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8/16/2019 Factors or Forces Affecting Group Dynamics
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FACTORS OR FORCESAFFECTING GROUP DYNAM
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GROUP DYNAMICS
• REFERS TO PROCESSES OR RECURRENT PATTERNS
INTERACTION IN A SOCIAL GROUP
• A FIELD OF SOCIAL PSYCHOLOGY CONCERNED WIT
NATURE OF HUMAN GROUPS, THEIR DEVELOPMEN THEIR INTERACTIONS WITH INDIVIDUALS, OTHER G
AND LARGER ORGANIZATIONS (DICTIONARY.COM)
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GROUP SIZE TYPE
GROUP G
MOTIVATIONA
L BASESHARED BY
INDIVIDUALS
THE KIND
OF GROUPCOHESION
SOCIACONFOR
GROUP DECISION-MAKING
LEADERS
HIP
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GROUP SIZE
• SIZE IS A LIMITING CONDITION ON THE AMOUUALITY OF INTERACTION AND COMMUNICATIOCAN OCCUR AMONG INDIVIDUALS.
• AMONG THESE ARE THE DIVISION OF LABOGROUP STRUCTURE, THE TYPE OF LEADERSH
THE COMMUNICATION PATTERN.
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TYPE OF GROUP GOALS
• A GROUP WILL DEVELOP STRUCTURAL FORARRANGEMENT THAT WILL FACILITATE THE ATTAOF ITS GOALS.
• INVERSELY, IT WILL BLOCK STRUCTURAL FORMWILL SLOW DOWN THE PURSUIT OF ITS GOALS.
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MOTIVATIONAL BASE SHARED BYINDIVIDUALS
• PEOPLE BOUND BY MUTUAL OR SHARED INTCOMMON GOALS, E!PECTATIONS, OR EVEPURSUIT OF NEFARIOUS ACTIVITIES ORG
THEMSELVES AND SECURE RESULT THROUGH
CONCERTED ACTION.
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THE KIND OF GROUP COHESION
• MEMBERS SHOW A SENSE OF HONOR ASDEVELOP THE GROUP"S #CODE OF HONOR$
• WHEN NEEDS OF THE MEMBERS ARE SATIS THE GROUP, COHESION WILL BE STRONG AGROUP IS UNLIKELY TO BREAK-UP.
•
WHEN MORALE AND CAMARADERIE OF THEIS LOW, THE POSSIBILITY OF BREAK IS HIGH.
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SOCIAL CONFORMITY
• WHATEVER THE GROUP EVOLVE GROUP NORMCONFORM TO THEM TO ACHIEVE GOALS.
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GROUP DECISION-MAKING
• ORIENTATION - MEMBERS ANALYZE THE TASK BEFORE!CHANGE DATA, AND OFFER POSSIBLE SOLUTIONS.
• EVALUATION - THE GROUP EVALUATES THE INFORMATIOCOLLECTED.
• REACHING A DECISION - MEMBER DECIDE TO PUT ASIFEARS AND MISGIVINGS AND INSTEAD CONCENTRMAKING THE BEST OF THINGS.
• RESTORING EUILIBRIUM - MEMBERS STRESS THE IMPOF GROUP SOLIDARITY. IT IS A PERIOD OF %OKING AND INBANTERS TO DRAW DISSENTERS INTO THE FIELD.
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LEADERSHIP
• IT IS THE PROCESS OF INFLUENCING THE ACTIVINDIVIDUALS IN A GROUP TOWARDS THE ATTAOF GROUP GOALS IN A GIVEN SITUATION.
• IT IMPLIES THE E!ISTENCE OF PARTICULAR INFRELATIONSHIP BETWEEN TWO OR MORE PERSO
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LEADERSHIP
#LIVES OF GREAT MEN ALL REMIND US WE CAN MAKE OLIFE SUBLIME, AND PARTING LEAVE BEHIND US FOOTPRI
IN THE SANDS OF TIME$
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• IN ALL SOCIETIES, THERE IS ALWAYS A MAN OR A
WOMAN WHO LEADS THE PEOPLE.
• ONE WHO STANDS TALL AMONG THE REST.
•
ONE WHO KNOWS THE WAY, SHOWS THE WAY, ALEADS THE WAY.
LEADERSHIP
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WHY DO WE NEED LEADERS&
• TO DIRECT VARIOUS TASKS AND PROVIDE SUPPO
GROUP MEMBERS (TASK LEADERSHIP)
• THE ACT OF MAINTAINING GOOD SPIRITS (SOCIO
EMOTIONAL LEADERSHIP)
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INTELLIGENCE
DOMI
CHARISMA
ENTHUSIASM
COU
SELF-CONFIDEN
HIGH SENSE OFINTEGRITY
TACT
DIPLOMACY
INVOLVEMEN T
DETERMINATION
UALITIES OF ALEADER
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• STUDIES HAVE SHOWN THAT ATTEMPTS TO ATTRIBUT
LEADERSHIP ON THE BASIS OF PERSONALITY TRAITSHAVE CONSISTENTLY FAILED.
• LEADERSHIP DEPENDS MORE ON THE SITUATION AN
NEED TO BE SATISFIED AT THAT GIVEN SITUATION TH
THE PERSON.
• MANY PEOPLE DEEMED MOST APPROPRIATE TO LEAD
GIVEN MOMENT MAY CHANGE AS THE SITUATION CH
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STYLES OF LEADERSHIP
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• FUNCTIONAL LEADERSHIP
• STATUS LEADERSHIP
•
TASK-ORIENTED LEADERSHIP• RELATIONSHIP OR PERSON-ORIENTED LEADERSHIP
• TRANSACTIONAL LEADERSHIP
• AUTHORITARIAN LEADERSHIP
• DEMOCRATIC LEADERSHIP
• TRADITION-ORIENTED LEADERSHIP
• DEVELOPMENT ORIENTED LEADERSHIP
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FUNCTIONAL LEADERSHIP
• THE FUNCTIONAL LEADER NEED NOT TO OCVANTAGE POSITION BUT HE'SHE IS ACCEPTED GROUP BECAUSE HE'SHE WIELDS INFLUENCE
THINKING AND BEHAVIOR OF THE MEMBERS.
• FUNCTIONAL OR OPERATIONAL LEADERSSOMETIMES CALLED EMERGING LEADERSHIP
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STATUS LEADERSHIP
• THE STATUS LEADER OCCUPIES A POSITIAUTHORITY SUCH AS THE MANAGER, DIRPRINCIPAL, OR SUPERVISOR.
• HE'SHE HOLDS A VANTAGE POSITION AND IS AC
AS LEADER ONLY BECAUSE OF INNATE BUREAUFEAR OF A PERSON IN AUTHORITY
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TASK- ORIENTED LEADERSHIP
• A TASK-ORIENTED LEADERSHIP IS PRODUCORIENTED AND GIVES EMPHASIS TO THE NEEGOALS OF THE ORGANIZATION.
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RELATIONSHIP OR PERSON-ORIENTLEADERSHIP
• A PERSON-ORIENTED LEADER STRESSES BAND MAINTAINING GOOD PERSONAL RELBETWEEN HIMSELF AND HIS FOLLOWERS.
• HE HAS MORE CONCERN FOR THE NEED
FEELINGS OF THE INDIVIDUALS IN THE ORGANIZ
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TRANSACTIONAL LEADERSHIP
• HE SETS HIGH STANDARD OF PERFORMAN TAKES INTEREST IN EVERYONE.
• A TRANSACTIONAL LEADER SCORES HIGH BO TASKS AND RELATIONSHIPS.
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AUTHORITARIAN LEADERSHIP
• THE AUTHORITARIAN LEADERSHIP LEADER DEC THE GOALS TO BE ACHIEVED AND PRESCRIBE THIS IS TO BE ACHIEVED.
• S'HE ASSUMES THAT S'HE IS MORE E!PER
MORE INTELLIGENT AND BETTER TRAINED THAND ALL MEMBERS OF THE GROUP.
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DEMOCRATIC LEADERSHIP
• A DEMOCRATIC LEADER ENGAGES IN COOPPLANNING. HE BELIEVES THAT THE MEMBERS GROUP ARE AS CAPABLE AS HE IS IN DECISIONS IN RELATION WITH THEIR PART
TRAINING AND E!PERIENCE.
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TRADITION- ORIENTED LEADERSH
• A TRADITION-ORIENTED LEADER CLINGS TENAC TO ESTABLISHED PRACTICES AND NORMPERCEIVES CHANGE WITH NO LITTLE APPREHAND DISTRUST.
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DEVELOPMENT- ORIENTED LEADERS
• A DEVELOPMENT-ORIENTED LEADER CONCHANGE AS A COMPONENT OF DEVELOPMENT, SURE THAT WHATEVER CHANGES ADOPTEDIMPROVE THE DELIVERY SYSTEM OF
ORGANIZATION, AND CONSEUENTLY ORGANIZATIONAL PRODUCT.
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• THAN