© 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