Ppt chcgroup403 d working with groups v 22.3.13

Module Three: Working with Groups

CHCGROUP403D Plan and Conduct Group Activities

(c) Copyright CTA CHCGROUP403D, MODULE 3 Version 1 Date: 07/12/2012

Groups

Discussion: Why do people form groups?

2 (c) Copyright CTA CHCGROUP403D, MODULE 3 Version 1 Date: 07/12/2012

Dynamics of Groups

What do we mean by group dynamics?

• The atmosphere of a group

• The actions of a group

• The personality type of a group/influenced by the dominant group within the group

• Ages/attitudes/beliefs/cultures

• Purpose of a group


Structure of Groups

• Formal or informal

• Structured

• Semi structured

• Unstructured

• What happens in each of these types of groups?

• If someone calls a meeting but doesn’t have an agenda what kind of meeting would this be?


Formal Groups

• organisation/agenda in place

• clear roles for each group member

• time frame

• refreshments

• minutes taking/secretary

• distributing minutes

• documented procedure according to organisational policy

• checking on actions and feedback loop


Formal Meetings

• Formal meetings are typical of the management of a community service organisation which is a little larger in size

• Particularly government departments and not for profit organisations work with this kind of a meeting format

• These organisations have a high degree of accountability


Informal Groups

• Group norms established

• Encourage brainstorming

• Activities which help the group bond like icebreakers

• Refreshments

• Positive feedback

• Equal inclusion of all members

• Ownership of action by all

• Loose time frames/useful ones


Group Leadership

Kurt Lewin's Leadership styles

Kurt Lewin and colleagues identified four leadership styles

• Dictator

• Autocratic

• Participative

• Laissez Faire


Dictator Leaders

• A leader who uses fear and threats to get the job done. Dictator leadership has similarities with a leader who uses an autocratic style of leadership, as this style of leader also makes all the decisions


Autocratic or Authoritarian Leaders

• Under the autocratic leadership styles, all decision-making powers are centralised in the leader, as mentioned previously such leaders are dictators

• They do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. It permits quick decision-making as only one person decides for the whole group, and keeps it to themselves until they feel it is needed by the rest of the group.

• An autocratic leader does not trust anybody


Participative or Democratic Leaders

• The democratic leadership style favours decision-making by the group, so a leader would give instruction after consulting the group

• They can win the cooperation of the group and can motivate members effectively and positively.

• The decisions of the democratic leader are not unilateral, as with the autocrat, because they arise from consultation and participation from the group members.


Laissez Faire or Free Rein Leaders

• A free rein leader does not lead, but leaves the group entirely to itself; such a leader allows maximum freedom to the group

• They are given a freehand in deciding their own policies and methods. Free rein leadership style is considered better than the authoritarian style, however it may be considered not as effective as the democratic style


Group Leadership cont.

The type of leadership styles that organisations have and individuals may demonstrate vary

• The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of their followers in the day-to-day management.

• The democratic leadership style can be effective in situations that require consensus building; and finally,

• The laissez faire leadership style is appreciated by the degree of freedom it provides, but as the leader does not "take charge" they can be perceived as a failure in protracted or thorny organisational problems


Effective Communication Strategies

What constitutes effective communication in a group setting?

Ability to listen

Allowing others to speak and express their opinions

Drawing out other people to help them express themselves

Keeping to the point

Involving all group participants on an equal level

Non-offensive language

Style of speech

Respectful attitudes


Organisational Communication

• Staff meetings

• Emails

• Memos

• Notice boards

• Intranet

• Log book/day books

• Informal discussions

• Hand over information


Organisation and Community Resources

• Groups are dependent on the organisation and community resources

• In the largest sense unless a community has transport, people may not be able to get together at all

• Group success may be dependent on materials for example for art therapy would need painting equipment, paper and pen, computers, appropriate venue


Stages of Group Development

Bruce W. Tuckman proposed a theory of group development known as:

1. Forming – formation of the group, getting together

2. Storming – brainstorming ideas

3. Norming – normalising processes and tasks

4. Performing – putting it into action

5. Adjourning/mourning – closure of group


Supporting Group Activities

• How would you support activities for both formal and informal groups?

• What might you need?


Ppt chcgroup403 d working with groups v 22.3.13

Business

group dynamics

group leadership cont

thedominant group

group participants

style of leader

authoritarian leadership

informal groups group

dictator leadership