Group Dynamics Essay

Work is being restructured around meetings of all(a) kinds and in all sizes of organizations. Managers need an understanding of crowd behavior and the concept of teams in ordain to appreciate what concourses stinker and cannot do within organizations and how root words function. Any matchless fragment in radical can influence the behavior of the individuals in the radical and teamwork. We will examine some basic characteristics of sort outs including the types of work roots, the development of internal groups, and the manner in which groups operate.UNDERSTANDING GROUP BEHAVIOR Groups exhibit distinct behaviormore than just the sum total of each group members individual behavior. In this section, were going to scent at some(prenominal)(a) aspects of group behavior. What is a Group? A group is defined as devil or more interacting and interdependent individuals who bugger off unneurotic to achieve detail objectives. 1. Groups differ from mere aggregates of individual because the latter(prenominal) have no interdependence, interaction, or common goal. 2.Groups differ from organizations because the latter necessitate systematic efforts and are engaged in the production of goods and services. 3. Teamwork occurs when groups are open to work efficiently and effectively together to achieve organizational goals. thither are a account of types of work groups 1. A formal group is a group officially planned and created by an organization for a specific purpose. a. A command or functional group is a formal group consisting of a manager and all the subordinates who report to that manager. ) separately identifiable work group consisting of manager and subordinates is a command group. 2) A linking is an individual who provides a means of coordination between command groups at two different levels by fulfilling a supervisory role in the lower-level group and a subordinate role in the higher(prenominal)-level group. 2. Informal groups are essential fond fo rmations that appear in the work environment. An informal group is a group that is established by employees, instead than by the organization, in influence to serve group members interests or social needs.Informal groups are chance(prenominal) groups. a. An interest group is an informal group created to facilitate employee pursuits of common concern. b. A friendship group is an informal group that evolves primarily to meet employee social needs. Overview of Group Dynamics Formal and informal work groups are nice increasingly important competitive factors in organizations. Teamwork is the result of groups working together to effectively and efficiently achieving organizational goals. Formal groups complicate command and childbed groups. Informal groups hold interest and friendship groups.A useful fashion to analyze groups is to view them as systems that use inputs, engage in various processes or transformations, and produce outcomes. Managers can foster bring about higher pe rformance from formal work groups by weighing the characteristics of members they assign to particular groups. Group members should have task-relevant expertise and appropriate interpersonal skills. Also, it has been plunge, that a horizontal surface of diversity among group members usually adds to performance. Group training, particularly for diverse groups, has been lay down to be useful.Members may be attracted to a group for a number of reasons including being attracted to or liking other members of the group, liking the activities of the group, the goals or purposes of the group, because the group satisfies an individuals need for affiliation, and/or because the group can help an individual achieve a goal outside the group. The absence of devotion can prevent the group from achieving high performance. Member roles in groups include group task roles, group maintenance roles, and self performance.Member roles in groups include group task roles, group maintenance roles, and se lf orientated roles. The size of the group has also been found to have significant go-cart on the groups performance. Mid-sized groups, from five to seven members, seem to be an optimum size according to recent research. Smaller groups can lots exacerbate individual differences. Large groups tend to be when working in groups than when working alone. Free riding is particularly likely when members exhibit personal identity rather than collectivism. Managers can combat social loafing by several methods.Assign just enough people to do the work is one key method. Other methods include making each individuals work visible, providing for individual feedback, have people work with those the respect, have standards to rattling measure group performance, and making rewards contingent on a cabal of individual and group performance. The work group processes usually result in greater or lesser performance than would occur if the individuals worked alone rather than as members of the group . This process is called synergy. Managers strive to have a positive synergy from the group rather than negative.Three key characteristics of the group help ensconce the synergy levels. These are group norms, group cohesiveness, and group development. Norms are the behaviors of group members that are acceptable to the group. Norms stem from explicit statements by supervisors and coworkers, critical events in a groups history, primacy, and carryover behaviors. Group cohesiveness has important consequences for group communication, satisfaction, performance, hostility and aggression toward other groups, and a groups willingness to infix and change.Factors influencing the amount of cohesiveness in a group include whether or not members of the group share attitudes and values, the amount and severity of external threats to the group, whether or not the group experiences recognizable successes, the degree of difficulty encountered in association the group, and the size of the group. On e view of group development shows groups passing through with(predicate) five distinct stages forming, storming, norming, performing, and adjourning. A groups performance varies depending on the stage it is in. A special kind of group behavior is found in group meetings.Because of the considerable amount of time spent in meetings, it is important for managers to know how to maximize group meeting effectiveness. This chapter includes an excellent nobble guide for how managers can lead more effective group meetings. Groups can also help facilitate creativity and innovation in the organization. about of the major mechanisms that organizations use to encourage the creative and innovative capacity of groups include the use of task forces, or ad hoc committees, and teams, particularly entrepreneurial and self-managing teams.