This document discusses groups and human relations. It defines formal and informal groups and describes their key characteristics like regular interaction, common goals, and systems of rules. It also covers topics like why people join groups, group development stages, status, conformity, groupthink, leadership styles, power and authority sources. In summary, it provides an overview of groups, their dynamics, and factors that influence human relations within groups.

1. Human Relations and Groups
Eric Vanderburg
Human Relations – Eric Vanderburg ©2005

2. Groups

Formal Group
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Informal Group
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
Structured & controlled entry
Defined by policies and positions
Larger
Unstructured & dynamic
Defined by relationships
Smaller
Norm - expected behavior stemming from
values
Human Relations – Eric Vanderburg ©2005

3. Group Characteristics
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Regular interaction among members

Not mesh but each interacts with someone
Common goals

Opposing goals destroys groups

Ex: Problem Solving, Conversation, Enjoyment,
Awareness
System of rules (codified or non-codified)

Enforce rules

Adhering to rules increases effectiveness
Roles

May exist in “blind window”

Formal groups have formal roles
Human Relations – Eric Vanderburg ©2005

4. People join to satisfy a need

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Affiliation - be with other people and to
belong.
Attraction - seek out common interests
(attitudes, values, personality, position)
Activities
Assistance (SIG, Union, Class action)
Proximity - close & frequent interaction
Human Relations – Eric Vanderburg ©2005

5. Subgroups

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More specifically meets member
needs
Often caused by growth
[Main Group]


[Subgroup]
[Subgroup]
Human Relations – Eric Vanderburg ©2005

6. Group Development

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Forming

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Expectations
formed
Accept each other
Redefining
Define purpose
Internal conflict
Coordinating



Gathers information
Creates objectives
More intense
conflict
Formalizing


Things are set in
motion
Accomplishments
are made
Human Relations – Eric Vanderburg ©2005

7. Status
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Status - rank held within a group
Sources

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Formal position
Interpersonal skills
Charm &
Education
Status Acceptance - feelings on whether
your status is correct
Higher status person have a greater impact
on the group
Human Relations – Eric Vanderburg ©2005

8. Conformity

Conformity - tendency to be like the
group


Easy to work with others
Extremes can stagnate creativity
Human Relations – Eric Vanderburg ©2005

9. Groupthink


Negative outcomes

Examining few alternatives

Not being critical of each other's ideas

Not seeking expert opinion

Being highly selective in gathering information

Not having contingency plans
Symptoms

Having an illusion of invulnerability

Rationalizing poor decisions

Believing in the group's morality

Sharing stereotypes which guide the decision

Filtering out negative information

Exercising direct pressure on others

Not expressing your true feelings

Maintaining an illusion of unanimity
Human Relations – Eric Vanderburg ©2005

10. Groupthink Solutions
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Using a policy-forming group which reports to the larger group
Having leaders remain impartial
Using different policy groups for different tasks
Dividing into groups and then discuss differences
Discussing within sub-groups and then report back
Using outside experts
Using a Devil's advocate to question all the group's ideas
Holding a "second-chance meeting" to offer one last
opportunity to choose another course of action
Human Relations – Eric Vanderburg ©2005

11. Improving Group Effectiveness
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Change Ineffective norms
Identify Problems
Improve Group Composition
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New knowledge or skills
Improve cohesiveness
New perspective
Human Relations – Eric Vanderburg ©2005

12. Hidden Agendas

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Secret desire that is constantly worked
toward by a group member.
Aka: Alternative motive
Try to persuade the group to do their
thing even if it conflicts with group
goals
Undermines effectiveness
Human Relations – Eric Vanderburg ©2005

13. Signs of a Hidden Agenda



Strong emotions - Emotions that are
not in character for the situation
Verbal/Nonverbal conflict
Reoccurring themes
Human Relations – Eric Vanderburg ©2005

14. Leadership


To inspire performance in another
Styles

Autocratic
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Unquestioned authority
Benevolent autocrat - utilizes positive rewards with the
implied threat of negative consequences
Consultative
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Gathers info from subordinates
Makes end decision
Delegates authority
Human Relations – Eric Vanderburg ©2005

15. Leadership Styles

Participative

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Shares power with subordinates
Team leader role
Makes decisions only when not receiving
information
Free reign (laissez faire)


Represents the group
Members have complete freedom of activities
Human Relations – Eric Vanderburg ©2005

16. Power & Authority


Power - ability to command the
actions of another.
Authority - Power given based on a
position held
Human Relations – Eric Vanderburg ©2005

17. Power Sources

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Legitimate Power - resides in the position
Reward Power - control of a valued thing
Coercive Power - threat of punishment
Networking Power - who you know
Expert Power
Charismatic Power - respect, admiration,
and likeability
Human Relations – Eric Vanderburg ©2005