Powerpoint Presentation by Jenny Brinkies, Swinburne University of Technology © 2004 John Wiley & Sons Australia Ltd

Chapter 7 Groups and group dynamics

What is a Group? Groups are collections of two or more people who work with one another regularly to achieve one or more common goals.

Formal Groups Permanent formal work groups Temporary work groups

Informal Groups Friendship groups Interest groups

Purpose of Groups in Organisations Meeting organisational needs Meeting individual needs Benefiting organisations and individuals

Key Concerns for Managing Groups Advantages of groups Disadvantages of groups

Groups and Task Performance Synergy Social loafing Disruptive behaviour

Group Norms and Group Roles Group norms Group position roles Group function roles

Characteristics of Group Effectiveness Effective groups are groups that achieve high levels of both task performance and human resource maintenance.

Groups as Open Systems Open systems interact with the environment to transform resource inputs into outputs. The environment of any group consists of other individuals and groups with whom the group interacts.

Foundations of Group Effectiveness The better the group inputs, the better the chance of group effectiveness.

Organisational Setting Goals, reward systems and technologies Cultures and structures

Nature of Group Tasks Ego involvement Ends agreement Means agreement

General Membership Characteristics Interpersonal compatibilities Membership homogeneity/heterogeneity

Group size

Key Obstacles to Group Effectiveness Lack of direction Infighting Shirking of responsibilities Lack of trust

Group Processes and Group Effectiveness Required behaviours Emergent behaviours

Stages of Group Development Forming Storming Initial integration Total integration Adjourning

The Forming Stage The first stage of group development, in which the primary concern is the initial entry of members to the group.

The Storming Stage The second stage of group development which is marked by a period of high emotion and tension among group members.

The Initial Integration Stage The third stage of group development, at which the group begins to come together as a coordinated unit.

The Total Integration Stage The fourth stage of group development which sees the emergence of a mature, organised and well-functioning group.

The Adjourning Stage The last stage, in which members of the group disband when the job is done.

Communication Patterns in Groups Interacting groups Decentralised communication networks Co-acting groups Centralised communication networks Counteracting groups

Communication Networks

Decision Making in Groups Edgar Schein’s methods U.S. Center for Rural Studies

Groupthink The tendency of members in highly cohesive groups to lose their critical, evaluative capabilities.

Symptoms of Groupthink Illusions of group invulnerability Rationalising unpleasant data Belief in inherent group morality Negative stereotyping of outsiders

Symptoms of Groupthink Applying pressure to deviants Self-censorship of members Illusions of unanimity Mind guarding

Improving Group Decision Making Individual contributions plus group process gains minus group process losses = group decision effectiveness

Group Tasks and Maintenance Needs Group task performance Group maintenance

Intergroup Dynamics Workflow interdependency Structural factors Dynamics of intergroup competition