Communication and Group Dynamics
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The document discusses key concepts related to groups and communication. It defines what a group is and different types of groups. It then covers stages of group development and properties of groups including roles, norms, status, size and cohesiveness. It discusses reasons why people join groups and models of group development. The document also covers group decision making techniques and factors that influence effectiveness. Finally, it discusses concepts related to group dynamics and the communication process within groups.
Communication and Group Dynamics
- 1. COMMUNICATION AND GROUP DYNAMICS Moderator- Prof. T. Gambhir Presenter- Dr. Priyadarshani Dr. Chibi Rushitha
- 2. What is group ? Different types of groups Stages of group development. Group Properties What is group decision making ? Group Decision-Making Techniques Dimensions of group dynamics Communication process Essentials of interpersonal communication Barriers to effective communication Group culture Conclusion
- 3. DEFINING AND CLASSIFYING GROUPS Group(s) Two or more individuals interacting and interdependent, who have come together to achieve particular objectives. Formal Group A designated work group defined by the organization’s structure. Informal Group A group that is neither formally structured nor organizationally determined; appears in response to the need for social contact.
- 4. 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. Types of formal group Types of informal group
- 5. WHY DO PEOPLE FORM GROUPS ? • Consider the celebrations that follow a cricket win. • Fans have staked their own self-image on the performance of someone else. • Fans of the losing team feel dejected , even embarassed. • The human tendency to take personal pride or offense for the accomplishments of a group is explained by the Social identity theory.
- 6. SOCIAL IDENTITY THEORY • Social identity theory: The perspective that considers when and why individuals consider themselves members of groups.
- 7. Downside of social identity : • Ingroup favouritism : This means we see members of our ingroup better than other people, and people not in our group as all the same. • Leads to stereotyping
- 8. When do people develop a social identity ? 1. Similarity 2. Distinctiveness 3. Status 4. Uncertainty reduction
- 9. WHY PEOPLE JOIN GROUPS ? • Security • Status • Self-esteem • Affiliation • Power • Goal Achievement
- 10. STAGES OF GROUP DEVELOPMENT
- 11. AN ALTERNATIVE MODEL: TEMPORARY GROUPS WITH DEADLINES Sequence of actions: 1. Setting group direction 2. First phase of inertia 3. Half-way point transition 4. Major changes 5. Second phase of inertia 6. Accelerated activity
- 12. GROUP PROPERTIES • Roles • Norms • Status • Size • Cohesiveness
- 13. ROLES Role(s) A set of expected behavior patterns attributed to someone occupying a given position in a social unit. Role Identity Certain attitudes and behaviors consistent with a role. Role Perception An individual’s view of how he or she is supposed to act in a given situation.
- 14. Role Expectations How others believe a person should act in a given situation. Role Conflict A situation in which an individual is confronted by divergent role expectations. Psychological Contract An unwritten agreement that sets out what management expects from the employee and vice versa.
- 15. NORMS Classes of Norms: • Performance norms • Appearance norms • Social arrangement norms • Resource allocation norms Acceptable standards of behavior within a group that are shared by the group’s members.
- 16. Group Norms & The Hawthorne Studies • A series of studies undertaken by Elton Mayo at Western Electric Company’s Hawthorne Works in Chicago between 1924 and 1932. • Research Conclusions: – Worker behavior and sentiments were closely related. – Group influences (norms) were significant in affecting individual behavior. – Group standards (norms) were highly effective in establishing individual worker output. – Money was less a factor in determining worker output than were group standards, sentiments, and security.
- 17. Conformity Adjusting one’s behavior to align with the norms of the group. Reference Groups Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform. ASCH STUDY
- 18. Deviant Workplace Behavior Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both. Group norms can influence the presence of deviant behavior.
- 19. TYPOLOGY OF DEVIANT WORKPLACE BEHAVIOR Category Examples Production Leaving early Intentionally working slowly Wasting resources Property Sabotage Lying about hours worked Stealing from the organization Political Showing favoritism Gossiping and spreading rumors Blaming coworkers Personal Aggression Sexual harassment Verbal abuse Stealing from coworkers
- 21. STATUS Power over Others Ability to Contribute Personal Characteristics Group Member Status A socially defined position or rank given to groups or group members by others. Norms & Interaction Status Inequity National Culture Other things influencing or influenced by status
- 22. SIZE • Advantages of small group :- 1. Interact more with each other and easier to co-ordinate 2. More motivated , satisfied and committed 3. Easier to share information 4. Faster at completing tasks 5. Individuals perform better in smaller groups • Disadvantages of small group :- 1. Less number of ideas
- 23. • Advantages of large group :- 1. More resources at their disposal to achieve group goals 2. Enables manager to obtain division of labor advantages. • Disadvantages of large group :- 1. Problem in communication and co-ordination 2. Conflict.
- 24. SOCIAL LOAFING • The tendency for individuals to expend less effort when working collectively than when working individually. What causes social loafing?
- 25. Ways to prevent social loafing: (1) Set group goals, so the group has a common purpose to strive toward; (2) increase intergroup competition, which again focuses on the shared outcome; (3) engage in peer evaluation so each person evaluates each other person’s contribution; (4) select members who have high motivation and prefer to work in groups, and (5) if possible, base group rewards in part on each member’s unique contributions.
- 26. COHESIVENESS Increasing group cohesiveness: 1. Make the group smaller. 2. Encourage agreement with group goals. 3. Increase time members spend together. 4. Increase group status and admission difficultly. 5. Stimulate competition with other groups. 6. Give rewards to the group, not individuals. 7. Physically isolate the group. Degree to which group members are attracted to each other and are motivated to stay in the group.
- 27. Relationship Between Group Cohesiveness, Performance Norms, and Productivity
- 28. GROUP DECISION MAKING • Decision-making – Large groups facilitate the pooling of information about complex tasks. – Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks. – Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.
- 29. • Strengths – More complete information – Increased diversity of views – Higher quality of decisions (more accuracy) – Increased acceptance of solutions • Weaknesses – More time consuming (slower) – Increased pressure to conform – Domination by one or a few members – Ambiguous responsibility
- 30. Effectiveness & Efficiency • Effectiveness: – Accuracy – group is better than average individual but worse than most accurate group member – Speed – individuals are faster – Creativity – groups are better – Degree of acceptance – groups are better • Efficiency – groups are generally less efficient
- 31. Two bi-products of group decision making are:- Groupthink Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action. Groupshift A change in decision risk between the group’s decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk.
- 32. Symptoms Of The Groupthink Phenomenon • Group members rationalize any resistance to the assumptions they have made. • Members apply direct pressures on those who express doubts about shared views or who question the alternative favored by the majority. • Members who have doubts or differing points of view keep silent about misgivings. • There appears to be an illusion of unanimity.
- 33. GROUP DECISION-MAKING TECHNIQUES Interacting Groups Typical groups, in which the members interact with each other face-to-face. Brainstorming An idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives
- 34. Electronic Meeting A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes. Nominal Group Technique A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion.
- 35. Evaluating Group Effectiveness TYPE OF GROUP Effectiveness Criteria Interacting Brainstorming Nominal Electronic Number and quality of ideas Low Moderate High High Social pressure High Low Moderate Low Money costs Low Low Low High Speed Moderate Moderate Moderate Moderate Task orientation Low High High High Potential for interpersonal conflict High Low Moderate Low Commitment to solution High Not applicable Moderate Moderate Development of High High Moderate Low group cohesiveness
- 36. GROUP DYNAMICS Group dynamics concern the forces operating within groups that affect the way members relate to and work with one another.
- 37. FEATURES OF GROUP DYNAMICS • Concerned with group • Changes • Rigidity or flexibility • Continuous process
- 38. GROUP DIMENSIONS Group Dimensions Culture Communication and Interaction patterns Cohesion Social Integration and Influence
- 39. COMMUNICATION Communication Functions 1. Control member behavior 2. Foster motivation for what is to be done 3. Provide a release for emotional expression 4. Provide information needed to make decisions The transference and the understanding of meaning.
- 40. COMMUNICATION PROCESS • Communication Process The steps between a source and a receiver that result in the transference and understanding of meaning.
- 41. COMMUNICATION CHANNELS • Channel The medium selected by the sender through which the message travels to the receiver. • Types of Channels – Formal Channels Are established by the organization and transmit messages that are related to the professional activities of members. – Informal Channels Used to transmit personal or social messages in the organization. These informal channels are spontaneous and emerge as a response to individual choices.
- 42. DIRECTION OF COMMUNICATION Upward LateralDownward
- 43. DIRECTION OF COMMUNICATION CEO VP Mgr Mgr VP Mgr Mgr D O W N W A R D U P W A R D LATERAL
- 44. INTERPERSONAL COMMUNICATION Oral Communication Advantages: Speed and feedback Disadvantage: Distortion of the message Written Communication Advantages: Tangible and verifiable Disadvantages: Time-consuming and lacks feedback
- 45. NONVERBAL COMMUNICATION Body Movement Facial Expressions Intonations Physical Distance
- 46. Nonverbal Communication • Advantages: Supports other communications and provides observable expression of emotions and feelings • Disadvantage: Misperception of body language or gestures can influence receiver’s interpretation of message
- 48. SMALL GROUP NETWORK EFFECTIVENESS • Small group effectiveness depends on the desired outcome variable TYPES OF NETWORKS Criteria Chain Wheel All Channel Speed Moderate Fast Fast Accuracy High High Moderate Emergence of a leader Moderate High None Member satisfaction Moderate Low High
- 49. GRAPEVINE • Three Main Characteristics 1. Informal, not controlled by management 2. Perceived by most employees as being more believable and reliable than formal communications 3. Largely used to serve the self- interests of those who use it
- 50. • Results from: – Desire for information about important situations – Ambiguous conditions – Conditions that cause anxiety • Insightful to managers • Serves employee’s social needs
- 51. REDUCING RUMORS 1. Announce timetables for making important decisions 2. Explain decisions and behaviors that may appear inconsistent or secretive 3. Emphasize the downside, as well as the upside, of current decisions and future plans 4. Openly discuss worst-case possibilities— they are almost never as anxiety-provoking as the unspoken fantasy
- 52. ELECTRONIC COMMUNICATIONS • E-mail – Advantages: quickly written, sent, and stored; low cost for distribution – Disadvantages: • Messages are easily and commonly misinterpreted • Not appropriate for sending negative messages • Overused and overloading readers • Removes inhibitions and can cause emotional responses and flaming • Difficult to “get” emotional state understood – emoticons • Non-private: e-mail is often monitored and may be forwarded to anyone
- 53. • Instant messaging/Text messaging • Forms of “real time” communication of short messages that often use portable communication devices. • Disadvantage: can be intrusive and distracting. • Intranet • A private organization-wide information network. • Extranet • An information network connecting employees with external suppliers, customers, and strategic partners. • Videoconferencing • An extension of an intranet or extranet that permits face-to-face virtual meetings via video links.
- 54. CHOICE OF COMMUNICATION CHANNEL Characteristics of Rich Channels 1. Handle multiple cues simultaneously. 2. Facilitate rapid feedback. 3. Are very personal in context. Channel Richness The capacity of a communication channel to convey information effectively.
- 55. MEDIA RICHNESS MODEL Low channel richness High channel richness Routine Nonroutine
- 56. – Richest channels — face-to-face communication. – Moderately rich channels — telephone, electronic chat rooms, E-mail, written memos, and letters. – Leanest channels — posted notices and bulletins.
- 57. BARRIERS TO EFFECTIVE COMMUNICATION Filtering A sender’s manipulation of information so that it will be seen more favorably by the receiver. Selective Perception People selectively interpret what they see on the basis of their interests, background, experience, and attitudes. Information Overload A condition in which information inflow exceeds an individual’s processing capacity.
- 58. Emotions How a receiver feels at the time a message is received will influence how the message is interpreted. Language Words have different meanings to different people. Communication Apprehension Undue tension and anxiety about oral communication, written communication, or both.
- 59. Silence as Communication • Absence of speech or noise – Powerful form of communication – Can indicate • Thinking • Anger • Fear – Watch for gaps, pauses, & hesitations in conversations
- 60. Common sources of noise in interpersonal communication. – Physical distractions – Semantic problems – Mixed messages – Cultural differences – Absence of feedback – Status effects
- 61. “POLITICALLY CORRECT” COMMUNICATION • Certain words do stereotype, intimidate, and insult individuals. • In an increasingly diverse workforce, we must be sensitive to how words might offend others. • “Garbage” becomes “post-consumer waste materials” • “Quotas” become “educational equity” • “Women” become “people of gender” – Such non-standard sanitizing of potentially offensive words can reduce the clarity of messages
- 62. GROUP CULTURE Values, beliefs, customs, and traditions held in common by group members. Cultural barriers Perception differences Semantics Word Connotations Tone differences
- 63. HAND GESTURES MEAN DIFFERENT THINGS IN DIFFERENT COUNTRIES
- 65. CULTURAL CONTEXT High-Context Cultures Cultures that rely heavily on nonverbal and subtle situational cues to communication. Low-Context Cultures Cultures that rely heavily on words to convey meaning in communication. Cultures tend to differ in the degree to which context influences the meaning individuals take from communication
- 66. A CULTURAL GUIDE Cultivate Empathy Emphasize Description Develop a Hypothesis Assume Differences
- 67. TIPS FOR EFFECTIVE COMMUNICATION
- 68. CONCLUSION • The groups operate on a common task and common attitudes. • The group dynamics is concerned with the interaction between the group members in a social situation. • This is concerned with the gaining in the knowledge of the group, how they develop and their effect on the individual members and the organization in which they function.
- 69. • The group dynamics is essential to study since it helps to find how the relationships are made within a group and how the forces act within the group members in a social setting. • This helps to recognize the formation of group and how a group should be organized, lead and promoted.
- 70. THANK YOU RIGHT AWAY WE HAD COMMUNICATED WHAT WE WANT ......