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© Copyright McGraw-Hill. All rights reserved. 14–1
Group DynamicsGroup DynamicsGroup DynamicsGroup Dynamics
• Group DynamicsGroup Dynamics
The characteristics and processes that affect how a group or team The characteristics and processes that affect how a group or team functions.functions.
• Elements of group dynamics:Elements of group dynamics:
group sizegroup size
taskstasks
rolesroles
leadershipleadership
group developmentgroup development
group normsgroup norms
group cohesivenessgroup cohesiveness
© Copyright McGraw-Hill. All rights reserved. 14–2
Group DynamicsGroup DynamicsSIZESIZE
Group DynamicsGroup DynamicsSIZESIZE
Group size affects how a group Group size affects how a group performs.performs.
• Why?Why?
• What are the advantages of small groups?What are the advantages of small groups?
• What are the advantages of large groups?What are the advantages of large groups?
© Copyright McGraw-Hill. All rights reserved. 14–3
Group DynamicsGroup Dynamics, , continuedcontinued
TASKSTASKSGroup DynamicsGroup Dynamics, , continuedcontinued
TASKSTASKS
Group tasks impact how a group Group tasks impact how a group interacts.interacts.
• Why?Why?
• What is task interdependence?What is task interdependence?
– pooledpooled
– sequentialsequential
– reciprocalreciprocal
© Copyright McGraw-Hill. All rights reserved. 14–4
Types of Task Types of Task InterdependencInterdependenc
ee
Types of Task Types of Task InterdependencInterdependenc
ee
Figure 14.3
© Copyright McGraw-Hill. All rights reserved. 14–5
Group DynamicsGroup Dynamics, , continuedcontinued
ROLESROLESGroup DynamicsGroup Dynamics, , continuedcontinued
ROLESROLES
Role:Role:Tasks that a member of a group is expected to Tasks that a member of a group is expected to performperform
Creating roles:Creating roles:management created management created vs.vs. created in a self-managed created in a self-managed teamteam
Have you ever worked in a group where roles were not Have you ever worked in a group where roles were not clearly defined? .. What happened?clearly defined? .. What happened?
Roles will change and evolve.Roles will change and evolve.
© Copyright McGraw-Hill. All rights reserved. 14–6
Group DynamicsGroup Dynamics, , continuedcontinued
LEADERSHIPLEADERSHIPGroup DynamicsGroup Dynamics, , continuedcontinued
LEADERSHIPLEADERSHIP
• Formal Leaders Formal Leaders vs.vs. Informal Leaders Informal Leaders
• Group Managers Group Managers vs.vs. Group Leaders Group Leaders
© Copyright McGraw-Hill. All rights reserved. 14–7
Group DynamicsGroup Dynamics, , continuedcontinued
LEADERSHIPLEADERSHIP, , continuedcontinued
Group DynamicsGroup Dynamics, , continuedcontinued
LEADERSHIPLEADERSHIP, , continuedcontinued
• Challenges of group leaders:Challenges of group leaders: clearly communicate expectationsclearly communicate expectations motivate group membersmotivate group members encourage initiativeencourage initiative allow the roles of the members to allow the roles of the members to
change/evolvechange/evolve reduce “social loafing”reduce “social loafing” help groups manage conflict effectivelyhelp groups manage conflict effectively others?others?
© Copyright McGraw-Hill. All rights reserved. 14–8
Three Ways to Reduce Social LoafingThree Ways to Reduce Social LoafingThree Ways to Reduce Social LoafingThree Ways to Reduce Social Loafing
Figure 14.7
© Copyright McGraw-Hill. All rights reserved. 14–9
Group DynamicsGroup Dynamics, , continuedcontinued
GROUP DEVELOPMENTGROUP DEVELOPMENTGroup DynamicsGroup Dynamics, , continuedcontinued
GROUP DEVELOPMENTGROUP DEVELOPMENT
Figure 14.4
© Copyright McGraw-Hill. All rights reserved. 14–10
Group DynamicsGroup Dynamics, , continuedcontinued
GROUP NORMSGROUP NORMSGroup DynamicsGroup Dynamics, , continuedcontinued
GROUP NORMSGROUP NORMS
• Group NormsGroup Norms Shared guidelines or rules for behaviorShared guidelines or rules for behavior Examples?Examples?
• Conformity Conformity vs.vs. Deviance Deviance
Deviance is a failure to conform to group Deviance is a failure to conform to group normsnorms
© Copyright McGraw-Hill. All rights reserved. 14–11
Balancing Balancing ConformitConformit
y and y and Deviance Deviance in Groupsin Groups
Balancing Balancing ConformitConformit
y and y and Deviance Deviance in Groupsin Groups
Figure 14.5
© Copyright McGraw-Hill. All rights reserved. 14–12
Group DynamicsGroup Dynamics, , continuedcontinued
GROUP NORMSGROUP NORMS, , continuedcontinued
Group DynamicsGroup Dynamics, , continuedcontinued
GROUP NORMSGROUP NORMS, , continuedcontinued
Why do group members conform to norms?Why do group members conform to norms?
obtain rewards / avoid punishmentsobtain rewards / avoid punishments
imitate group members who they respectimitate group members who they respect
believe the norm is the proper waybelieve the norm is the proper way
others?others?
How does a manager encourage an appropriate How does a manager encourage an appropriate balance between conformity and deviance?balance between conformity and deviance?
© Copyright McGraw-Hill. All rights reserved. 14–13
Group DynamicsGroup DynamicsGROUP COHESIVENESSGROUP COHESIVENESS
Group DynamicsGroup DynamicsGROUP COHESIVENESSGROUP COHESIVENESS
• The degree to which members are loyal to the The degree to which members are loyal to the groupgroup
• What is the value in group cohesiveness?What is the value in group cohesiveness?
• What contributes to group cohesiveness?What contributes to group cohesiveness?
© Copyright McGraw-Hill. All rights reserved. 14–14
Sources and Consequences of Sources and Consequences of Group CohesivenessGroup Cohesiveness
Sources and Consequences of Sources and Consequences of Group CohesivenessGroup Cohesiveness
Figure 14.6
© Copyright McGraw-Hill. All rights reserved. 14–15
Group DynamicsGroup DynamicsSummarySummary
Group DynamicsGroup DynamicsSummarySummary
Elements of group dynamics:Elements of group dynamics:
SizeSize
TasksTasks
RolesRoles
LeadershipLeadership
Group developmentGroup development
NormsNorms
CohesivenessCohesiveness
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