conflict with one other can restrict the accomplishment of organizational goals. 4. The influence that a group exerts on people is different for each individual. While some people are thoroughly influenced by a group, others are only minimally or not influenced at all. No generally accepted definition of a group exists.
One definition is based on the perceptions of group members. An e.g. of this type of definition is as follows : ? “A small group is defined as any number of persons engaged in interaction with one another, in a single face-to-face meeting or series of such meetings, in which each member receives some impression or perception of each other member distinct enough so that he can, either at the time or in later questioning, give some reaction to each of the others as an individual person, even though it may be only to recall that the other was present ”. This definition points out that members of the group must perceive the existence of each member as well as the existence of a group.
“ . . . an organized system of two or more individuals who are interrelated so that the system performs some function, has a standard set of role relationship amongst its members and has a set of norms that regulate the function of the group and each of its members ”.
“. . . a collection of individuals whose existence as a collection, is rewarding to the individuals”.
Some theorists assume that interaction in the form of interdependence is the core of “groupness”.
A definition which stresses interpersonal interactions, is the following:
“We mean by a group a number of persons who communicate with one another often over a span of time and who are few enough so that each person is able to communicate with all the others, not at secondhand, through other people, but face-to-face ”.
Each of the above definitions is correct, since they point to important features of groups. It is assumed that if a group does exist in an organization, then its members . . . . .
1.
Are motivated to join.
2. Perceive the group as a unified unit of interacting people. 3. Contribute in various amounts to the group processes (i.e. some people contribute more time or energy to the group). 4. Reach agreements and have disagreements through various forms of interaction.
“Two or more employees who interact with each other in such a manner that the behaviour and / or performance of a member, is influenced by the behaviour and / or performance of other members”.
Two types
?
The accomplishment of organizations goals requires certain tasks to be performed and employees are assigned to perform these tasks. Most employees are members of a group based on their position in the organization. These groups are „formal groups?.
Whenever individuals associate on a fairly continuous basis, there is a tendency for groups to form whose activities may be different from those required by the organization. These groups are labeled as „informal groups?.
?
?
?
Command Group – Specified by the organization chart. Comprises of the subordinates who report directly to a supervisor. The authority relationship between a dept. manager and the foreman, constitutes a command group. Task Group - Comprises of the employees who work together to complete a particular task or project. E.g. The activities of clerks in an insurance company when an accident claim is filed are required tasks. These activities create a situation in which several clerks must communicate and coordinate with each other if the claim is to be handled properly. This facilitates the formation of a task group. Another e.g. is nurses in a hospital.
Interest Group - Individuals who may not be members of the same command or task group may affiliate to achieve some mutual objective. Objectives of such groups are not related to those of the org but are specific to each group. 2. Friendship Group - Many groups form because the members have something in common such as age, political beliefs, or ethnic background. These groups often extend their interaction and communication to off-job activities.
1.
doc_441106234.pptx