Group
Every organization is a group unto
itself. A group refers to two or more people who share a common meaning and
evaluation of themselves and come together to achieve common goals. In other
words, a group is a collection of people who interact with one another; accept
rights and obligations as members and who share a common identity.
Characteristics of a Group:
a) 2 or more persons (if it is one
person, it is not a group)
(b) Formal social structure (the rules
of the group are defined)
(c) Common fate (they will swim
together)
(d) Common goals (the destiny is the
same and emotionally connected)
(e) Face-to-face interaction (they
will talk with each other)
(f) Interdependence (each one is
complimentary to the other)
(g) Self-definition as group members
(what one is who belongs to the group)
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Process/Stages of Group Development/Evolution:
Forming stage
This is the first stage of group formation. At this stage, there is a
degree of uncertainty about the group, individual relationships may be new, and standard and accepted
approaches and behaviors are generally unclear
As an example, a good way of thinking about
this stage is when students first form their group for a group project in
university or college. They may not know each other very well or at all, they
have limited understanding of how the group will work together, what each
other’s strengths are, the best way to interact with each other, and so on.
At the initial group formation, there may be
some members who are reluctant to join the group or see themselves as being
more individual. Throughout this stage of group development, there should be a
realignment of attitude over time so that individuals start to see themselves
as part of the overall group.
Storming stage
The second stage of group development is the
storming stage. As suggested by the word “storm”, there is some potential
conflict involved between the individual members. This conflict usually occurs
because individual views and approaches need to be aligned with overall group
thinking. Occasionally there are very dominant individuals who want to make all
the decisions, but in a relatively equal group this is unlikely to be agreed by
all its members.
Sometimes there is conflict on over who
should be the group leader (if there is one) or how the group should proceed
and whose plan should be implemented.
It is common to see the storming stage of
group development portrayed in reality TV shows where contestants are required
to form groups for an activity or task. Typically, you will see some of these
contestants continuing to “battle for control”. To move past this stage, there
must be an acceptance to make decisions on behalf of the team, rather than
being focused on individual decisions.
Norming stage
The norming stage occurs when the group
finally settles into some sort of agree pattern of behavior and decisions. This
is after the conflict has been resolved from the storming stage (perhaps not to
everyone satisfaction), but sufficiently enough for the group to go forward on
a consistent basis with an agreed plan and approach to their operations.
Performing:
This is a stage of
a fully functional group where members see themselves as a group and get
involved in the task. Each person makes a contribution and the authority figure
is also seen as a part of the group. Group norms are followed and collective
pressure is exerted to ensure the Process of Group effectiveness of the group.
The group may
redefine its goals Development in the light of information from the outside
environment and show an autonomous will to pursue those goals. The long-term
viability of the group is established and nurtured.
Adjourning:
In the case of
temporary groups, like project team, task force, or any other such group, which
have a limited task at hand, also have a fifth stage, This is known as
adjourning.
The group decides
to disband. Some members may feel happy over the performance, and some may be
unhappy over the stoppage of meeting with group members. Adjourning may also be
referred to as mourning, i.e. mourning the adjournment of the group.
The readers must
note that the four stages of group development mentioned above for permanent
groups are merely suggestive. In reality, several stages may go on
simultaneously.
Types of Groups:
One way to classify
the groups is by way of formality – formal and informal. While formal groups
are established by an organization to achieve its goals, informal groups merge
spontaneously. Formal groups may take the form of command groups, task groups,
and functional groups.
1. Command Groups:
Command groups are
specified by the organizational chart and often consist of a supervisor and the
subordinates that report to that supervisor. An example of a command group is a
market research firm CEO and the research associates under him.
2. Task Groups:
Task groups consist
of people who work together to achieve a common task. Members are brought
together to accomplish a narrow range of goals within a specified time period.
Task groups are also commonly referred to as task forces. The organization
appoints members and assigns the goals and tasks to be accomplished.
Examples of
assigned tasks are the development of a new product, the improvement of a
production process, or designing the syllabus under semester system.
Other common task
groups are ad hoc committees, project groups, and standing committees. Ad hoc
committees are temporary groups created to resolve a specific complaint or
develop a process are normally disbanded after the group completes the assigned
task.
3. Functional Groups:
A functional group
is created by the organization to accomplish specific goals within an
unspecified time frame. Functional groups remain in existence after achievement
of current goals and objectives. Examples of functional groups would be a
marketing department, a customer service department, or an accounting
department.
In contrast to
formal groups, informal groups are formed naturally and in response to the
common interests and shared values of individuals. They are created for
purposes other than the accomplishment of organizational goals and do not have
a specified time frame. Informal groups are not appointed by the organization
and members can invite others to join from time to time.
Informal groups can
have a strong influence in organizations that can either be positive or
negative. For example, employees who form an informal group can either discuss
how to improve a production process or how to create shortcuts that jeopardize
quality. Informal groups can take the form of interest groups, friendship
groups, or reference groups.
i. Interest Group:
Interest groups
usually continue over time and may last longer than general informal groups.
Members of interest groups may not be part of the same organizational
department but they are bound together by some other common interest.
The goals and
objectives of group interests are specific to each group and may not be related
to organizational goals and objectives. An example of an interest group would
be students who come together to form a study group for a specific class.
ii. Friendship Groups:
Friendship groups
are formed by members who enjoy similar social activities, political beliefs,
religious values, or other common bonds. Members enjoy each other’s company and
often meet after work to participate in these activities. For example, a group
of employees who form a friendship group may have a yoga group, a Rajasthani
association in Delhi, or a kitty party lunch once a month.
iii. Reference Groups:
A reference group
is a type of group that people use to evaluate themselves. The main objectives
of reference groups are to seek social validation and social comparison. Social
validation allows individuals to justify their attitudes and values while
social comparison helps individuals evaluate their own actions by comparing
themselves to others. Reference groups have a strong influence on members’
behavior. Such groups are formed voluntarily. Family, friends, and religious
affiliations are strong reference groups for most individuals.
Factors Affecting Group
Behaviour:
The success or
failure of a group depends upon so many factors. Group member resources,
structure (group size, group roles, group norms, and group cohesiveness), group
processes (the communication, group decision making processes, power dynamics,
conflicting interactions, etc.) and group tasks (complexity and
interdependence).
1. Group Member Resources:
The members’ knowledge,
abilities, skills; and personality characteristics (sociability, self-
reliance, and independence) are the resources the group members bring in with
them. The success depends upon these resources as useful to the task.
2. Group Structure:
Group Size:
Group size can vary
from 2 people to a very large number of people. Small groups of two to ten are
thought to be more effective because each member has ample opportunity to take
part and engage actively in the group. Large groups may waste time by deciding
on processes and trying to decide who should participate next.
Evidence supports
the notion that as the size of the group increases, satisfaction increases up
to a certain point. Increasing the size of a group beyond 10-12 members’
results in decreased satisfaction. It is increasingly difficult for members of
large groups to identify with one another and experience cohesion.
Group Roles:
In formal groups,
roles are always predetermined and assigned to members. Each role shall have
specific responsibilities and duties. There are, however, emergent roles that
develop naturally to meet the needs of the groups.
These emergent
roles will often substitute the assigned roles as individuals begin to express
themselves and become more assertive. Group roles can then be classified into
work roles, maintenance roles, and blocking roles.
Work roles are
task-oriented activities that involve accomplishing the group’s goals. They
involve a variety of specific roles such as initiator, informer, clarifier,
summarizer, and reality tester. Maintenance roles are social-emotional
activities that help members maintain their involvement in the group and raise
their personal commitment to the group. The maintenance roles are harmonizer,
gatekeeper, consensus tester, encourager, and compromiser.
Blocking roles are
activities that disrupt the group. Blockers will stubbornly resist the group’s
ideas, disagree with group members for personal reasons, and will have hidden
agendas. They may take the form of dominating discussions, verbally attacking
other group members, and distracting the group with trivial information or
unnecessary humour.
Often times the
blocking behaviour may not be intended as negative. Sometimes a member may
share a joke in order to break the tension, or may question a decision in order
to force group members to rethink the issue. The blocking roles are aggressor,
blocker, dominator, comedian, and avoidance behaviour.
Role conflicts
arise when there is ambiguity (confusion about delegation and no specific job descriptions)
between the sent role and the received role which leads to frustration and
dissatisfaction, ultimately leading to turnover; inconsistency between the
perceived role and role behaviour (conflict between work roles and family
roles); and conflicting demands from different sources while performing the
task.
Group Norms:
Norms define the
acceptable standard or boundaries of acceptable and unacceptable behaviour,
shared by group members. They are typically created in order to facilitate
group survival, make behaviour more predictable, avoid embarrassing situations,
and express the values of the group.
Each group will
create its own norms that might determine from the work performance to dress to
making comments in a meeting. Groups exert pressure on members to force them to
conform to the group’s standards and at times not to perform at higher levels.
The norms often reflect the level of commitment, motivation, and performance of
the group.
The majority of the
group must agree that the norms are appropriate in order for the behaviour to
be accepted. There must also be a shared understanding that the group supports
the norms. It should be noted, however, that members might violate group norms
from time to time.
If the majority of
members do not adhere to the norms, then they will eventually change and will
no longer serve as a standard for evaluating behaviour. Group members who do
not conform to the norms will be punished by being excluded, ignored, or asked
to leave the group.
Group Cohesiveness:
Cohesiveness refers
to the bonding of group members or unity, feelings of attraction for each other
and desire to remain part of the group. Many factors influence the amount of
group cohesiveness – agreement on group goals, frequency of interaction, personal
attractiveness, inter-group competition, favourable evaluation, etc.
The more difficult
it is to obtain group membership the more cohesive the group will be. Groups
also tend to become cohesive when they are in intense competition with other
groups or face a serious external threat to survival. Smaller groups and those
who spend considerable time together also tend to be more cohesive.
Cohesiveness in
work groups has many positive effects, including worker satisfaction, low
turnover and absenteeism, and higher productivity. However, highly cohesive
groups may be detrimental to organizational performance if their goals are
misaligned with organizational goals.
Highly cohesive
groups may also be more vulnerable to groupthink. Groupthink occurs when
members of a group exert pressure on each other to come to a consensus in
decision making. Groupthink results in careless judgments, unrealistic
appraisals of alternative courses of action, and a lack of reality testing.
Evidence suggests
that groups typically outperform individuals when the tasks involved require a
variety of skills, experience, and decision making. Groups are often more
flexible and can quickly assemble, achieve goals, and disband or move on to
another set of objectives.
Many organizations
have found that groups have many motivational aspects as well. Group members
are more likely to participate in decision-making and problem-solving
activities leading to empowerment and increased productivity. Groups complete
most of the work in an organization; thus, the effectiveness of the
organization is limited by the effectiveness of its groups.
3. Group Processes:
Decision-making by
a group is superior, because group generates more information and knowledge,
generates diverse alternatives, increases acceptance of a solution, and
increases legitimacy. But it is also true, that decision making is like
‘mundemundematirbhinna’.
Decisions take
longer time, minority is dominated, pressure is applied to conform to group
decisions, and none is responsible for the decisions. Group processes also
include communication, conflict management, and leadership that we shall
discuss in details in the chapters to follow hereafter.
Difference between Group and
Team
BASIS
FOR COMPARISON |
GROUP |
TEAM |
Meaning |
A collection of individuals who work
together in completing a task. |
A group of persons having collective
identity joined together, to accomplish a goal. |
Leadership |
Only one leader |
More than one |
Members |
Independent |
Interdependent |
Work Products |
Individual |
Collective |
Focus on |
Accomplishing individual goals. |
Accomplishing team goals. |
Accountability |
Individually |
Either individually or mutually |
Turning Groups into Effective
Teams:
All teams are
groups but not all groups are teams. Teams often are difficult to form because
it takes time for members to learn how to work together. People in every
workplace talk about building the team, working as a team, and my team, but few
understand how to create the experience of team work or how to develop an
effective team. Belonging to a team, in the broadest sense, is a result of
feeling part of something larger than oneself. It has a lot to do with your
understanding of the mission or objectives of your organization.
In a team-oriented
environment, one contributes to the overall success of the organization. One
works with fellow members of the organization to produce these results. Even
though you have a specific job function and you belong to a specific
department, you are unified with other organization members to accomplish the
overall objectives. The bigger picture drives your actions; your function
exists to serve the bigger picture.
It is on record
that teams are better than groups, because they are more flexible and
responsive to dynamic environment. A work group has no opportunity to involve
in collective works.
It is the work team
whose members ‘work intensely on a specific, common goal using their positive
synergy, individual and mutual accountability, and complementary skills’.
Team-building helps
to increase intra-group and inter-group effectiveness to bring members
together, make them share their perception of each other and understand each
other’s point of view.
Thus, resolve
problems and work together in a cooperative and collaborative mode. Teams can
be of four types – problem-solving teams (only making suggestion),
self-managed, teams (operate without a manager), cross-functional teams (a
group of experts from different specialities), and virtual team (members
collaborate online). In terms of size, teams may be institutional (comprising
of hundreds of members) and operational (a small, cooperative group, in regular
contact and contributes responsibly to achieve task at hand).
Eight Cs for Team Building:
To show business
results and profitability, ways are explored by the executives to improve their
productivity.
Successful team building, that creates
effective, focused work teams, requires attention to each of the following:
1. Clear Expectations:
The managers must
clearly tell the team members of the expected performance and the team members
must understand the reason for its creation. For it the organization must
support the team with resources of people, time and money.
2. Commitment:
Team members must
participate in the team, feel that the team mission is important, and show
commitment to accomplishing the team mission and expected outcomes. Commitment
will come if team members perceive their service as valuable to the
organization and to their own careers.
3. Competence:
Team members must
have the knowledge, skill and capabilities, the resources, strategies and
support needed to accomplish its mission to address the issues for which the
team was formed.
4. Control:
The team must have
not only enough freedom and empowerment to feel the ownership necessary to
accomplish its charter, but also the accountability. There has to be a defined
review process.
5. Collaboration:
The team should
understand group processes and work effectively and cooperatively with other
members of the team. For it they have to understand the roles and
responsibilities of team members, team leaders, and team recorders.
6. Communication:
To make team
members clear about the priority of their tasks, and receive regular feedback,
team members must clearly and honestly with each other. Diverse opinions be
welcome and conflicts be taken up positively.
7. Creativity:
The team should
value creative thinking, unique solutions, and new ideas; and reward members
who take reasonable risks to make improvements. If necessary, it should provide
the training, education, access to books and films, and field trips to
stimulate new thinking.
The creative
development of new products, new technologies, new services, or new
organizational structures is possible because teams may have variety of skills
needed for successful innovation.
Team members can
uncover each other’s flaws and balance each other’s strengths and weaknesses.
Managers should empower the team and make it accountable for the innovation
process.
8. Coordination:
Teams should
understand the concept of internal customer to whom they provide a product or a
service. Team efforts need to be coordinated by a central leadership team that
assists the groups to obtain what they need for success.
The cross-
functional and multi-department teams must work together effectively. The
organization should develop a customer-focused and process-focused orientation
and move away from traditional departmental thinking.
Spend time and
attention on each of these eight tips to ensure your work teams contribute most
effectively to your business success. Your team members would love you, your
business will see new heights, and empowered people will “own” and be
responsible to their work processes
Informal Group:
In every
organisation along with formal groups there exists informal groups which emerge
naturally due to the response and common interests of the members who can
easily identify with the goals or independent activities of the informal
groups.
Sometimes the
efforts may be driven by a common goal that may compliment or work against the
goals of the formal group. An informal group can be defined as a group that
evolves spontaneously, not shown in the organization’s structure, with the
objective of fulfilling personal and social need of its members.
Informal Group Vs Informal Organisation:
An informal group
is a voluntary group of people casually acquainted with each other for their
own personal fulfillment because they have some common and shared backgrounds,
characteristics and concerns (values / interests / hobbies / friendship).
Whilst it is easy
to differentiate between a formal group and a formal organisation, the
differences between informal group and informal organisation tend to be
difficult. The difference between informal organization and informal group is that
informal organisation is a larger entity consisting of all informal groups in
an organization.
Informal
Organisation= Sigma Informal Groups:
An informal group
is the nucleus of informal organization. When an informal group adopts a
formally defined structure and group processes, it no longer remains an
informal group.
Informal Group vs. Formal Group:
The two are
different in very many ways.
Characteristics of Informal Groups:
1. Creation:
It is not created
by the organisation but springs up spontaneously.
2. Satisfaction of Needs:
The needs which
cannot be satisfied within the framework of formal organisation, like social
and psychological needs of people, such people create informal groups.
3. Voluntary Membership:
Nobody is compelled
to join an informal organization.
4. Multi-Group Membership:
A member of an
informal group can be a member of more than one informal group to pursue
different interests.
5. Systems and Processes:
Members of such
groups follow their own norms, leadership, communication, etc. to remain
cohesive. The communication channels are referred to as ‘Grapevine’. Grapevine
i.e., informal channel runs very fast to spread the information across the
organization.
6. Leadership:
Every informal
group has a leader, selected by the group, and who is capable of helping to
realize their goals. The moment it is realized that the leader is incapable,
(s) he is replaced with a new leader.
Reasons for the Emergence of Informal Groups:
1. People working
together may come together.
2. People with
similar values, beliefs, attitudes, and interests often feel attraction to come
together.
3. Need
satisfaction – to belong, to associate, etc.
4. Removal of
monotony of routine tasks – to get rid of monotony and psychological fatigue,
job-related boredom and frustration provides an opportunity to behave in a
natural and relaxed manner.
5. Promotion of
other interests and pursuit of goals – People join Rotary or Lions Club to
expand their contacts which may help them to satisfy their personal goals.
Benefits of Informal Groups:
The benefits of an informal group are as
follows:
1. Blending with
formal group allows people to work for the formal organisation.
2. Informal work
group lightens the workload for the formal manager.
3. Brings
satisfaction and stability to the organisation as a whole.
4. Provides a
useful channel of communication.
5. Encourages
managers to plan and act more carefully.
Limitations of Informal Groups:
The limitations are as follows:
1. Resistance to
Change because they do not want to deviate from existing norms and learn new
ways.
2. Informal group
provides most fertile ground for Rumour Mongering because of maliciousness,
lack of proper communication systems and processes and ambiguous circumstances.
3. Since a member
of an informal group is also a member of a formal group, at times it creates
role conflict.
4. Creativity of
group member (s) is restricted because of strong pressure for conformity
applied by the group.
4 Important Theories
of Group Formation
Theories of Group Formation:
1.
Propinquity Theory
2.
:
The
most basic theory explaining affiliation is propinquity. This interesting word
simply means that individuals affiliate with one another because of spatial or
geographical proximity. In an organisation employees who work in the same area
of the plant or office or managers with offices close to one another would more
probably form into groups than would those who are not physically located
together. There is some research evidence to support the propinquity theory and
on the surface, it has a great deal of merit for explaining group formation.
The drawback of this theory is that it is not analytical and does not begin to
explain some of the complexities of group formation. Some more theoretical and
practical reasons need to be explored.
2. Homan’s Theory:
According
to George C. Homans, “The more activities persons share, the more numerous will
be there interactions and the stronger will be their shared activities and
sentiments, and the more sentiments people have for one another, the more will
be their shared activities and interactions.”
It is a very comprehensive theory
and based on activities, interactions and Homan’s theory is based on
sentiments. These three elements are directly related to each other. The
members’ activities interactions and of a group share activities and interact
with one another not just because of physical proximity but also to accomplish
group goals.
The key element is interaction
because of which they develop common sentiments for one another. These
sentiments gradually get expressed through the formation of informal groups. If
any disturbance is caused to any of the three-activities, interactions and
sentiments, it is likely to disturb all the others.
3. Balance Theory:
Another very comprehensive theory is
a Balance Theory of group formation. This theory as proposed by Theodore
Newcomb states that “Persons are attracted to one another on the basis of
similar attitudes towards commonly relevant objects and goals. Once a
relationship is formed, it strives to maintain a symmetrical balance between
the attraction and the common attitudes. If an imbalance occurs, attempts are
made to restore the balance. If the balance cannot be restored, the
relationship dissolves.”
Thus,
the balance theory is additive in nature in the sense, that it introduces the
factor of balance to the propinquity and interaction factors. There must be a
balance in the relationship between the group members for the group to be
formed and for its survival. The following -figure shows the balance theory.
Individual
(A) will interact and form a relationship/group with individual (B) because of
common attitudes and values (C). Once this relationship is formed, the
participants strive to maintain a symmetrical balance between the attraction
and the common attitudes. If an imbalance occurs, an attempt is made to restore
the balance. If the balance cannot be restored, the relationship dissolves.
4. Exchange Theory:
This theory is based on reward-cost
outcomes of interactions. To be attracted towards a group, a person thinks in
terms of what he will get in exchange of interaction with group members. A
minimum positive level (rewards greater than costs) of an outcome must exist in
order for attraction or affiliation to take place. Rewards from interactions
gratify needs while costs incur anxiety, frustrations, embarrassment or
fatigue. Propinquity, interaction and common attitudes all have roles in the
exchange theory.
Different types of teams prepare an organization for different
reasons. In this section, I will run through the five different types that
exist currently, and look at some of their pros and cons.
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