Defining and Classifying Groups

GROUPcomprises two or more Individuals, interacting and interdependent, who have come together to achieve particular objective. FORMAL GROUPS: those defined by the organizational structure with designated Work Assignments Specific tasks. The behavior of group members is stipulated and is directed towards organizational goals. Appropriate Behaviors are Established by org. Goals and are also Directed toward them.

Defining and Classifying Groups

INFORMAL GROUPS: These groups Occur Naturally in the workplace They are Alliances that are neither formally structured nor organizationally determined. Informal Groups are Social. They appear in response to the need for Social Contact. E.g. commuting with co-workers, eating lunch together of different department workers

Defining and Classifying Groups

SUBCLASSIFICATION OF GROUPS

COMMAND GROUP:
It is determined by the organization CHART. Composed of those individuals who report directly to their manager.

TASK GROUPS:
They represent those working together to complete a Job Task. Its command is not limited to its immediate hierarchical superior. It has cross command relationships.

Defining and Classifying Groups

Interest Group A united body to further their common interest, e.g., people seeking improved working conditions Friendship Groups Social Alliances, can be based on Age or Ethnic heritage, similar political views

Stages of Group Development

Groups Evolution- the Sequence THE FIVE STAGE MODEL 1. FORMING: (a) i. People Join the group as Work Assignment ii. People Join the group for

Status, Affiliation, Self-esteem, Power or Security (b) The Task of Defining the groups Purpose Structure Leadership Uncertainty prevails about groups purpose, structure, and leadership

Stages of Group Development

2. STORMING: Inter group Conflicts-resistance on the restraints on the individuality -who will lead the group -at the end -Clear Hierarchy of Leadership

Stages of Group Development

3. NORMING: Close relationships develops Strong sense of group Identity Common sense of expectations 4. PERFORMING: Attention is diverted from getting to know each other and understanding to performing the Tasks The Group Structure is fully Functional and Accepted

Stages of Group Development

Permanent work groups stages end at performing stage Temporary committees, Teams, Task forces etc the last stage is ADJOUNING; High task performance is no longer the top priority Attention towards wrapping up activities

Stages of Group Development

ALTERNATIVE MODEL (Punctuated Equilibrium Model) for TEMPORARY GROUPS with deadlines follow the under mentioned sequencing: Groups Direction Inertia- group tends to be locked into a fixed course of action. It becomes incapable of acting on new insights Transition takes place- New revised Directions Transition initiates changes Second phase of Inertia Accelerated Activities

GROUP PROPERTIES:ROLES
Set of expected behavior patterns attributed to someone occupying a given position in a social unit We are all required to play a number of role

and our behavior VARIES with the role we are Playing Different groups impose different Role Requirement on individuals

GROUP PROPERTIES:ROLES

ROLE INDENTITY
There are certain attitudes and actual behaviors consistent with a role, and they create the role identity. - Lower level employees promotion to officer cadre and later demotion

ROLE PERCEPTION Our view of how we are supposed to ACT in a given situation is Role Perception. -We get these perceptions from Stimuli all around us- friends, books, movies, television etc. - Apprenticeship programs; watching an expert so that they learn to act as they are supposed to

GROUP PROPERTIES:ROLES
ROLE EXPECTATIONS they are defined as how others believe you should act in a given situation. - Role of a Judge - Role of a Popular singer in a concert

 ROLE CONFLICT When a individual is confronted by Divergent role Expectations, the result is Role Conflict.

GROUP PROPERTIES: NORMS

All groups have established Norms, that is, Acceptable standards of behavior that are shared by the groups members. What group members Ought to do and Ought not to do. They act as a means of influencing the behavior of group members with a minimum of External Control.

GROUP PROPERTIES: NORMS

COMMON CLASSE OF NORMS PERFORMANCE NORMS: Explicit Cues on how to get the job done?.... APPEARANCE NORMS: Loyalty to the work group,

Appropriate dress,

GROUP PROPERTIES: NORMS

CONFIRMITY
As a member of a group one desires to be Accepted by the group. Thus one has to be confirming to the groups norms. Individuals confirm to the important groups to which they belong or hope to belong.

GROUP PROPERTIES: STATUS

Socially defined position or rank given to group members by others. - What determines status: Status is derived from three sources; 1. The power a person wields over others 2. A persons ability to contribute to a groups goal 3. Individuals personal characteristics

GROUP PROPERTIES: STATUS

STATUS and NORMS High status members of groups often are given more Freedom to Deviate from Norms than the other group members. STATUS and GROUP INTERACTION; Interaction among members of group are Influenced by Status. High Status people are tend to be more ASSERTIVE

GROUP PROPERTIES: STATUS

STATUS INEQUALITY The status hierarchy must be Equitable among group member. People expect rewards in accordance with the their efforts and the costs they have paid. All group members must also agree on the Status Criteria. STATUS and CULTURE SIZE COHESIVENESS

UNDERSTANDING WORK

TEAMS
WORK GROUP:
A group that interacts primarily to Share Information and to Make Decisions to help each member Perform within his or her Area of Responsibility WORK TEAM: -Generates positive Synergy- coordinated efforts -The individual efforts result in a level of Performance that is greater than the sum of the individual inputs

UNDERSTANDING WORK TEAMS

PROBLEM-SOLVING TEAMS
Employees from same dept. Meeting for few hour each weak Discuss ways of ImprovingQuality, Efficiency, Work Environment Rarely have Authority to Implement their Suggestions

UNDERSTANDING WORK TEAMS

SELF-MANAGED TEAMS
Not only solve problems but IMPLEMENT solutions

Take full responsibility for Outcomes These teams often perform better than the teams with formally appointed leaders

UNDERSTANDING WORK TEAMS

CROSS-FUNCTIONAL TEAMS
Employees from same hierarchical levels From different work areas Come together to Accomplish a task Task Force is a Temporary cross-functional team Committees composed of members from different depts

UNDERSTANDING WORK TEAMS

VIRTUAL TEAMS
Using computer technology to Tie together physically Dispersed members to Achieve Common goal Collaborate OnlineWAN, Video Conferencing, E-mail Includes members from the same organization or Link and organization with other organizations e.g., Suppliers, Joint Partners .

Absence of Non-verbal Cues Limited Social Context Ability to overcome Time and Space constraints

CREATING EFFECTIVE TEAMS

The Key Components making up effective teams is summed up in the following four categories: 1. Resources and other Contextual Influences
a. Adequate Resources b. Leadership and Structure c. Climate of Trust d. Performance Evaluation and RewardSystem

CREATING EFFECTIVE TEAMS

2. COMPOSITION
:

Variables that relate to how teams should be staffed a. Abilities of members: Technical Expertise, Problem-solving-decision making, Interpersonal skills Team Leaders Abilities b. Personality: Personality Composition is important to team success

Mixing both Conscientious and not-soconscientious members tend to lower performance

CREATING EFFECTIVE TEAMS

2. COMPOSITION
c. Allocating Roles Creator, Linker, Promoter, Assessor, Organizer, Advisor, Maintainer, Controller, Producer d. Diversity Teams Diverse in terms of Personality Gender, Age, Education, Specialization, Experience e. Size of Team f. Member Flexibility Members can complete each others tasks g. Member Preferences The people who prefer to work alone may not be Selected

CREATING EFFECTIVE TEAMS

3. WORK DESIGN
a. Autonomy b. Skill Variety:Opportunity to use Different
Skills

c. Task Identity: Ability to complete a task

d. Task Significance: Working on a task that has a

substantial Impact on others

CREATING EFFECTIVE TEAMS

4. PROCESS a. Common Purpose b. Specific Goals c. Team Efficacy d. Conflict Levels: Effective teams are characterized by an appropriate level of conflict e. Social Loafing