1. LESSON 11

2. Informal and Formal Groups
DR. MARIO A. FETALVER, JR.
Professor

3. Group Dynamics
What is group dynamics?
the social process by which people interact face-to- face in small group.
comes from the Greek word meaning “force”
refers to the study of forces operating within a group

4. Two important Historical Landmarks to understand the small groups
Research of Elton Mayo
Showed that workers tend to established informal groups that affect job satisfaction and effectiveness.

5. Experiment in the 1930 of Kurt Lewin
showed that the diff. kinds of leadership produced diff. responses in groups

6. Types of Groups
Formal Groups – established by the organization and have a public identity and goal to achieve.

7. 2. Informal groups – which emerge on the basis of common interest, proximity, and friendships.

8. Roles of Informal Leaders
may help socialize new members into the organization, and they may be called upon by the group to perform the more complex tasks.
plays several useful roles for a work unit.

9. will likely play a dominant role in applying various forms and degrees of punishment to the individual to induce the desired behavior in the future.

10. often engages in a range of behaviors to help build and sustain the informal group’s level of cohesiveness.

11. Formal Groups
Committees – is a specific type of group meeting in which members in their group role have been delegated the authority to handle the problem at hand.

12. Structured Approaches
Brainstorming
is a popular method for encouraging creative thinking in groups of about eight people. It is built around four basic guidelines for participants: .

13. Generates as many ideas as possible.
Be creative, freewheeling, and imaginative
Build upon (piggyback), extend, or combine earlier ideas.
Withhold criticism of other’s ideas.

14. Two main underlie brainstorming.
1. Deferred judgment – by which all ideas even unusual and impractical ones are encouraged without criticism or evaluation. Ideas are recorded by a group member as fast as they suggested; they are evaluated for usefulness at a later time. The purpose of deferred judgment is to separate idea creation from idea censorship.

15. This principle encourages people to propose bold, unique ideas without worrying about what others think of them. The second principle is that quantity breeds quality. As more ideas come forth, eventually higher-quality ones will be developed.

16. 2.Electronic brainstorming – in this process, group members sit at personal computer terminals sometimes in scattered location and receive a question, an issue, or a request for establishing priorities. In response, they type in their own ideas as they arise .

17. .
B. Nominal Group Technique – exists in name only, with members having minimal interaction prior to producing a decision.

18. Steps Individuals are brought together and presented with problem.
They develop solutions independently, often writing them on cards.

19. Steps
3. Their ideas are shared with others in a structured format ( a round robin) process that ensures all members get the opportunity to present their ideas.
4. Brief time is allotted so that questions can be asked but only for clarification

20. 5. Group members individually designate their preferences for the best alternatives by secret ballot.
6. The group decision is announced.

21. C. Delphi Decision Making
a panel of relevant people is chosen to address an issue. Members are selected because they are experts or have relevant information to share and the time available to do so. A series of questionnaires are sequentially distributed to the respondent, who do not need to meet face-to-face. All responses typically are in writing. Panelists may be asked to identify future problems, project market trends, or predict

22. a future state of affairs
a future state of affairs. Explanations of their conclusions also can be shared. Replies are gathered from all participants, summarized, and fed back to the members for their review. Then the participants are asked to make another decision, on the basis of new information. The process may be repeated several times until the responses converge satisfactorily and a final report is prepared.

23. D. Dialect Decision Methods
groups converge too quickly one alternative while overlooking others. Their incomplete evaluation of options may reflect either the participants dislike of meetings or their lack of willingness to raise and confront tough Some face-to-face decision-making issues.

24. Potential Outcomes of Formal Groups Process
Support for Decisions
Quality of Decisions
Individual Development

25. Figure121.1 Differences between Informal and Formal Organizations
Basis of Comparison Informal Organization Formal Organization
General Nature Unofficial Official
Major Concepts Power and Politic Authority and Responsibility
Primary focus Person Position
Source of leader power Given by group Delegated by management
Guidelines for behavior Norms Rules and policies
Source of control Sanctions Rewards and penalties

26. Systems View of Effective Committees
Inputs
Processes
Outcomes
Size
Leadership
roles
Support
Composition
Group
structures
Quality
Agendas
FEEDBACK

27. TASK AND Social Leadership
Task Roles
Social Roles
*Define a problem or
goal for the group.
*Request facts, ideas or
opinions from members.
*Provide facts, ideas
or opinions.
*Clarify a confused
situations; give
examples; provide
structure.
*support the contributions
of others, encourage
them by organization
*sense the mood of the
group and help ,members
become aware of it.
*reduce the tension and
reconcile disagreements
*modify your position,
admit an error

28. *summarize
the discussion
*determine
whether agree-
ment has been
reached
*check for con-
sensus.
*test for ethicality
*facilitate
participation
of all members.
*evaluate the
group’s
effectiveness.
*deal team
stress.