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8/2/2019 Unit 4 Group Dynamics
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Groups and Teams
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F orm a GroupsChoose a Leader
Choose a PlotEnact a 10 minute sequence for the rest of the Class
You have 10 mins for preparation ONLY
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D escribe the basic nature of groups: the dynamics of groupformation and the various types of groups.
D iscuss the implications that research on groups has for thepractice of management.
Explain the important dynamics of informal groups andorganizations.
Analyze the impact of groupthink.
Present the newly emerging team concept and practice.
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Relaxed, comfortable, informal atmosphere
Task well understood & accepted
People express feelings & ideas
Members listen well & participate
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Consensus decision making
Conflict & disagreement center
around ideas or methods
Clear assignments made & accepted
Group aware of its operation & function
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Types of GroupsPrimary Groups
CoalitionsOther Types of Groups
M embershipReference GroupIn-GroupOut-Group
(Continued)
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Norms of Behavior - the standards that a work group uses toevaluate the behavior of its members
Group Cohesion - the interpersonal glue that makes membersof a group stick together
Social Loafing - the failure of a group member to contributepersonal time, effort, thoughts, or other resources to thegroup
Loss of Individuality - a social process in which individual groupmembers lose self-awareness & its accompanying sense of accountability, inhibition, and responsibility for individualbehavior
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(Continued)
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ROLES : A set of recurring behavior that is expected from amember by others in a group
Expected role : A set of expectations concerning what a personmust, must not, or may do in a position.Perceived role : What the incumbent believes is necessary tocomplete the roleThe actual behavior of a person who occupies the position.
C larity of role and performance influences how the group functionsTo engage in a set of expected behavior patterns that are attributed tooccupying a given position in a social unitRole Identity attitudes and behaviors consistent with a roleRole Perception our view of how we re supposed to act in a givensituation
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Role Expectations how others believe youshould act in a given situation
Psychological contract an unwrittenagreement between employees and employersetting out mutual expectationsRole conflict when an individual finds thatcompliance with one role requirement maymake it more difficult to comply with another
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Acceptable standards of behavior within agroup that are shared by the group s
membersTell members of a group what they ought andought not to do undercertain circumstances
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N orms are defined as a set of expectations about appropriateindividual and group behavior commonly agreed on bymembers
1. Formal norms exist as written rules and procedures for all employeesto adhere to
2. Informal norms develop as a result of members own behavior andexperiences which help or hinder their performance & satisfaction
Are usually unwritten, yet have a strong influence on individual
behavior.May go above and beyond formal rules and written policies/roles.Example : Performance related norms, social arrangements etc
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Norms and Roles in Informal GroupsS trongly enforced if:
Aid in group survival and provision of benefitsS implify or make predictable behavior expectedHelp avoid embarrassing interpersonal problemsExpress values and goals of the group and clarify
identity
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Norm Violation and Role Ambiguity/ConflictRisky S hift PhenomenonD ysfunctions in PerspectiveS ocial Loafing
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G roupthink (Irving Janis)A mode of thinking (blind conformity) that peopleengage in when they are deeply involved in acohesive in-group, when the members strivingsfor unanimity override their motivation torealistically appraise alternative courses of action.
Symptoms of G roupthinkExcessive optimismAn assumption of inherent moralitySuppression of dissentA desperate quest for unanimity
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Preventing GroupthinkAvoid using of groups as rubberstamps.
Urge each group member to think independently.Bring in outside experts for fresh perspectives.Assign someone the role of devil s advocate.
Take time to consider possible effects andconsequences of alternative courses of action.
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Group members rationalize any resistance totheir assumptionsM embers pressure any doubters to supportthe alternative favored by the majorityD oubters keep silent about misgivings andminimize their importanceGroup interprets members silence as a yesvote for the majority
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Limit group size to 10 or lessEncourage group leaders to actively seekinput from all members and avoid expressingtheir own opinions, especially in the earlystages of deliberationAppoint a devil s advocate
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D ecision of the group reflects the dominantdecision-making norm that develops during
the group s discussionExaggerates the initialposition of themembers and moreoften to greater risk
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(Continued)
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Cross-F unctional TeamsBetween divisions
Trend toward flatter organizationsVirtual TeamsS ky-rocketing in useLevel of virtuality is worth considering
S elf-M anaged TeamsPerformance, Job S atisfaction, OrganizationalCommitment
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W hat M akes W orkplace Teams Effective?Innovative ideas
Goals accomplishedAdaptability to changeHigh person/team commitment
Being rated highly by upper management
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Trust: A Key to Team EffectivenessT rust: a belief in the integrity, character, or ability
of others.The primary responsibility for creating a climate of trustfalls on the manager.Trust is the key to establishing productive interpersonal
relationships.Trust encourages self-control, reduces the need fordirect supervision, and expands managerial control.
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S ixW ays to Build Trust1. Communication: keep people informed.
2. Support: be an approachable person.3. R espect: delegate important duties and listen.4. F airness: evaluate fairly and objectively.
5. P
redictability: be dependable and consistent.6 . Competence: be a good role model.
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Questions