group dynamics in public organization group dynamics in public organization
- 1. Group Dynamics in Public Organization Chapter 7
- 2. Advantages of Group Decision Making ď‚— there is more information in a group ď‚— there is greater potential for generating more alternative solutions to a problem than could be generated by a single decision maker ď‚— Groups may also benefit from synergy. ď‚— the notion that the whole is greater than the sum of the parts
- 3. Disadvantages of Group Decision Making 1) Constraint of time : ď‚— Time not only limits the efforts of individual decision makers to acquire and process information, but it also limits the possibilities for groups to make decisions. 2) Cost : ď‚— Even if group decision making and individual decision making were equally fast, the group is still more expensive 3) Groupthink ď‚— groupthink makes the whole (the group) less than the sum of the parts
- 4. Changing the Composition of the Group ď‚— An open group is one that experiences a great deal of turnover among its membership ď‚— closed group has a stable membership ď‚— Because of their stability, closed groups tend to become very cohesive ď‚— but this feature often makes it difficult for a newcomer to become integrated with the group
- 5. Group Leaders and their Roles in Public Organization ď‚— Leaders perform different roles in their public organizations 1. The coordinator role: ď‚— Communicate to all members about meetings, schedules, tasks, procedures, and similar matters. 2.The facilitator role: ď‚— Set up procedures and a structure for group work ď‚— assist members in identifying problems, defining issues, summarizing progress, and working together
- 6. 3. The trainer role: ď‚— Teach group members ways of approaching problems 4. The observer role: ď‚— Be alert to how the group is functioning and particularly to which functions are not being met 5. The gap filler role: ď‚— Fulfill those functions that are not being handled by anyone else 6. The monitor role: ď‚— the group is reminded of responsibilities, functions, and assignments necessary for implementation of the decision
- 7. How to Be an Effective Group Leader ď‚— Effective group leadership requires: 1.A solid knowledge of and dedication to the history, goals, values, achievements, and current directions of the organization. 2. An ability to keep issues in focus and matters in perspective 3. To value the opinions of each member
- 8. 4. A willingness to give credit to others and to accept the blame for failures 5. A good sense of humor, the ability to keep meetings lively and interesting 6. To find enjoyment in the meeting and be able to infect others with enthusiasm. 7. To be responsive to the individual members but to be firm when necessary
- 9. Conflict, Bargaining, and Negotiation in Public Organization ď‚— Differences and conflicts inevitably arise in public organizations ď‚— Negotiation is a natural process that occurs where two parties share certain interests but are opposed with respect to others
- 10. Guidelines for Successful Negotiations: 1.Separate the people from the problem. 2.Focus on interests, not positions. 3.Generate a variety of possibilities before deciding what to do. 4.Insist that the result will be based on some objective standard.
- 11. Organization Change and Development ď‚— The capacity to bring about needed changes effectively and responsibly may be the key determinant of success or failure as a public manager ď‚— some changes are small and little noticed, others are major and widely publicized
- 12. Diagnosing the Need for Change ď‚— Ideas for change often occur in response to a feeling that something is wrong with the existing situation ď‚— These are standard topics to consider 1.Context: ď‚— the purpose and history of the organization. ď‚— Strengths and weaknesses. 2. Outputs: ď‚— the levels of citizen satisfaction, efficiency, and productivity ď‚— the satisfaction level of the employees and their commitment to the organization
- 13. 3. Organizational culture: ď‚— the dominant beliefs, attitudes, and values in the organization 4. Task requirements: ď‚— What are the principal tasks that members of the organization must perform? 5. Formal organization: ď‚— How is the work organized? ď‚— What is the organization structure? ď‚— What are the formal modes of communication through the organization?
- 14. 6)People:  How many employees does the organization have and where do they work? 7) Physical setting and technology:  What is the condition of the organization’s buildings and equipment?  How does the physical environment affect the work being done
- 15. Strategies for Organizational Change ď‚— Having diagnosed the need for changes, the manager should undertake a fairly broad-scale effort to revitalize the organization. ď‚— one set of approaches to change efforts is generally termed organization development.
- 16.  It is important to have changes develop internally rather than be imposed from outside  The interventionist’s role involves three efforts: 1.to help generating Valid and useful information 2.to create conditions in which clients can make informed and free choices; 3.to help clients develop an internal commitment to their choice”.
- 17.  A variety of techniques are available to the interventionist, including the following: 1. Team building:  Much of an organization’s work is done in groups.  a program of team development may help improve group effectiveness.  Many of these “interventions” can be accomplished without an outside facilitator.
- 18. 2) Inter group problem solving: ď‚— Occasionally conflict or competition arises among groups ď‚— Ex. two divisions of a small organization may fight over resources and prestige ď‚— An interventionist might bring the groups together to identify problem areas and begin to devise ways to deal with the problems.
- 19. 3. Goal setting and planning: ď‚— In goal-setting efforts, superior-subordinate pairs groups throughout the organization are asked to systematically assess their capabilities and set specific targets for future performance ď‚— After a specific period, individuals or groups meet again to evaluate their work and establish goals for the next period.
- 20. 4. Sensitivity training: ď‚— One way to significantly improve openness and trust to help individuals and groups identify and explore their deep seated feeling about their work and, perhaps, about one another ď‚— A trained facilitator is almost essential here