why do people join a group

8/2/2019 Why Do People Join a Group

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Ty B-Tech Textiles(Sem 62010-2011)

Shashidhar Patil 081050113

Sangram Patil 081050026

Piyush Bhirud 081050108 Gaurav Shinde 091050936

Prashant Badgujar 081050001

Bhushan Khairnar 081050125 Jees Johnson 091050934


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Good Afternoon!


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Gaurav

sangRam

jOhnson

piyUsh

Prashant

bhuShan

shashi


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We, who are not equal in talent &

experience but equal in commitment,have formed a group for


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We, who are not equal in talent &

experience, but equal in commitment,have formed a Group for


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Click to edit Master subtitle style

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Groups


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First things first


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First things first


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First things first: Why should we studygroups?


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First thingsBecause groups


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Fundamental


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4/14/12 Social Life


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Groups can be small or large


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Groups can be small or large


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Groups can be highly rewarding or verydangerous too


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So,


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What is a group?


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A Group is defined as two or moreindividuals who are connected to

one another by socialrelationships


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A Group is defined as two or moreindividuals who are connected to

one another by socialrelationships


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But why do people join a group?


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But why do people join a group?


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Join a Group?

Because, they feel they need to


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ut why do people they feel theyeed toJoin a Group?


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To feel Accepted


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Peer pressure


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Curiosity


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Types of Groups


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Types of Groups

Learning groups

Growth groups

Problem-solving groups Social groups


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Learning groups

Where the purpose is to increase theknowledge and skill of each member.


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Problem-solving groups

When members form a group inorder to solve a problem that affectsall of them.


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Social Groups

Groups that meet for the solepurpose of satisfying the social needsof their members.


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TYPES OF GROUPS

- Primary & Secondary groups

- Reference groups

- IN-Group

- OUT-Group

PRIMARY & SECONDARY


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PRIMARY & SECONDARYGROUPS

Concepts introduced by Charles Cooley

Primary Groups small, close-knit groups

Secondary Groups large, impersonal

Primary groups often emanate fromsecondary groups

Group members share common interests and

goals; common values; common patterns of


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PRIMARY GROUPS

These are small and long term groups.

They characterise by intimate

communication and high level of

cohesiveness. Security within the group.

Form building blocks of society.


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Main Characteristics of PrimaryGroups

Face to face contact

Spontaneity

Involvement of whole person rather than part

Intensity of relations

Egs. close friends, neighbourhood groups, work

teams, gangs, etc.

SECONDARY GROUPS


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SECONDARY GROUPS

They are larger in size(more people)

Less intimate, they

dont share emotions

More goal focusedand aims to achievesomething


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Members pursue specific interests or activities

Relationships involve weak emotional ties

Little personal knowledge of each other

Temporary or short-term contact

Members share one common interest or goal such asgetting a degree, accomplishing a specific task

Main Characteristics ofSecondary Groups

TEMPORARY GROUPS


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TEMPORARY GROUPS

They are formed for aparticular purpose.

They finish or end whenthat purpose is fulfilled.


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PERMANANT GROUPS

These groups tend tolast a long while.

They hold strongbonds andconnections.

They relate to similarinterests.


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FORMAL GROUPS

Specific goals that are aimed to achieve.

They could last for a while or only for a small amount oftime.

They have boundaries to follow and protocols.


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INFORMAL GROUPS

When a need arises itusually formsinformal groups.

Do not rely onstructuredorganisations, butforms when required.


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Group development stages

Figure

PhotoDisc

Forming Storming Norming Performing Adjourning

G d l t t


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when the team firstmeets each other

Groups members tryto set rules for groupbehaviors

Individuals start tofind out about eachother.

Guidance is needed

from the leader.

Forming


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Characteristics ofthe FormingStage

Exploration. Focus on similarities

and differences.

First impressions arekey.

Confusion/anxiety.

Lower productivity.

Issues of inclusion,

Forming


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GOA

L

INTRODUTION


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Group development stages A conflict stage

where membersbargain with eachother.

Individuals revealtheir personalgoals and may

resist the controlof others.

Members have

different opinions

Forming

Storming


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Group development stages Characteristics of

the StormingStage:

Competition.

Strained relationships.

Leader is challenged.

Tension and disunity.

Differences areuncomfortable.

Forming

Storming


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GUIDANCE OFGROUP LEADER

Group members


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Group membersare developing

ways of workingtogether.

They agree on

the shared goals. Rules have been

developed.

Do work as group Rather than

compete against

each other, they

Forming

Storming

Norming

PhotoDisc


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Characteristics ofthe NormingStage: Increased cohesion.

More collaboration.

Emerging trust.

Appreciation ofdifferences.

Issues ofstrengtheningrelationships, opencommunication

Forming

Storming

Norming

PhotoDisc



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Focus is on reachingthe goal

The group hasdeveloped unity orcohesion.

People are gettingthe job done torealize goals.

hard work leadsdirectly to goal.

The group memberswork effectively as a

group.

Forming

Storming

Norming

Performing

PhotoDisc


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Characteristics of thePerforming Stage:

You have to gothrough the otherstages to get here.

Harmony.

Productivity.

Problem-solving.

Shared andparticipativeleadership.

Forming

Storming

Norming

Performing

PhotoDisc



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ACTUAL

PERF

ORMANCE


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In the "adjourning" stagethe project is coming toan end.

Group terminationbecause thetask has beenachieved or when themembers have left due tofailure or loss of interest.

The FEELINGS ofmembers vary.

- Happy

- Sad

time for the team tocelebrate the success

say good-bye

Forming

Storming

Norming

Performing

PhotoDisc

Adjourning

OTI


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EMOTI

NS

CELEBRATION

CELEBRAT


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G


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Roles

Norms

Cohesiveness

Status

GroupProperties


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NORMS

Norms are rulesor behaviouralmodels that are

established andaccepted byindividuals who

belong to thesame group.

Since they

reflect the group's

e

ro e o norms n a


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group

To help the group reach itsobjectives

To foster relationships among

members and internal groupcohesion.misunderstandings canbe avoided.

Enable members to betterunderstand the behaviours oftheir co-members.


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Roles in a group

A role consists of a set of behaviours,functions expected from a person in

a group.

Roles are varied and enable theactivities and tasks of each memberto be differentiated.

Each role requires specific skills

Status


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Status

To understand group functioning, it isalso important to examine the statusassociated with the roles established

in the group. Power and prestige vary according to

the role being performed.

Individuals can have power in a


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group if they possess one or moreof the following

Knowledge valued by the group; Exemplary behaviour;

Seen by the group as a good

advisor; Influence over other members'

choices, decisions and behaviour

e

a ers p an el d


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pleader

Acting as the leader of a groupmeans that this person has authorityand responsibilities that differ from

those of the other members The status of group leader is unique

since he or she may

Influence or control interactionsamong members;

Encourage others to quickly adopt

his or her ideas

The leader's personality


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The leader s personality

The ability to create emotionalties with group members

The ability to structure the

group

The ability to promoteproduction

The ability to show compassion


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Cohesiveness

Degree to which

group members areattracted to eachother and aremotivated to stay inthe group.

Relationship Between Group


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Cohesiveness, PerformanceNorms, and Productivity

H Si Aff t G


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How Size Affects a Group

Smaller groups are faster atcompleting tasks

Large groups are consistentlybetter at problem solving

Increases in group size are

inversely related to individualperformance

C iti


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Composition When a group is

diverse, there is anincreased probabilitythat it will possessthe needed

characteristics tocomplete its taskseffectively.

Diversity promotes

conflict, whichstimulates creativity,which leads toimproved decision

making

Members and their


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Members and theirpersonalities

Active or passive attitude orbehavior in the group

Positive or negative attitude in

the group

I fl f lit


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Influence of personality

Fostering cooperation amongmembers, through their behaviour;

Seeking to respond to requests made by

members;

Coordinating the actions of groupmembers;

Facilitating the group's orientation orrestating its objectives;

Stimulating the group and enabling it to

progress.



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There are also individuals whoseroles can become problematic for thegroup and its pursuit of common

objectives by: Rejecting the ideas of co-members and

thereby preventing the group'sadvancement;

Competing for prestige;

Discouraging discussion amongmembers and encouraging long


Cultural influences on


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Cultural influences ongroup communication

Groups are effected greatly byculture

Culture provides the rules and norms

that determine how members willinteract with one another

Culture also determines how

members will achieve the goals ofthe group

e

er o s e e s cu uraforces that shape the attitudes


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forces that shape the attitudesand behaviors of groups and

individuals Individualism vs. Collectivism

Power distance

Uncertainty avoidance Task versus social orientation

(1) Individualism vs.


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( ) d dua s scollectivism

Describes the way that some culturesplace value on the individual, whilecultures place value on the group

I di id li


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Individualism

Individualistic values stress theimportance of pursuing personalgoals and independence

Individualistic cultures are focusedon individual goals

Those with individualistic orientation

are concerned with standing out inthe crowd

Collecti ism


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Collectivism

Collectivistic values focus on theimportance of group harmony, fittingin, and relational dependence

Collectivistic cultures are focused onthe goals in the group

Those with collectivistic orientation

are concerned with fitting in with therest of the group

Individualistic vs.


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Collectivistic countries The United States, Canada, Australia,

and Britain.

Latin American and Asian societies

tend to be more collectivistic

Cultural influence on view of


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conflict Individualistic cultures view conflict

as a positive, and tend confront ithead on

-use more direct language (low-context)

Collectivistic cultures tend to view

conflict negatively, and avoid it

-use less direct language (high-context)

(2) Power distance


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(2) Power distance

The accepted distance of powerbetween to people of status andpower within a culture

Low Power Distance


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Low Power Distance

If people are relatively equal therewill be low power distance

Cultures low in power distance tendto push toward equality amongmembers

High Power Distance


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g

If people differ greatly in level ofpower there will be a high powerdistance

Cultures high in power distanceaccept differences in power and

status as a way of life

Countries with Low Power


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Distance

Israel

New ZealandGermany

U.S.A

Countries with High Power


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gDistance

Philippines

Mexico

India France

(3) Uncertainty Avoidance


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(3) Uncertainty Avoidance

Takes place when people try to avoidthat which is uncertain

Different cultures react differently to

uncertainty:

-some cultures avoid uncertainty asmuch as possible

-other cultures welcome uncertainty

Countries with low uncertaintyavoidance


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avoidance

Singapore India

Philippines

U.S.A


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(4)Task v/s Social


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Orientation Some cultures are focused more on

getting the job done, while othercultures are focused more on the

social orientation of the group

Task Oriented Societies


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Task Oriented Societies

Focus is on getting the job done Focus on making the team more

competent

Highly concerned with individualsuccess

Socially Oriented


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ySocieties

Focus more on collectiveconcerns of the group

Cooperative problem solving

A friendly environment

Good working conditions

Countries High in Task


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Orientation: Japan Austria

Italy Mexico

Countries High in Social


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Orientation Sweden Norway

Chile Portugal


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Opposing ideas

dismissed

Groupth

ink

Feeling of unanimity Tendency to moralize

Opposing ideas dismissed Pressure to conform

Group decision making


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Group decision making

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Strengths More complete info & knowledge

Diversity of views

Higher quality decisions

Increased acceptance of a solution

Weaknesses Time consuming

Conformity to group pressure

Discussions dominated by one member

Ambiguous responsibility

Risky shift (group shift)the tendency of some groups


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the tendency of some groupsto opt for much riskier

alternatives than individuals

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Diffusion of responsibility: a group decision is less likely to beattributed to any single individual

Valuing risk: taking risks is associated with being macho,therefore riskier alternatives have some degrees of social prestige

Familiarization : as the risk is discussed it starts looking less risky

Prominence/leadership effects : suggestions of leaders aresometimes adopted without full consideration

Group decision


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making techniques

Brainstorming

The nominal group technique

The Delphi technique

Electronic meeting

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Brainstorming


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Brainstorming

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An idea generating process thatspecifically encourages any and allalternatives, while withholding anycriticism of those alternatives

The nominal group


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technique

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A group decision making method inwhich individual members meet face-

to-face to pool their judgments in asystematic

but independent fashion.

Delphi groups


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Delphi groups

Members are asked to provide a solutioncompleting a questionnaire

The responses are tabulated and sent toeach member

After having seen the types of answers,each member again provides an answer tothe original problem

The last two steps could be completeduntil a consensus position is arrived at.

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Electronic meeting


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Electronic meeting

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A meeting in which membersinteract on computers allowing

for anonymity of comments andaggregation of votes

e ec s on-ma ngprocess in a group


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process in a group

Imposed by the group's authority Made by the group's authority, following

consultation with members

Made by a person labeled a specialist.

Made by the majority of the group.

Formulated by a minority of individuals in thegroup.

Adopted through consensus

Individual versus Groupi i ki


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Decision Making

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Individual More efficient

Speed No meetings

No discussions

Clear accountability

Consistent values

Group More effective

More information

and knowledge

Diversity of views

Higher-qualitydecisions

Increased

acceptance

Mistakes in decision-ki


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making Not exploring alternative solutions. The group does not consider all the objectives of the task

being accomplished or does not determine the objectivesthat must be attained.

The costs and consequences of the decision are notexplored.

Truths are quickly affirmed without any proof

The search for information is superficial.

interested in the elements that correspond with theircommon vision.

The group is not interested in the difficulties that may beencountered during implementation of the program orproject.

Groups can be very useful ini i Th


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organizations. They can Pool the individual talents and resources of individuals help catch and correct individual errors as other members

of the group may pick up on the error

stimulate productivity through peer group pressure: that is,

members encourage other members to keep focused; satisfy the social needs of their members

make higher quality decisions as the decisions gain higheracceptance (by group members rather than an individual)and members feel more committed to the decision as theywere involved in making it.


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Groupthink


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sangram


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why do people join a group

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