2011 Spring MGT 358 Chap_010 group dynamics

8/7/2019 2011 Spring MGT 358 Chap_010 group dynamics

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2008The McGraw-Hill Companies, Inc. All rights reserved.

ChapterChapterChapter101010

Group Dynamics

Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

McGraw-Hill/Irwin


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Overview of Work Groups and Work

TeamsWhy have teams become so popular? Teams typically outperform individuals.

Teams use employee talents better.

Teams are more flexible and responsive to changes inthe environment.

Teams facilitate employee involvement.

Teams are an effective way to democratize an

organization and increase motivation.

Source: Adapted from Robbins, 2003


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Group Development

Tuckmans Stages of Group Development Model Stage 1: Forming

Initial objective is often just to get acquainted

New members usually are polite, nice, and reserved Members typically keep their true feelings private

A great deal of uncertainty exists about the groups purpose,structure and leadership

Members are trying to determine what behaviors are

acceptable Management tips: Begin defining goals and developing procedures

early in the groups history.


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Group Development

Tuckmans Stages of Group Development Model

Stage 2: Storming

Conflicts emerge over tasks, behaviors, goals and

particularly leadership Competition among group members emerges

Strong feelings are held and expressed by group members

Members resist constraints to individuality

Management tips: Dont suppress conflict; manage it.


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Group Development


Stage 3: Norming

Members set up rules to govern group

Different opinions are accepted Compromises are reached

A shared sense of responsibility and identity develops

Close relationships and group cohesiveness grows

Management tip: Openness will speed arrival at both thestorming and norming stages.


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Group Development


Stage 4: Performing

Roles are understood and accepted

Interdependent action takes place Group energy is focused on performance rather than

getting to know each other

Management tip: Task completion prior to thorough forming,norming and storming may be sub-optimal.


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Group Development



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Group Development

Gersicks Punctuated Equilibrium Model of GroupDevelopment Groups go through transitions of inertia and activity

Setting group direction First phase of inertia

Half-way point transition

Major changes

Second phase of inertia

Accelerated activity



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Group Development

Gersicks Punctuated Equilibrium Model



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Basic Model of Group Performance

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Task effectiveness Social effectiveness


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Roles Defined

Role expected behaviors for a given position

Examples:

Team Leader Devils Advocate

Business Developer

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A Role Episode

Role Sender

Perceived organizational/group requirements

Comparative evaluation of- Role expectations for

focal person- Focal persons behavior

Focal Person

Perceived role expectations Experienced role overload,role conflict, role ambiguity

Constructive/destructiveresponses

RoleModeling

Communicationof approvalor need for

change

Feedback

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Roles Defined

Role Conflict: others have conflicting orinconsistent expectations

Role Ambiguity: Confusion arising from notknowing what one is expected to do as the holder of arole.

Role Overload: others expectations exceed ones

abilityWhat is the impact of these outcomes?

What can managers do about it?

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Norms

Norm shared attitudes, opinions,

feelings, or actions that guide socialbehavior

Direct statements

Critical events in the groups historyPrimacy

Carryover from other team memberships

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Four Reasons Norms are Enforced

Group/organization survival

Clarification of behavioral expectations

Avoidance of embarrassment

Clarification of central values/unique

identity

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Task Roles

Initiator suggests new goals or ideas

Information seeker/giver clarifies key issues

Opinion seeker/giver clarifies pertinent valuesElaborator promotes greater understandingthrough examples or exploration of implications

Coordinator pulls together ideas and suggestions

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Task Roles

Orienter keeps group headed toward its statedgoal(s)

Evaluator tests groups accomplishments withvarious criteria such as logic and practicality

Energizer prods group

Procedural technician performs routine duties

Recorder performs a group memory function bydocumenting discussion and outcomes

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Maintenance Roles

Encourager fosters group solidarity by accepting andpraising various points of view

Harmonizer mediates conflict through reconciliation orhumor

Compromiser helps resolve conflict by meeting othershalf way

Gatekeeper encourages all group members toparticipate

Standard setter evaluates the quality of group processes

Commentator records and comments on groupprocesses/dynamics

Follower serves as a passive audience 10-18


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Threats to Group Effectiveness

Asch Effect

Groupthink

Social Loafing

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The Asch Effect

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Standard Line Card Comparison LinesCard

Asch Effect: the distortion of individualjudgment by a unanimous but incorrect

opposition.

?

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Asch Effect

Since the 1950s this effect has declined in theUS

Individualist cultures resist pressures toconform more than collectivistic cultures

What are the implications of the Asch effectfor managers?

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Groupthink

Groupthink: When you feel a high pressure toconform and agree and are unwilling to

realistically view alternatives

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Symptoms ofGroupthink Lead toDefective Decision Making

Symptoms of Groupthink

Invulnerability

Inherent morality

Rationalization

Stereotyped views ofopposition

Self-censorship

Illusion of

unanimity Peer pressure

Mindguards

Decision-making Defects

1) Few alternatives

2) No reexamination of

preferred alternatives

3) No reexamination ofrejected alternatives

4) Rejection of expertopinions

5) Selective bias of newinformation

6) No contingency plans

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Social Loafing

Social Loafing: decrease in individual effort asgroup size increases

What factors contribute to social loafing?What actions could you take to prevent

social loafing?

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Group Size

Benefits of larger group size

More ideas

More resources

Other effects of larger groupsize

More time consuming

Participation is inhibited

Absenteeism increases Communications become

more formal and complex

Subgroups develop

Social interactions increase,

task interactions decrease Responsibility becomes

ambiguous


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Group Size

Social loafing The tendency for individuals to expend less effort

when working collectively than when working

individually.

Group Size

Performance

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How to Minimize Social Loafing

Make individual performance morevisible

Form smaller teams

Specialize tasks

Measure individual performance

Increase employee motivation

Increase job enrichment

Select motivated employees

2011 Spring MGT 358 Chap_010 group dynamics

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