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What is a “Group within the Organization A work Group is defined as two or more employees who 1. Interact with each other. 2. Perceive themselves as sharing several common interests or goals 3. Come together or are brought together to accomplish a meaningful organizational activity
Understanding Group Work Dynamics What are the types of groups in organizations? 1. Formal groups. 2. Informal groups 3. Project teams
Understanding Group Work Dynamics What are the types of groups in organizations? 1. Formal groups’ criteria. i. Two or more members ii. Prescribed interaction pattern iii.Purpose (s) stated in a meaningful organizational terms iv. Members who are aware of the formal group’s existence in their involvement in it.
Understanding Group Work Dynamics What are the types of groups in organizations? 1. Formal groups sub-classification: i. Task group: works together on a series of related activities e.g. self-directed team e.g. a team assembles car emission system. ii. Command group: exercises authority within the organization e.g. board of directors for any public corporation. Members of the board of directors are grouped into sub-committees to oversee particular company function while each board member is responsible for representing shareholders interests.
Understanding Group Work Dynamics What are the types of groups in organizations? 2. Informal groups i. It is a a group of employees who come together voluntarily for a common purpose. ii. Managers do NOT always encourage informal groups. (they may develop goals which are not consistent with the organizational goals). Informal groups may even threaten management with public exposure of wrong practices within the organization. This might lead to polarization iii.Informal groups can function as “whistle blowers” about corrupted organizational work systems
Understanding Group Work Dynamics What are the types of groups in organizations? 3. Project Teams Project teams are used to generate solutions for important organizational problems. Characteristics of Project teams: 1. The life span is kept short (usually less than 4 months) 2. Membership is always voluntary 3. Support staff is not assigned to the project team to prevent it from becoming ossified in bureaucratic procedures.
Understanding Group Work Dynamics What are the types of groups in organizations? 3. Project Teams Project teams are used to generate solutions for important organizational problems. Characteristics of Project teams: 4. Project team is pulled together quickly without formal selection process 5. Communication and project documentation are informal because the project team’s focus is not allowed to shift from problem characteristics to the team’s organizational.
High Performing Teams Three conditions influence work groups performance in areas valued by the organization 1. The level of work group cohesiveness 2. The performance goals set by the group 3. The degree of agreement between group performance goals and organizational performance goals.
WORK GROUP NORMS Work groups have norms for controlling members’ behaviour. Norms are the group’s standards for members’ behaviour. Norms exist in any work group and exhibit several common properties.
WORK GROUP NORMS Work groups have norms for controlling members’ behaviour. 1. Norms summarize the influence process. 2. Norms apply to member behaviour and not to their thoughts. 3. Norms develop for those behaviours which influence levels of member effort and group goals. 4. Norms develop over time and they are resistant to change. 5. Some members have more right to deviate from work group norms than other members do.
GROUPTHINK DEFINED If cohesiveness is extremely high, members of the work group voluntarily adapt their behaviours to the group’s norms. If a work group’s critical thinking process is suspended because of high cohesiveness and conformity, groupthink is present. When groupthink is present, members are more concerned with the solidarity and fellowship than with the quality of the decision.
GROUPTHINK SYMPTOMS/ INDICATORS 1. Collective rationalization: The group believes it can not fail because members are oblivious (unaware) of indicators which could spell troubles. 2. The illusion of invulnerability: success can be achieved easily even in the face of unfavorable chances. 3. Mindguards: Much like celebrities who have bodyguards, groups have self-appointed guards who eliminate unwanted negative uncomfortable external information.
GROUPTHINK SYMPTOMS 4. Belief in the inherent morality of the groups: our decisions are moral and justified on morality “alone” 5. Direct pressure applied to dissenters (nonconformist): Mind guards bring nonconformist back in line. 6. Self-censorship: Group members opt for silence in case of doubt, rather rock the boat by expressing unpopular idea. 7. Negative stereotyping of opposition : stupid, cowardly 8. Illusion of unanimity (agreement): Each member mistakes the silence of others as their agreement.
Groupthink ControlGroupthink Control The leader must assign the role of critical evaluator to members on a rotating basis. He must allow his position in group decisions to be criticised. Influential members should not pre specify solutions or methods for reaching solutions. Idea generation should be separated from idea evaluation. Subgroups arrive at their own decisions separately before polling the entire group on its decision.
Groupthink ControlGroupthink Control At intervals, outside experts might provide guidance to the group. When competitive organisations are the focus of group decision making, sessions should be devoted to exploration of warning signals and forms of retaliation. A ‘second chance’ meeting should be held after the group has selected its official position or made its decision. Groupthink is often caused by leaders who are simultaneously autocratic and charismatic.
Work Group Structure Group structure and is defined as the arrangement of roles or positions within the group. As group size increases, the opportunity for Face to face contact and the duration of the contact both decrease. The time for member participation decreases as work group size increases.
Group size and internal conflict As work group size increases, members often exhibit : 1) less agreement 2) more dislike for each other 3) less tension 4) greater release of tension.
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