TeamworkPrelearningGroups_16 Jul 2009

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TEAM BUILDINGGROUPS


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GROUPS AND INTERGROUP

RELATIONSHIPS

Division of labour breaks an organization intogroups. Organization generates forces towards

formation of various smaller functional task

groups within itself.

A group in psychological terms is any number of

people who (1) interact with one another, (2) are

psychologically aware of one another, and (3)

perceive themselves as a groupThe size of group is limited by possibilities of

mutual interaction and mutual awareness


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RELATIONSHIPS

Formal groups- are created in order to fulfill specificgoals and carry on specific tasks clearly related to

total organizational mission. Formal groups can be

permanent formal groups and temporary formal

groups, i.e., committees and task forces.Man seeks fulfillment of some of his needs through

developing variety of relationships with others in the

organization. These relationships develop into

informal groups if ecology of work area and timeschedule of work permit


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RELATIONSHIPS

Tendency toward informal groups almost always existbecause of nature of man.

Informal groups arise out of particular combination of

formal factors and human needs.

If organization wants to prevent informal groupformation, it an do so by designing work and its physical

layout in such a way that no opportunities for interaction

arise or it can systematically rotate leaders and key

members to prevent any stable group structure fromemerging.


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RELATIONSHIPS

The commonest kind of informal groups we findin organization are known in M. Daltons

terminology, Horizontal Cliques.

A second type is called Vertical Cliques- a

group composed of members of different levels

within a given department. Such a group comes

into being because of earlier acquaintance or

they need each other to accomplish their goalsSuch groups often serve a key communication

function both upward and downward.


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RELATIONSHIPS

A third type of clique can be called a MixedClique. This will have in it members of different

ranks, from different departments and from

different physical locations. Such cliques may

arise to serve common interests or to fulfill

functional needs not taken care of by the

organization.

Relationships outside of organizarional contextmay be an important basis for formation of such

cliques.


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FUNCTIONS FULFILLED BY

GROUPS

Formal, Organizational Functions Functions which pertain to accomplishment of

organizations basic mission, such as getting

work out, generating ideas or serving asliaison.

These tasks are formally assigned to groups

and are officially held responsible


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GROUPS

Psychological, Personal Functions An outlet for affiliation needs, i.e., needs for

friendship, support and love. A means of developing, enhancing or confirming

a sense of identity and maintaining self esteem.Through group membership man can confirm hisfeelings of who he is, gain status and enhancehis sense of self-esteem

A means of establishing and testing reality. Eachperson can validate his own perceptions andfeelings best by checking them with others.

C O S


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GROUPS

Psychological, Personal Functions (contd.) A means of increasing security and a sense of

power in coping with a common and powerfulenemy or threat. Through banding together into

bargaining units such as unions, groups canoffset some of the power management has overmembers individually.

A means of getting some job done that members

need to have done such as gatheringinformation, and providing stimulation to oneanother.



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GROUPS

Multiple or Mixed Functions Psychological groups are key unit for

facilitating the integration of organizational

goals and personal needs, and fulfillingpsychological needs.

Groups often become the source of much

higher levels of loyalty, commitment, and

energy in the service of organizational goals.



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GROUPS

Multiple or Mixed Functions Informal groups begin to serve formal,

organizational functions enabling topmanagement to use informal channels of

communication to obtain information quicklyon conditions in various parts of theorganization.

Groups enable line managers to determine

changes in production policy. Such groups clearly help maintain

organizational effectiveness.


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GROUP

A group is defined as two or morepersons who interact with one another so

that eahc person influences and is

influenced by each other.


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GROUP STRUCTURE

Based on Authority relationship

Task distribution

Control patterns Interpersonal attraction of group members*

*(Dependent on common goal, common beliefs and valuesystem and a common cultural background)


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GROUP PROCESS

Relates to To achieve the task for which it has been set

up

To maintain itself as a cohesive unit so that itsmembers feel part of a team

Self-serving activities

What to look for in the group

Criteria for effective feedback

DYNAMICS OF RELATIONSHIP


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DYNAMICS OF RELATIONSHIP

BETWEEN GROUP MEMBERS

InteractionInterdependenceMutual influence

Acceptable level of interaction depends onthree crucial dimensions of interpersonalbehaviour

1.Inclusion

2.Control (and influence)

3.Affection


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CONCERNS

The principal self-oriented concerns ingroup are:

1. Identity- who and what am I to be in this

group?2. Control and influence- will the group goals

include my own needs?

3. Acceptance and intimacy- will I be liked and

accepted by the group?


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ELEMENTS FORMING GROUP

ParticipationInfluenceStyles of influenceDecision-making procedureTask functionsMaintenance functionsMembership

Feelings/ sensitivityNormsCommunication


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GROUP NORMS

A group norm is an implicit rule, shared bymembers of a group which identifiesbehaviour acceptable and expected fromeach member of the group

Norms set limits within which a member canbehave without upsetting othersNorms serve following functions for group

Task

Maintenance Defining relationships with others Help members test validity of their opinion


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THANK YOU

A.K. MAJUMDAR

TeamworkPrelearningGroups_16 Jul 2009

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