This document discusses group dynamics and informal groups within organizations. It begins by defining key concepts like group dynamic and informal groups. It then discusses the nature and effects of informal groups, including how they emerge spontaneously but can either help or hinder the formal organization. The document outlines the roles of informal leaders and how they differ from formal leaders. It also discusses techniques for managing informal groups, like identifying informal leaders and considering their influence when making decisions.
GROUP FORMATION
By
Sunil Sunny
2nd MBA
GROUP
According to Stephen Robbins
“ A group may be defined as two or more individuals, interacting and interdependent, who have come together to achieve a particular objective.
Characteristics of a Group
1.Social Interaction
2.Stable Structure
3.Common Interest
4.Perceive Themselves As Part Of Group
Types Of Groups
1.Primary And Secondary Groups
2.Membership Groups and Reference Group
3.nterest Vs Friendship Groups
4.Formal and Informal Groups
5.Temporary And Permanent Groups
Stages Of Group Formation
1.Forming
2.Storming
3.Norming
4.Performing
5.Adjourning
Forming
1.Strong dependence on leader
2.A great uncertainty
3.Simple Ideas
4.Avoidance of serious topics
5.Minimum feedback
Storming
1.Strongly expressed views
2.Challenging other’s ideas
3.Challenging leadership, Authority and position
4.Withdrawal by some group members
5.Lack of collaboration, competing for control
6.High level of reacting or defending
Norming
1.Active listening
2.Shared leadership
3.Methodical systematic ways of working
4.Receptiveness to other’s ideas
5.Active participation by all
6.Conflict seen as mutual problems
7.Open exchange of ideas
Performing
1.High creativity
2.Openness and trust
3.Strong relationships
4.High achievement
Adjourning
Adjourning, is the break-up of the group, hopefully when their task is completed successfully, their purpose full filled
Recognition of and sensitivity to peoples vulnerabilities is helpful.
Why People Indulge In Groups
1.Companionship
2.Survival and security
3.Affiliation and status
4.Power and control
5.Achievement
Thanks
GROUP FORMATION
By
Sunil Sunny
2nd MBA
GROUP
According to Stephen Robbins
“ A group may be defined as two or more individuals, interacting and interdependent, who have come together to achieve a particular objective.
Characteristics of a Group
1.Social Interaction
2.Stable Structure
3.Common Interest
4.Perceive Themselves As Part Of Group
Types Of Groups
1.Primary And Secondary Groups
2.Membership Groups and Reference Group
3.nterest Vs Friendship Groups
4.Formal and Informal Groups
5.Temporary And Permanent Groups
Stages Of Group Formation
1.Forming
2.Storming
3.Norming
4.Performing
5.Adjourning
Forming
1.Strong dependence on leader
2.A great uncertainty
3.Simple Ideas
4.Avoidance of serious topics
5.Minimum feedback
Storming
1.Strongly expressed views
2.Challenging other’s ideas
3.Challenging leadership, Authority and position
4.Withdrawal by some group members
5.Lack of collaboration, competing for control
6.High level of reacting or defending
Norming
1.Active listening
2.Shared leadership
3.Methodical systematic ways of working
4.Receptiveness to other’s ideas
5.Active participation by all
6.Conflict seen as mutual problems
7.Open exchange of ideas
Performing
1.High creativity
2.Openness and trust
3.Strong relationships
4.High achievement
Adjourning
Adjourning, is the break-up of the group, hopefully when their task is completed successfully, their purpose full filled
Recognition of and sensitivity to peoples vulnerabilities is helpful.
Why People Indulge In Groups
1.Companionship
2.Survival and security
3.Affiliation and status
4.Power and control
5.Achievement
Thanks
In organizational development(OD), group dynamics or group process‖ refers to the understanding of the behavior of people in groups, such as task groups, that are trying to solve a problem or make a decision.
In organizational development(OD), group dynamics or group process‖ refers to the understanding of the behavior of people in groups, such as task groups, that are trying to solve a problem or make a decision.
The study of neighborhood and sense community
is important:
• To improve quality of life
• To promote psychological adjustment
How?
Developing of Social activity and harmony, promotion of democracy,
reducing of segregation and anti social behaviour.
The following topics should be included in your key understandings a.pdfamolmobileshop
The following topics should be included in your key understandings and take-away for this
week. What do you know about these topics?
Definition of group
Formal vs informal groups
Tuckman’s stages of group development
Groups as open systems
Characteristics of effective groups
Advantages and disadvantages of groups
Advantages and disadvantages of decision making in groups
Social facilitation, synergy, social loafing,
Norms, cohesiveness, impact of different combinations of these.
Definition of team
Team building process
Different team roles
Advantages/ disadvantages of teams
Types of teams (High performing, self managing, etc)
Homogenous and heterogeneous teams
Types of team building/ approaches to team building
Difference between groups and teams
Solution
.1. A collection of individuals who have regular contact and frequent interaction, mutual
influence, common feeling fcamaraderie, and who work together to achieve a common set of
goals.
2. Formal Groups- Formal groups are created and maintained to fulfill needs or tasks which arc
related to the total organisation mission. Thus these are consciously and deliberately created.
Such groups may be either permanent in the form of top management team such as board of
directors or management committees, work units in the various departments of the organisation,
staff groups providing specialised services to the organisation, and so on; or the formal groups
may be constituted on temporary basis for fulfilling certain specified objectives. When such
objectives are fulfilled they disappear. These may be in the form of temporary committee, task
force, etc. The working of formal groups is regulated by organisational rules and regulations.
Informals Group- Informal groups, on the other hand, are created in the organisation becausc of
operation of social and psychological forces operating at the work-place. Members create such
groups for their own satisfaction and their working is not regulated by the general framework of
organisational rules and regulations. Thus formal and informal organisations differ from each
other in the following respects:
1. Origin—As discussed above, reasons and circumstances of origin of both formal and informal
organisations are quite different. The formal groups are created deliberately and consciously in
the organisation by the framers of the organisation. On the other hand, informal groups arc
created because
of the operation of socio-psychological forces at the workplace, that is, people while working
together develop certain liking and disliking for others for the type of interactions not provided
officially.
2. Purpose—Since formal groups are deliberate creation, they are created for achieving the
legitimate objectives of the organisation. In fact, formal groups are basic product of formal
ogranisation structure. The informal groups are created by organisational members for their
social and psychological satisfaction. Thus they serve the purpose of organisational members
wh.
Chapter Four
Organizing
1.1 Meaning and Definitions of Organizing
The word ‘organization’ has come from the word ‘organism’ which means a structure of interrelated and interdependent parts. The parts or components of organization consist of men, machines, materials, methods, money, functions, authority and responsibility. The task of organization is to unite or integrate these components effectively for the purpose of attaining the common goal. Organization is the foundation upon which the whole organization is built. Without efficient organization, no management can perform its function smoothly. Sound organization contributes greatly to the continuity and the success of organization. A poor organization structure makes good performance impossible, no matter how good the individuals are.
The term organization connotes different things to different people. For example, to the sociologists, organization means a study of interactions of people, classes or hierarchy of an enterprise. To the psychologists organization means an attempt to explain, predict and influence the behavior of individuals in an enterprise. The word ‘organization’ is also used widely to connote a group of people and the structure of relationships. In order to understand the meaning and characteristics of organization, we shall study it under the following heads:
(1) Organization as a group of persons.
(2) Organization as a structure of relationship.
(3) Organization as a function of management.
(4) Organization as a process.
(1) Organization as a group of persons: Organization is viewed as a group of people contributing their efforts towards certain goal. The concept of organizing began at the early stages of human civilization when two or more persons began to cooperate and combine together for fulfilling their basic needs of food, clothing, shelter and protection of life. Organization begins when people combine efforts for some common purpose. Chester I Barnard defined organization “as an identifiable group of people contributing their efforts. An organization comes into existence when there are a number of persons in communication and relationship to each other and are willing to contribute towards a common Endeavour. The group of people lay down rules and regulations and the formal structure or relationship among themselves”.
(2) Organization as a structure of relationships: Some people view organization as a structure of relationship. Organization sets up the scope of activities of the enterprise by laying down the structure of relationships. If organization is merely recognized as ‘structure’, it will be viewed as a static thing used to explain formal relationships But an organization is a ‘dynamic’ entity consisting of individuals,. Means, objectives and relationships among the individuals. However, the use of the term structure to denote organization is not used independently, but is combined with the term organization either in the form of organization structure
2. CHAPTER OBJECTIVES
GROUP DYNAMIC
THE NATURE AND EFFECT OF INFORMAL GROUPS
INFORMAL LEADERS
DIFFERENCES BETWEEN TASK AND SOCIAL
LEADERSHIP ROLES
BRAINSTORMING, NOMINAL, DELPHI, AND
DIALECT TECHNIQUES
WEAKNESS OF GROUP MEETINGS
3. I. GROUP DYNAMIC
QUESTIONS USED BY RESEARCHERS TO STUDY THE
SCIENTIFIC PROCESSES, WHICH SMALL GROUP
EVOLVE AND WORK
1. What is the informal organization and how does it
operate?
2. What is the role of a leader in a small group?
3. Does the role vary with different objectives?
4. What structured approaches are most useful for
accomplishing group objectives?
5.In what ways and under what conditions are group
decisions better or worse than individual ones?
4. I. GROUP DYNAMIC-A.)
social process by which people interact face-face in
small groups.
B.)From the Greek word means force
C.)Study of forces within group
D.) Elton Mayo & Kurt Lewin- founder of the group
dynamics movement.
a.)ELTON MAYO and his associates in 1920’s and 1930’s-
Workers tend to establish informal group that affect
job satisfaction and effectiveness.
b.) KURT LEWIN in 1930’s-observed that different kinds
of leadership produced different responses in groups.
5. E.) Groups
a.)have properties of their own that are different from
the properties of the individuals who make up the
group.
b.)ex. NaCl.
F.) relationship-a.)
3rd element in a group
b.)a critical one
c.) ex. 1+1=3.
6. II. TYPES OF GROUPS
A.) Formal Groups-a.)
established by the organization which have a public
identity and goal to achieve.
b.) It refers to the organization structure deliberately
created by management for achieving the
objectives of enterprise
7. c.) According to Chester Bernard, “Formal
organization is a system of consciously
coordinated activities of two or more persons
towards a common objectives. The essence of
formal organization is conscious common purpose
and formal organization comes into existence
when persons (A) are able to communicate with
each other (B) are willing to act and (C) share a
purpose.”
8. d.) types of Formal Group
1.)with temporary life. Ex. Task force, disaster team.
-created to accomplish short term task and then disband
meeting- event at which group member discuss ideas or
solve problems.
2.) Team- regularly perform task together as part of their
job assignment. They are more natural and they
endure work together.
9. B.) Informal Groups
a.)emerge on the basis of common interests,
proximity and friendships.
b.)It refers the pattern of activity interactions and
human relationship which to emerge
spontaneously due to social and psychological
forces operating at the work place.
c.)It arises naturally on the basis of friendship or some
common interest which may or may not be related
with work.
10. d.) An Informal organization is an aggregate of
interpersonal relationships without any conscious
purpose but which may contribute to joint results.
Chester Barnard
e.) Informal organization is a network of
interpersonal relationship that arise when people
associate with one another .
Keith Davis
11. III. NATURE OF INFORMAL
ORGANIZATION
A. Comparison of Informal & Formal Organization
Basis of Comparison Informal
Organization
Formal Organization
General Nature Unofficial Official
Major Concepts Power and politics Authority and
responsibility
Primary Focus Person Position
Source of Leader Power Given by group Delegated by
management
Guidelines for Behavior Norms Rules and policies
Sources of Control Sanctions Rewards and penalties
12. B. How does the informal organization emerge?
-Informal groups emerge within a workplace for many
reasons including shared goals, interests, friendships
or threats. . Informal groups emerge when people find
common ground despite their formal positions.
a.) effect of the informal organization
-Some groups can be productive and helpful to the
formal organization within which they form. Other
informal groups can become disruptive or distracting
to group outsiders and the overall formal organization.
13. b.) Informal organization emerges from within the
formal structure as predictably as flowers grow in the
spring. The result of this combination is different
from what managers may have expected in at least
three ways.
1.) Employees act differently than required.
2.) Employees often interact with different people or
with different frequencies, than their job require.
3.) Workers may embrace a set of attitudes, beliefs and
sentiments different from those the organization
expect of them.
15. C. ) Key Role of Informal Leader
a.) Informal leader is the employee with the largest
social status in the informal organization.
b.) Informal leader may help socialize new members
into the organization.
c.) Informal leader is expected to model and explain
the key norms.
d.) Informal leader helps to build and sustain the level
of cohesiveness.
e.) Informal leader usually enjoy certain informal
rewards and privileges.
16. D.) Multiple Informal Leaders
E.) Identifying and Rewarding Informal Leaders.
a.) How to identity the informal leaders?
1.) . acting as a spoke person.
2.) center of social attention.
3.) offering well-received wisdom and guidance.
b.) What are the rewards receive by the I.L.?
1.) form of job enrichment
2.) helps satisfy the social needs
3.) sources of recognition
17. * By recognizing these rewards for I.L., managers can
better understand the behavior of some individuals.
* As a manager why you should recognize the I. L.?
* caution: An informal leader does not always make
the best formal manager.
18. F.) Potential Benefits and Problems Associated with
Informal Organization
Benefits Problems
* Make a more effective total system Develops undesirable rumor
* Lighten workload on management Encourages negative attitudes
* Helps get the work done Resists change
* Tends to encourage cooperation Leads to interpersonal and intergroup
conflicts
* Fills in gaps in manager’ abilities Rejects and harasses some employees
* Gives satisfaction and stability to work
Weakens motivation and satisfaction
group
* Improves communication Operates outside of management
control
* Provides a safety valve for employee
emotions
Support conformity
* Encourages managers to plan and act
more carefully
Develops role conflicts
* Contributes to higher cohesiveness
19. Factors that decreased
cohesiveness
1. when the group is large
2. members are forced to compete for scarce resources
3. when participants dislike each other
4. when supervisors show favoritism to one or more
members
20. Factors that increased
cohesiveness
1. Creating competitions
2. Providing opportunity
3. Selecting members with similar attitudes,
backgrounds, and values
4. Identifying a challenging group goal that unifies
member efforts.
5. Recognizing a major threat or common enemy to the
group.
21. NETWORK CHARTS OR INFORMAL
ORGANIZATION CHARTS
CAROLIN
A
KRISSY
TANIA
KETAN JACKIE
22. MANAGEMENT GUIDELINES FOR
INFORMAL ORGANIZATION
1.) Accept and understand informal organization.
2.) Identify various levels of attitudes and behaviors
with in them.
3.) Consider possible effect on informal systems when
taking any kind of action.
4.) Integrate as far as possible the interests of informal
groups with those of the formal organization.
5.) Keep formal activities from unnecessarily
threatening informal organization.