how groups work 2

7/31/2019 How Groups Work 2

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Presented By:Turuba YounusSufyan FaridiTalha Qadri

Amir BashirM. JahangirM. Kashif


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Effective groups achieve high levels of:-

Task Performance.

Members satisfaction.

Team viability.


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The creation of a whole that is greater than thesum of its parts.


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Groups can improve creativity.

Groups can make better decisions.

Groups help control their members.

Groups can increase commitment to actions.


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People learn from each other and share jobskills and knowledge.

Groups are important sources of need

satisfaction for their members. Members can provide emotional support for

each other in times of crisis or pressure.


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When people work less hard in groups thenthey would individually.

SOCIAL LAUGHING also known asRINGLEMANN EFFECT.


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Assign roles and task to individual.

Raise accountability.

Performance based rewards.


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The tendency of once behavior to be influencedby the presence of others in a group.

Positively affects performance when a person

proficient on the task. Negatively affects task performance when the

task is not well-learned.


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Formal Groups are officially designated for aspecific organizational purpose.

Informal Groups

are unofficial and emerge toserve special interests.


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Cross functional teams or task forces.

Project teams

Virtual groups.


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Friendship Groups.

Interest Groups.


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Forming Stage.

Storming Stage.

Norming Stage.

Performing Stage.

Adjourning Stage.


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Initial entry of members to a group.

Member challenges.

Getting to know each other.

Discovering what is considered acceptable behavior. Determining the groups real task.

Defining group rules.


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A period of high emotionality and tension amonggroup members.

Member challenges. Hostility and infighting.

Formation of coalitions and cliques. Clarification of members expectations.

Giving attention to obstacles to group goals.

Understanding one anothers interpersonal styles.

Finding ways to accomplish group goals whilesatisfying individual needs.


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The point at which the group really begins to cometogether as a coordinated unit.

Member challenges.

Holding group together by maintaining a positivebalance.

Letting the desire for group harmony obscure groupproblems.

Being mistaken about reaching ultimate maturity.


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Marks the emergence of a mature, organized, andwell-functioning group.

Member challenges. Meeting complex tasks and conflicts in creative ways.

Being motivated by group goals and achievingsatisfaction.

Continuing to improve relationships and performance.

Adapting to changing opportunities and demands.


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A well-integrated group is:

Able to disband when its work is finished.

Willing to work together in the future.

Particularly important for temporary groups.


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5/16/2012 23

Forminggetting to know each

other

StormingDealing with

tensions & defininggroup task

NormingBuilding relationshipand working together

PerformingMaturation in

relationship and

performance

AdjourningDisbanding and

celebratingaccomplishment


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Group input - Group inputs are the foundationfor all subsequent group action.

Key group inputs are :

Nature of Task. Goals reward and resources.

Technology.

Membership characteristic. Group size.


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Social demands of a task.

Relations, ego involvement, and controversies over

ends and means.

Tasks that are complex in social demands involve

difficulties in reaching agreement on goals or

methods for accomplishing.


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Technical demands of a task.

Routineness, difficulty, and information

requirements.

Tasks that are complex in

technical demands requireunique solutions and moreinformation processing.


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Group effectiveness is harder to achieve

when tasks are highly complex.

To master complexity, group members

must apply and distribute their effortsbroadly and actively cooperate to achieve

results.

When their efforts leads to success at

mastering complex task, group members

tend to experience high levels ofsatisfaction with the group and its

effectiveness.


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Goals, rewards, and resources.

Long-term performance accomplishments rely on:

Appropriate goals.

Well-designed reward systems.

Adequate resources.


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A groups performance can suffer when:

Goals are unclear, unchallenging, or arbitrarily

imposed.

Goals and rewards are focused too much onindividuals.

Adequate budgets, right facilities, good work methods

and procedures, and the best technologies are not

available.


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Increasing diversity among group membersmakes it harder for group members to work

together, even though the diversity itselfexpands the skills and perspectives availablefor problem solving.


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Identifies differences in how people relate to oneanother in groups based on their needs to express andreceive feelings of inclusion, control and affection.

Groups whose members have compatible

characteristics are likely to be more effective.

Groups whose members have incompatiblecharacteristics are likely to be less effective.


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A persons relative rank, prestige, or standingin a group.

Status congruence Occurs when a persons position within thegroup is equivalent in status to positions heldoutside the group.

When status incongruence is present, problemswill likely occur.


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Group dynamics concern the forces operating

within groups that affect the way membersrelate to and work with one another.


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Work group behaviors.

Required behaviors those that are formally definedand expected by the organization.

Emergent behaviors those that group members

display in addition to what the organization asks ofthem.

Member relationships.

Activities the things people do or the actions theytake.

Interactions interpersonal communications andcontacts.

Sentiments the feelings, attitudes, beliefs, or valuesheld by group members.


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Intergroup dynamics.

The dynamics that take place between two or more

groups.

Organizations and their members seek to avoid the

negative aspects and achieve the positive aspects of

intergroup dynamics.


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On the negative side, intergroup dynamics may

divert energies as members focus on animosities

rather than performance.

On the positive side, competing groups may: Work harder.

Become more focused on key tasks.

Develop more internal loyalty and satisfaction.

Achieve creativity in problem solving.


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How groups makes decisions.

Decision by lack of response.

Decision by authority rule.

Decision by minority rule.Decision by majority rule.

Decision by consensus.

Decision by unanimity.


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Information.

Alternatives.

Understanding And Acceptance. Commitment.


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Social pressure to conform.

Minority domination

Time Delays.


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The tendency of cohesive group members tolose their critical evaluative capabilities.

Groupthink can lead the group to make poor

decisions. Group members and leader should:

Be sensitive to the occurrence of groupthink.

Take actions to prevent the occurrence ofgroupthink.


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Create subgroups that each work on the sameproblem.

Have group members discuss issues with

outsiders and report it back. Invite outside experts to observe and react to

group processes.

Assign someone to be a devils advocate ateach meeting.


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Brainstorming

group members activelygenerates as many ideas and alternatives aspossible without criticism.

Nominal group Technique - puts people in smallgroups of six to seven members and askseveryone to respond individually and inwriting to a nominal question.


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Delphi Technique

involves generating decisionmaking alternatives through a series of surveyquestionnaires.

Computer mediated decision making

groupdecision making takes place across greatdistances with the aid of group decisionsupport systems.


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how groups work 2

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