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Group in Organizations

The document discusses group dynamics and defines it as the interactions between group members in a social situation. It covers topics like group norms, roles, status, and cohesiveness. It also discusses teams, how they develop, factors that influence them, and causes and styles of conflict within groups.

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Lady Mae Villamor
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52 views

Group in Organizations

The document discusses group dynamics and defines it as the interactions between group members in a social situation. It covers topics like group norms, roles, status, and cohesiveness. It also discusses teams, how they develop, factors that influence them, and causes and styles of conflict within groups.

Uploaded by

Lady Mae Villamor
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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GROUPS IN ORGANIZATIONS

INTRODUCTION OF GROUP DYNAMICS


It was founded by Kurt Lewin to study group decision, group productivity, group interaction,
group cohesiveness and group communication. The underlying assumption was that the laws of
the group behavior can be established independently of the goals or specific activities of group
irrespective of the structure of the group.

Group dynamics contains two terms: group and dynamics.


Group is basically a collectivity of two or more persons.
Dynamics comes from Greek word meaning FORCE. Thus,
“Group dynamics is concerned with the interactions of forces
among group members in a social situation. ”

Why do people join in Group? the people often join groups since the groups give the
members a stability and enhances their achievement
capacity.
Group Structure is the following:
Group norms Status
Roles Cohesiveness

Group Norms- its a set of beliefs, feelings and attitudes


that usually commonly shared by group members in a
nutshell it referred to a rule in other words common sense of
standard behavior.

There are three types of norms


1.Predictive The Basis is the understanding behavior of others
2.Relational some norms define as relationships
3. Control it was also as regulating mechanism for other behavior

Role - Various play by group members


There are two types of elements on this role identity
-Role Perception
T-Role Expectation
Status - is “ a socially defined position or rank given to groups or group members by others.”
Group members get high status or low status in the Group based on their authority and
performance.
Group Cohesiveness - is the bonds that link group members to one another and to their group
as a whole are not believed to develop spontaneously.
There are two types of Cohesiveness
-Social is interpersonal
-Task Assigned is much more authoritative
If The Group has High Cohesiveness they show Unity,interactive, positive feelings, ability to
cope problems and more productive. If the Group has low cohesiveness then they usually show
much more negative feelings about the task they develop more problems and they are less
productive.

Individual Versus Group Performance


- Nominal group where as the individual was ask to seat on the same table and discuss
the problem
- Interacting where as the Individual was seperate and they will share their ideas to the
officer not on the whole group 03

TEAMS
Work Team – collection of three or more individuals who interact intensively to provide an
organizational product, plan, decision, or service
- Work teams – groups of employees who manage themselves, assign jobs, plan and
schedule work-related decision, and solve work-related problems
- Parallel teams – cross-functional teams, they consist of representatives from various
departments within an organization
- Project teams – group formed to produce onetime outputs Management teams – teams
that coordinate, manage, advise, and direct employees and teams

Factors
1. Identification – extent to which a group member identify with the team rather that with other
groups
2. Interdependence – extent to which team members need and rely on other team members
3. Power Differentiation – extent to which team members have the same level of power and
respect
4. Social Distance – extent to which team members treat each other in a friendly, informal
manner
5. Conflict Management Tactics – members try to understand the others’ views, make
attempts to compromise, and use nonthreatening tones
6. Negotiation Process
- Permanency – extent to which a team will remain together or be disbanded after a task
has been accomplished
- Proximity – physical distance between people
- Virtual teams – teams that communicate through email rather than face to face

How Team Develop


Forming stage – team members “feel out” the team concept and attempt to make a positive
impression
Storming stage – members disagree and resist their team roles
Norming stage – teams establish roles and determine policies and procedures
Performing stage – teams work toward accomplishing their goals

Why Teams Doesn’t Work


- The Team is not a team
- Excessive Meeting Requirements
- Lack of Empowerment
- Lack of Skill
- Distrust of the Team
- Process Unclear Objective
Group Conflict
● Conflict – psychological and behavioral reaction to a perception that another person is
keeping you from reaching a goal
● Dysfunctional conflict – a conflict that keeps people from working together, lessen
productivity, spreads to other areas, or increases turnover
● Functional conflict – a conflict that results in increased performance or better
interpersonal relations
Types of Conflicts
● Interpersonal Conflicts – conflict between two people
● Individual group conflict – between an individual and the other members of a group
● Group-group conflict – between two or more groups
Causes of Conflict
● Competition for Resources – occurs when the demand for resources is greater than the
resources available
● Task Interdependence – arises when the completion of a task by one person affects the
completion of a task by another person
● Jurisdictional ambiguity – disagreement about the geographical territory of lines or
authority
● Communication barriers – obstacles that interfere with successful communication and
create a source of conflict
● Communication barriers – obstacles that interfere with successful communication and
create a source of conflict
● Beliefs – it is the belief systems of individuals or groups
● Personality – It is often the result of people with incompatible personalities who must
work together

Conflict Styles
● Avoiding styles – the person who reacts to conflict by responding that it does not exist
● Withdrawal – one of the parties removes him/herself from the situation to avoid the
conflict
● Triangling – employee discusses a conflict with a third party
● Accommodating style – tends to respond to conflict by giving in to the other person
● Forcing style – who responds to conflict by always trying to win
● Winning at all costs – one side seeks to win regardless of the damage to the other side
● Collaborating style – wants a conflict resolves in such a way that both sides get what
they want
● Compromising style – individual allows each side to get some of what it wants
● Negotiation and bargaining – method of resolving conflict in which two sides use verbal
skill and strategy to reach an agreement
● Least acceptable result – a lowest settlement that a person is willing to accept in a
negotiated agreement
● Maximum supportable position – highest possible settlement that a person could
reasonably ask for and still maintain credibility in negotiating an agreement

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