1. Part I:Work Groups

2.  A group is a collection of two or more individuals who are interdependent and interact with one another for the purpose of performing certain activities to achieve a common goal.  The key words in this definition are: ◦ Goals ◦ Interactions ◦ Performance

3. Groups are formed because of:  Task accomplishment: To achieve a particular goal organizations formally bring together individuals and form a group. These groups are usually specified by the structure of the organization.  Formal problem solving:  These are groups formed by management to solve a special problem. E.g. committees and task forces.

4.  Proximity and attraction: Individuals join together because they share similar characteristics, interest, expectations, interact frequently and enjoy this interaction.  Socio-psychological reasons: This is based on the belief that individual needs can be more adequately satisfied in groups. Needs such as prestige, status, professionalism etc.

5. There are two types of work groups. Formal work groups and informal work groups. Formal work groups include:-  A command group :- This is a collection of subordinates who report to the same supervisor. They are frequently represented on organizational charts as departments.  A task force:-  This is a collection of people who come together to accomplish a specific goal. Once the goal is accomplished, the group is usually disbanded.

6.  A team:- This is a formal work group in which there is a high level of interaction among group members who work intensely together to achieve a common group goal. Informal work groups include:-  A friendship group:- This is a collection of organizational members who enjoy other’s company and socialize with one another (often both on and off the job). Friendship groups help meet employees’ needs for social interaction.

7. Friendship groups can be an important source of social support, and can contribute to employees’ experiencing positive moods at work and being satisfied with their jobs.  Interest groups:- Members of an organization form interest groups when they have a common goal or objective that they are trying to achieve by uniting their efforts. Interest groups are often formed in response to pressing concerns among certain members of the organization.

8. 10-8 Teams Formal Work Groups Command Groups Task Forces

9. Informal Work Groups Friendship Groups Interest Groups

10.  Groups provide an important source of direction to the focal point of social life which is important in understanding individual’s social values and norms.  Through participation in groups, individuals may satisfy important economic, status, safety and friendship needs.  The behavior and performance of groups provide a major mechanism for achievement of organization's objectives.

11. One of the well known framework which describe group formation process is a five stage model by Tuckman.

12. Stage I: Forming  The first stage in group development, characterized by much uncertainty about group’s purpose, structure and leadership  Group members are testing different approaches

13. ◦ The second stage in group development, characterized by intragroup conflict. ◦ Conflicts are based on constraint that groups impose on individuality and who should control the group.  Stage III: Norming ◦ The third stage in group development, characterized by close relationships and cohesiveness after solidification of group structure. ◦ The group assimilates a common set of expectations of what defines a correct member behavior.

14.  Stage IV: Performing ◦ The fourth stage in group development, is when the group is fully functional ◦ The structure is fully functioning and accepted. ◦ The group is fully performing task at hand.  For permanent work groups performing is the last stage in group development but for temporary groups such as teams, committees and task force which have a limited task to perform there is adjourning stage.

15.  Stage V: Adjourning ◦ The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance  In practice the group can be in several stages simultaneously The five stage model ignores the organizational setting elements in group formation. Organizational setting provides rules and procedures for group formation which speed up the process.

16. 8-16

17.  This model explains the formation of deadline oriented teams  These teams exhibit a long period of inertia combined with a brief period of revolutionary changes triggered by member awareness of time deadline.

18.  The first meeting sets the team direction  The first phase is characterized by inertia  Transition takes place at the end of first phase especially at the half of allocated time  A second phase of inertia follows a transition  Last meeting is characterized by high level of productive activity

19. Groups in organizations whether formal or informal develop certain characteristics that govern member’s behavior. These characteristics are also known as structural components of group/group dynamics include:-  Norms  Status  Roles  cohesion

20. Group norms are defined as standards or rules of behavior that are established by formal and informal group members to provide some order to individual and group activities. There are two types of norms:  Behavioral norms: These relate to specific behavior of the group members.  Performance norms: These are standards related to productivity of the group. Group norms can support or oppose organizational goals.

21. Some norms are more important than others, the norms that group enforce tend to be more important to it. What causes norm to be important?  If it facilitates group survival.  If it increases the probability of predictability of group’s behavior  If it reduces embarrassing interpersonal problems for group members  If it allows members to express central values of the group and clarify the distinctive identity of the group  Norm conformity: refers to the pressure that a group puts to its members to adjust their behavior to align with norms of the group.

23.  Status is a social ranking within a group given to persons because of their positions in the organization or because of important individual traits.  Status can be a function of individual’s title, salary, seniority or expertise.  Status clarifies relationship, authority and responsibility but overemphasizing status can reduce both frequency of interaction and level of communication among members.  If there is a full and clear agreement among members on status levels (status congruence) the group can concentrate on task accomplishment otherwise the group can spend time on resolving conflicts.

24.  Everyone in a group has role to perform.  There are two characteristics of roles in a group. These are:- ◦ Sources of roles ◦ Existence of multiple roles

25.  Sources of roles can be:- Organizational e.g. job descriptions, Groups e.g. norms or Individual e.g. expectations based on values and attitudes. Existence of multiple roles  There are multiple roles in an organization as most people perform multiple roles in a typical day.

26. These two characteristics result into two major role problems in organizations. These role problems are important because they affect performance of individual as well as of the group.  Role ambiguity: Occurs when a person’s role is unclear due to lack of clarity from the sources of roles.  If a person experiences role ambiguity will be unsure and unclear of what to do. What is expected by the group and organization will result into poor performance and low job satisfaction.

27.  Role conflict: The situation in which there are multiple roles and/or role sources that conflict.

28.  This is a structural characteristic where the factors acting on group members to remain and participate in the group are greater than the factors acting on members to leave it.  Refers to solidarity and closeness of group members.

29.  Group cohesiveness indicates the degree of influence that a group has on its members.  Group cohesion indicates the existence of good feelings among group members and absence of tension, hostility and major conflicts.  Therefore, highly cohesive groups are potentially better performers than non cohesive groups.

30.  Increases group member satisfaction  Increases participation in group activities  Increases acceptance of group goals  Potentially leads to high productivity  Decreases absenteeism and turnover  May be counterproductive if group goals are contrary to organization goals

31. Group cohesiveness largely depends on Proximity Agreement on goals Similarities Inter- & intra-group competition Overall size

32. Make it easy for the group to be close together Focus on and foster similarities among group members Put a positive spin on the group’s performance Help the group build identity Keep group size manageable Challenge the group

33.  If not managed appropriately groups can easily become dysfunctional. These threats are  The Asch Effect : This refers to when a minority of group members give into a unanimous majority of wrong opposition. i.e. peer pressure  Group think: Refers to when a group norms do not allow the consideration of alternative ideas other than the one everyone thinks is the right one.

34. 34

35.  Social loafing: ◦ This refers to when individual group members decrease their effort as the size of the group increases.  Abilene Paradox : ◦ This is a situation where group members fail to communicate their real wants

36. 8-36

37. Winning Team…Loses?Losing Team…Loses? CohesivenessKeeps it cohesivenessLoses its cohesiveness Satisfaction Becomes self-satisfiedBecomes unsatisfied Orientation Loses its task-orientation, reemphasizes individual needs Becomes more dedicated to tasks and emphasizes winning Self-Image Reassured that self-image is correct and loses incentive to question its perception Becomes initially unrealistic about why it lost, transfers blame to external sources; eventually reexamines its beliefs and self- image, becoming more realistic