1. GROUP DYNAMICS Budi Anna Keliat

2. A. Central Concepts In Group Dynamics 1. Types of Groups Fiedler 2. Group Norms Norms = standards of behavior 3. The Social Structure of Groups  Group leader: task & social leader  Regular member  Deviates  Isolates Interacting Coacting Conteracting

3. A. Central Concepts In Group Dynamics….. 4. Group Development  strangers to cohesive, well coordinated  requires time & a great deal of interaction Stages of development:  Mutual acceptance  Communication & decision making  Motivation & productivity  Control & organization 5. Group Cohesiveness  Hasil riset: Hubungan cohesiveness dan productivity 1.The greater the congruence of the status attributes of group member, the greater the cohesiveness of the group. 2.Higher status congruence in a group leads to improved social relationships and improved personal emotional states.

4. A. Central Concepts In Group Dynamics….. 5. Group Cohesiveness….. 3.Cohesiveness of a group is greater if membership chenges are infrequent or do not occur at all. 4.The more cohesive the group, the more communications will be directed at deviates. 5.Cohesive groups have a higher level of intermember communication than non cohesive groups. 6.The greater the cohesiveness of a group, the greater the influence the group will exert upon its members. 7.Small groups have a greater probability of being cohesive than large ones, other things being equal 8.The more dependent an individual is on the group, the more cohesive it will be perceived by him. 9.Competition within a group (intragroup conflict) has a negative influence on group cohesiveness 10.Competition between groups increase the cohesion within the competing groups

5. A. Central Concepts In Group Dynamics….. 5. Group Cohesiveness…..  Group cohesiveness and productivity 1.People in highly cohesive groups generally experience fewer work-related anxieties. 2.Highly cohesive groups tend to have lower absenteeism and turnover. 3.Workers who have been sociometrically assigned to work groups generally have higher job satisfaction, lower turnover rates, lower indices of labor costs, and lower indices of material costs. 4.The effect of cohesiveness upon productivity varies with the source of cohesiveness. 5.The effect of cohesiveness upon productivity varies with the type of leadership received.

6. A. Central Concepts In Group Dynamics….. 6. Intergroup Behavior and Conflict  Within Group  Between Group Sumber konflik:  Struktur organisasi Ada hasil riset: Gray & Starke (hal. 449)

7. B. MODELS OF SMALL-GROUP BEHAVIOR 1. The Homans Model (Gray & Starke, 1984: 451) Technology job Design Physical Conditions Management Assumptions and Practices Leadership Behavior Formal Organization Rules “External” Rewards and Punishments Economic and Social Environment Personal Backgrounds “External” Status Factors BACKGROUND FACTORSREQUIRED AND GIVEN BEHAVIOR EMERGENT BEHAVIORCONSEQUENCES Given Sentiments or Values Required Sentiments Required Interactions Required Activities Internal Social Structure (Membership Categrories) Individual Development Satisfaction Productivity (“Internal System”) Emergent Interaction Emergent Activity Emergent Sentiment Norms FEEDBACK FIGURE 11-5. The Homans Model of Work Group Behavior Source: Paul R. Lawrence and John A. Seiler, Organizational Behavior and Administration (Homewood, III.: Richard D. Irwin, 1965), p. 158. Reprinted with permission.

8. Interaction Process Analysis SOCIAL EMOTIONAL AREA Positive reactions Attempted answers Questions Negative reactions 3 Agree, shows passive acceptance, understands, concurs, complies 2 Shows tension release, jokes, laughs, shows satisfaction 1 Shows solidarity, raises others status, gives help, rewards 6 Gives orientation, information, repeats, clarifies, confirms 5 Gives opinion, evaluation, analysis, expresses feeling, wish 4 Gives suggestion, direction, implying autonomy for others 9 Asks for suggestion, direction, possible wavs of action 8 Asks for opinion, evaluation, analysis, expression of feeling 7 Asks for orientation, information TASK AREA 1 2 Shows antagonism, deflates others status, defends or asserts self 1 1 Shows tension, asks for help, withdraws from field 1 0 Disagrees, shows passive rejection, formality, withholds help SOCIAL-EMOTIONAL AREA KEY: Problems of a) Orientationc) Kontrole) Tension-management b) Evaluationd) Decisionf) Integration FIGURE 11-6. Bales’ Group Interaction Model Source: R.F. Bales, “ A Set of Categories for the Analysis of Small Group Interaction,” American Sociological Review 15 (1950): 257-63. Reprinted with permission. a b c d e f 2

9. Team Effectiveness Performance Performance –Acceptability of output to customers –Output:  Product  Services  Information  Decisions  Performance Events Team Viability Team Viability –Member’s satisfaction, participation, willingness to continue working together

10. Ecological Framework for Analyzing Work Team Effectiveness Organizational Context  Organizational culture  Task design/ technology  Mission/clarity  Autonomy  Performance feedback  Rewards/ recognition  Training & consultation  Physical environment Boundaries  Work team differentiation  External integration Team Development  Interpersonal processes  Norms  Cohesion  Roles Team Effectiveness  Performance  Viability

11. Organizational Context & Work Team Effectiveness Organizational Culture Organizational Culture Task Design & Technology Task Design & Technology Mission Clarity Mission Clarity Autonomy Autonomy Performance feedback Performance feedback Rewards & Recognition Rewards & Recognition Training & Consulting Training & Consulting Physical Environment Physical Environment

12. Team Development A. Longitudinal Theories A. Longitudinal Theories –Norm –Cohesion –Roles B. Tuckman’s Model B. Tuckman’s Model –Forming –Storming –Norming –Forming

13. Team Development….. C. Team Building (Beckhand, 1969) C. Team Building (Beckhand, 1969) –Interpersonal processes –Goal setting –Role definition –Problem solving

14. Creative Activity In an Organization Problem Finding Activity Solution Implementation Activity Problem Solving Activity

15. The Hard & Soft Model and How They Work Together A Hard Rational Model Tasks PeopleStructure Compensation systems Information & Decision process

16. The Hard & Soft Model and How They Work Together….. A Soft Intuitive Model & How it Works Groups Trust Shared vision Common purpose Mission Planning Roles People NetworksRewards

17. The Two Models Working Together Groups Trust Shared vision Common purpose Mission Planning Roles People NetworksRewards Tasks PeopleStructure Compensation systems Information & Decision process Strategy

18. Task & Roles Tasks Tasks –Static –Clarity –Content –Fact –Science Roles Roles –Fluid –Ambiguity –Process –Perception –Art

19. Structure & Groups Structure Structure –Cool –Formal –Closed –Obedience –Independence Groups Groups –Warm –Informal –Open –Trust –Autonomy

20. People & People People People –Rational –Produce –Think –Tell –Work People People –Social –Create –Imagine –Inspire –Play

21. Informational Process & Networks Informational Processes Informational Processes –Hard –Written –Know –Control –Decision Networks Networks –Soft –Oral –Feel –Influence –Implementation