Group dynamics and group Dynamics
- 1. Group Behavior and Group Dynamics Prof. Shrinivas V K Prof. SVK
- 2. Defining and Classifying Groups Prof. SVK
- 3. Types of groups Formal • Command • Task Informal • Interest • Friendship Prof. SVK
- 4. Tuckman’s Five-Stage TheoryTuckman’s Five-Stage Theory of Group Developmentof Group Development Performing Adjourning Norming Storming Forming Return to Independence Dependence/ interdependence Independence Prof. SVK
- 5. Stages of Group Development Prof. SVK
- 6. Stages of Group Development (cont’d) Prof. SVK
- 7. Stages of Group Development Prof. SVK
- 9. Group Behavior Model Prof. SVK
- 10. External Conditions Imposed on the Group Imposed Conditions: • Organization’s overall strategy • Authority structures • Formal regulations • Resource constraints • Selection process • Performance and evaluation system • Organization’s culture • Physical work setting Imposed Conditions: • Organization’s overall strategy • Authority structures • Formal regulations • Resource constraints • Selection process • Performance and evaluation system • Organization’s culture • Physical work setting Prof. SVK
- 11. Group Member Resources • Knowledge, Skills, and Abilities – Interpersonal skills • Conflict management and resolution • Collaborative problem solving • Communication – Personality Characteristics • Sociability • Initiative • Openness • Flexibility Prof. SVK
- 12. 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. Prof. SVK
- 13. Group Structure - Roles (cont’d) Prof. SVK
- 14. Group Structure - Roles (cont’d) Prof. SVK
- 15. Group Structure - Norms Prof. SVK
- 16. Group Structure - Norms (cont’d) Prof. SVK
- 17. Typology of Deviant Workplace Behavior Prof. SVK
- 18. Group Structure Size • Odd number groups do better than even. • Groups of 7 or 9 perform better overall than larger or smaller groups. Size • Odd number groups do better than even. • Groups of 7 or 9 perform better overall than larger or smaller groups. Prof. SVK
- 19. Group Structure Group Size PerformanceExpected Actual (due to loafing) Prof. SVK
- 20. Group Structure - Composition Prof. SVK
- 21. Group Structure - 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. 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. Prof. SVK
- 23. Group Tasks • 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. Prof. SVK
- 24. Group Decision Making (cont’d) Prof. SVK
- 26. Attributes ofAttributes of high-performancehigh-performance TeamsTeams ParticipativeParticipative LeadershipLeadership Aligned onAligned on PurposePurpose HighHigh CommunicationCommunication CreativeCreative TalentsTalents FutureFuture FocusedFocused SharedShared ResponsibilityResponsibility High-performance Teams RapidRapid ResponseResponse Focused onFocused on TaskTask Prof. SVK
- 27. Group Behavior Model Prof. SVK
Editor's Notes
- #9: Security. By joining groups, people can reduce the insecurity of “standing alone.” Status. Inclusion in a group that is viewed as important by others provides status and recognition for its members. Self-esteem. Groups can provide people with feelings of self-worth. Affiliation. Groups can fulfill social needs. Power. What cannot be achieved individually often becomes possible through group action. Goal achievement. Sometimes, it takes more than one person to accomplish a task. In such cases, management will use formal groups.