This document summarizes a presentation given in 1929 on the topic of social group work. It defines group work as an educational process that emphasizes both individual development through group association, as well as using that association to further socially desirable ends.
The presentation describes group work as a reciprocal process between a social worker and a group, where the worker applies techniques based on observations of the group's interactions and adjustments. It also distinguishes group work from other social work approaches like case work and community organization, while noting overlaps.
Key aspects of the group work process discussed include particularization of individuals, self-direction, indirection, repetition, and integration within the group. The presentation argues this process is still developing as a field and
This document discusses a study that examined the relationship between supervisors' levels of empathy and altruism, and their perceptions of subordinates' organizational citizenship behaviors (OCBs) as expected or unexpected. The study found that while there was little relationship between empathy and perceptions of OCBs, supervisors high in altruism viewed OCBs as expected behaviors. The document provides background on OCBs and discusses relevant theories like the norm of reciprocity. It is hypothesized that supervisors low in empathy will be more likely to view employee OCBs as expected, while supervisors high in altruism will view OCBs as expected.
Flow experiences at work: for high need achievers alone?Solercanto
Two studies examined how the relationship between employees' perceived skills and challenges at work interacted with their need for achievement to influence positive mood, intrinsic task interest, and performance. The studies found that among highly achievement-oriented employees, experiencing high skills and challenges at work was associated with greater positive mood, task interest, and performance than other skill-challenge combinations. Positive mood also mediated the interactive relationship between skill-challenge levels and achievement needs on performance. The findings suggest that matching skills and challenges optimally may benefit employees and organizations by enhancing motivation and outcomes, particularly for those with high achievement needs.
1) The study tested a model from self-determination theory in which employees' intrinsic need satisfaction mediated the relationship between perceptions of manager autonomy support and individual autonomy orientation on job performance and well-being.
2) The model posits that satisfying the innate psychological needs for competence, autonomy and relatedness leads to better performance and adjustment, while need thwarting undermines motivation.
3) Autonomy supportive management that acknowledges employees' perspectives and provides choice is expected to enhance intrinsic need satisfaction and thus positively impact outcomes.
The document presents three studies that examine affective commitment to different targets in the workplace: the organization, supervisor, and work group. Study 1 develops measures of commitment to these targets and finds they are distinct factors that relate differentially to hypothesized antecedents like perceived organizational support and leader-member exchange quality. Study 2 finds organizational commitment indirectly influences turnover intentions and mediates the effects of other commitments. Study 3 finds commitment to the supervisor directly impacts job performance, and organizational commitment has an indirect effect through supervisor commitment, while work group commitment does not affect performance. The studies provide validity for measures of multiple commitments and clarify their differential roles in outcomes.
The document proposes and tests a dual process model of organizational commitment. The model includes two pathways to commitment - one through overall job satisfaction representing an emotional process, and one through perceived organizational support representing a cognitive process. The model was tested using a survey of employees from two large Korean organizations. The results provided strong support for the model and its main findings that job satisfaction and perceived organizational support operate independently to influence organizational commitment.
This document summarizes a research article about emotional regulation outcomes from coworker interactions regarding positive and negative work events. The study examines whether symmetrical (expected) or asymmetrical outcomes occur when sharing emotions with coworkers. Interviews with human service workers elicited 71 accounts of emotional work incidents, most of which were discussed with coworkers. Qualitative analysis found both symmetrical and asymmetrical emotion regulation outcomes resulted from these interactions. Sharing negative emotions welcomed mitigation as an asymmetrical outcome, while positive emotions desired capitalization as a symmetrical outcome. Group norms, leadership, and coworker responsiveness influenced emotional sharing and its impact on participants.
This document discusses various concepts related to leadership. It begins by listing 12 names that form a leadership group. It then discusses several key distinctions related to leadership, including:
- Leader emergence vs leadership effectiveness
- Different types of leadership outcomes (positive and negative)
- The difference between a leader, manager, and supervisor
- Leader development vs leadership development
It also outlines several traditional theories of leadership, such as great man theories, the trait approach, sources of power, and behavioral approaches including the Ohio State and University of Michigan studies. Overall, the document provides an overview of fundamental leadership concepts and theories.
Clarifying the Relational Ties of Belonging 2014 knapp smith sprinklejoshuarknapp
- The document discusses three concepts related to how employees perceive their relationship with their organization: perceived insider status, psychological ownership, and organizational identification.
- These concepts are similar in that they represent self-referential evaluations of the employee-organization relationship and perceptions rather than objective criteria. However, they are theoretically distinct and do not necessarily overlap.
- The study aims to empirically test whether these concepts are related but distinct, and to examine their relationships with job satisfaction and turnover intentions. This will help clarify the roles of different relational ties within the perceived organizational membership theoretical framework.
This document discusses a study that examined the relationship between supervisors' levels of empathy and altruism, and their perceptions of subordinates' organizational citizenship behaviors (OCBs) as expected or unexpected. The study found that while there was little relationship between empathy and perceptions of OCBs, supervisors high in altruism viewed OCBs as expected behaviors. The document provides background on OCBs and discusses relevant theories like the norm of reciprocity. It is hypothesized that supervisors low in empathy will be more likely to view employee OCBs as expected, while supervisors high in altruism will view OCBs as expected.
Flow experiences at work: for high need achievers alone?Solercanto
Two studies examined how the relationship between employees' perceived skills and challenges at work interacted with their need for achievement to influence positive mood, intrinsic task interest, and performance. The studies found that among highly achievement-oriented employees, experiencing high skills and challenges at work was associated with greater positive mood, task interest, and performance than other skill-challenge combinations. Positive mood also mediated the interactive relationship between skill-challenge levels and achievement needs on performance. The findings suggest that matching skills and challenges optimally may benefit employees and organizations by enhancing motivation and outcomes, particularly for those with high achievement needs.
1) The study tested a model from self-determination theory in which employees' intrinsic need satisfaction mediated the relationship between perceptions of manager autonomy support and individual autonomy orientation on job performance and well-being.
2) The model posits that satisfying the innate psychological needs for competence, autonomy and relatedness leads to better performance and adjustment, while need thwarting undermines motivation.
3) Autonomy supportive management that acknowledges employees' perspectives and provides choice is expected to enhance intrinsic need satisfaction and thus positively impact outcomes.
The document presents three studies that examine affective commitment to different targets in the workplace: the organization, supervisor, and work group. Study 1 develops measures of commitment to these targets and finds they are distinct factors that relate differentially to hypothesized antecedents like perceived organizational support and leader-member exchange quality. Study 2 finds organizational commitment indirectly influences turnover intentions and mediates the effects of other commitments. Study 3 finds commitment to the supervisor directly impacts job performance, and organizational commitment has an indirect effect through supervisor commitment, while work group commitment does not affect performance. The studies provide validity for measures of multiple commitments and clarify their differential roles in outcomes.
The document proposes and tests a dual process model of organizational commitment. The model includes two pathways to commitment - one through overall job satisfaction representing an emotional process, and one through perceived organizational support representing a cognitive process. The model was tested using a survey of employees from two large Korean organizations. The results provided strong support for the model and its main findings that job satisfaction and perceived organizational support operate independently to influence organizational commitment.
This document summarizes a research article about emotional regulation outcomes from coworker interactions regarding positive and negative work events. The study examines whether symmetrical (expected) or asymmetrical outcomes occur when sharing emotions with coworkers. Interviews with human service workers elicited 71 accounts of emotional work incidents, most of which were discussed with coworkers. Qualitative analysis found both symmetrical and asymmetrical emotion regulation outcomes resulted from these interactions. Sharing negative emotions welcomed mitigation as an asymmetrical outcome, while positive emotions desired capitalization as a symmetrical outcome. Group norms, leadership, and coworker responsiveness influenced emotional sharing and its impact on participants.
This document discusses various concepts related to leadership. It begins by listing 12 names that form a leadership group. It then discusses several key distinctions related to leadership, including:
- Leader emergence vs leadership effectiveness
- Different types of leadership outcomes (positive and negative)
- The difference between a leader, manager, and supervisor
- Leader development vs leadership development
It also outlines several traditional theories of leadership, such as great man theories, the trait approach, sources of power, and behavioral approaches including the Ohio State and University of Michigan studies. Overall, the document provides an overview of fundamental leadership concepts and theories.
Clarifying the Relational Ties of Belonging 2014 knapp smith sprinklejoshuarknapp
- The document discusses three concepts related to how employees perceive their relationship with their organization: perceived insider status, psychological ownership, and organizational identification.
- These concepts are similar in that they represent self-referential evaluations of the employee-organization relationship and perceptions rather than objective criteria. However, they are theoretically distinct and do not necessarily overlap.
- The study aims to empirically test whether these concepts are related but distinct, and to examine their relationships with job satisfaction and turnover intentions. This will help clarify the roles of different relational ties within the perceived organizational membership theoretical framework.
The document discusses key aspects of social work with groups including:
1) The helping process in social work with groups which involves assessment, planning, intervention, evaluation, and termination steps.
2) The uses of groups which are to affect individuals, solve problems together, and change things outside the group.
3) The phases of group development including pre-group, convening, formation, integration/disintegration, functioning, and termination phases.
4) Theoretical models for group work including the developmental, remedial, interactionist, and crisis intervention approaches.
5) The importance of group work to the social work profession as it helps connect people, provides support and learning opportunities, and allows for advocacy
This document discusses social work practice with groups. It notes that human beings are dependent on interactions and groups can enhance learning and address physical/mental illnesses caused by social/emotional issues. Group work aims to accomplish goals through personal and social growth. Different models of group work are described including goals focused on social issues, clinical/remedial issues, and both individual/societal issues. Factors like group size, rules, open/closed membership, and time limits are reviewed in structuring effective groups.
Chapter 1 Introduction to Organizational BehaviorOutline · O.docxsleeperharwell
This document provides an introduction to organizational behavior. It defines organizational behavior as the study of how individuals and groups act in organizations and how organizations respond to their environments. It discusses organizational behavior at the individual, group, and organizational levels. Understanding organizational behavior can help managers improve performance and effectiveness by influencing factors that shape employee attitudes and behavior.
This document discusses the principles and history of social group work. It provides definitions of social group work and outlines its basic assumptions. Some key points:
1. Social group work aims to help individuals through guided group interaction and experiences to address personal and social issues. It recognizes the power of small groups to enable personal and social change.
2. The origins of social group work can be traced back to recreational organizations in the late 19th century that aimed to provide communal benefits. It developed formally in the 1930s with the establishment of social group work as a method within social work.
3. Social group work is based on the assumption that humans are social beings and that purposeful group experiences and interactions can help address
This document discusses organizational behavior and related concepts. It defines organizational behavior as the study of how individuals and groups act within organizations. It then summarizes several key elements of organizational behavior, including elements that make up organizations, common models of organizational behavior, the role of social systems and culture, and the impact of individuals on organizations. The document also briefly discusses organization development, quality of work life, job enrichment, and action learning as relevant topics within organizational behavior.
Organizational behavior is the study of how people and groups act within organizations. It takes a systems approach, examining people-organization relationships from the perspective of the whole person, group, organization, and social system. The goal is to build better relationships and achieve human, organizational, and social objectives. Organizational behavior draws on various disciplines like psychology and sociology to understand workplace behaviors and improve performance.
This document outlines standards for social work practice with groups published by the International Association for Social Work with Groups. It discusses core values of respect for persons, autonomy, and social justice. It also outlines required knowledge in areas like human growth and behavior, group dynamics, and the social work role. The standards are divided into sections on planning, beginning group work, later stages, and ethics. Each section describes key tasks and required knowledge at different phases of group development and work. The document provides a framework to guide ethical and effective social work practice with groups.
This document discusses techniques for preparing social groups. It begins by defining social group work and outlining factors to consider when forming groups such as establishing a clear purpose, considering members' perspectives, and ensuring group composition allows for homogeneity. The document then discusses additional considerations like whether the group will be open or closed, optimal group size, meeting frequency and duration, and formulating group guidelines. It emphasizes the importance of preliminary individual meetings with prospective members to provide information, promote motivation, ensure needs are being met, allow for individualization, and give people choice.
This document outlines the key stages of the group work process: intake, study, defining objectives, goal setting, intervention strategies, and evaluation. Intake involves selecting members who will benefit from the group. Study involves collecting facts about members. Objectives provide clarity on how the group will function. Goal setting involves determining goals and responsibilities. Intervention strategies can include gestalt therapy and transactional analysis. Evaluation assesses individual growth, the group's development, and members' contributions. The overall purpose is to understand and help fulfill members' needs through the group process.
This document discusses social work research and the scientific method. It defines social work research as the systematic investigation of problems in the field of social work. The purpose of social work research is to evaluate the effectiveness of interventions and treatments and to build theory to help social workers address problems. Social research and social work research are similar in their goal of promoting human welfare, but social work research specifically aims to gain knowledge to control or change human behavior. The scientific method is characterized by systematic observation, classification, and interpretation of data to accumulate reliable knowledge. It aims for objectivity, logical reasoning, and generalization of findings.
This document discusses social work research and the scientific method. It defines social work research as the systematic investigation of problems in the field of social work. The purpose of social work research is to evaluate the effectiveness of interventions and treatments and to build theory to help social workers address problems. Social research and social work research are similar in their goal of promoting human welfare, but social work research specifically aims to gain knowledge to control or change human behavior. The scientific method is characterized by systematic observation, classification, and interpretation of data to accumulate reliable knowledge. It aims to discover facts objectively through logical reasoning and is free from any particular subject matter.
Organisational Development InterventionsGheethu Joy
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
This document discusses the concept of responsibility in organizational contexts. It defines responsibility as the ability of individuals and organizations to actively respond to questions and problems. Accepting responsibility is the goal of learning and working together. The document states that individual and collective responsibility is essential for organizational sustainability. It also discusses how facilitators aim to lead people to take responsibility by motivating them and making them understand they should willingly contribute to shared goals. Facilitators have no authority other than what is given by participants, so they must create a sense of responsibility and motivation among participants. Overall, the document examines the importance of responsibility in organizations and the role of facilitators in cultivating responsibility.
- Organizational behavior is the study of how people act within organizations and how their behaviors are influenced by the organizational context. It applies to understanding behavior in all types of organizations.
- Understanding individual and group behaviors in organizational settings is important for managers to effectively manage people. Organizational behavior offers ways to understand people as the organizations themselves, as valuable resources, and as individuals with needs and motivations.
- Individual behaviors interact with and influence the organization, and the organization also influences individual behaviors. Organizational behavior integrates knowledge from various disciplines to analyze organizations.
Workplace Social Self-Efficacy Journal of Career Assessment-2013-Fan-91-110.pdfJoshuaLau29
The document describes the development and validation of a new measure called the Workplace Social Self-Efficacy (WSSE) inventory. It is a 4-factor measure of an employee's confidence in their ability to engage in social tasks at work. Two studies found the WSSE inventory has good psychometric properties, including a clear factor structure, high internal consistency, and validity evidenced by relationships with other related constructs. Political skill was also found to mediate the relationship between WSSE and several outcomes. The new measure addresses the need for a domain-specific social self-efficacy measure tailored to the workplace.
The document discusses Emanuel Tropp's developmental approach to social work with groups. The developmental approach sees individuals as having potential to continually develop and improve their social functioning. It focuses on tapping into people's unused potential. The approach has three major themes: seeing people humanistically, focusing on their current behaviors, and viewing development as a lifelong process. Key aspects include emphasizing common goals and processes, members achieving individual growth through group experiences, and viewing groups as going through beginning, middle, and ending stages with the worker's role changing over time.
This document outlines Emanuel Troop's developmental approach to social work with groups. It discusses the key features of this approach, including recognizing individuals as resources that can develop and focusing on interpersonal relationships and social roles. The developmental approach sees people on a continuum from dysfunctional to fully functional and aims to help them realize their potential. It also outlines the three stages - beginning, middle, and ending - that groups progress through in this approach. The worker's role is to support the group's self-direction and goal achievement at each stage.
This document discusses the integrated social work model. It is a person-centered approach that takes into account a client's physical, emotional, community, and spiritual well-being by viewing them as part of interconnected systems. The model provides a framework for social workers to work with clients and bring about change through various systems like the client system, target system, and action system. The integrated approach aims to avoid dichotomous views and recognize connections between elements like individual and collective approaches.
Leadership and Organizational BehaviorOrganizational Behavior .docxcroysierkathey
Leadership and Organizational Behavior
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.
Elements of Organizational Behavior
The organization's base rests on management's philosophy, values, vision and goals. This in turn, drives the organizational culture that is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Models of Organizational Behavior
There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial (Cunningham, Eberle, 1990; Davis ,1967):
· Autocratic — The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.
· Custodial — The basis of this model is economic resources with a managerial orientation of money. The employees in turn, are oriented towards security, benefits, and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
· Supportive — The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.
· Collegial — The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping with the oth ...
This chapter introduces key concepts about social work theory. It discusses how social work can be viewed as a "contested activity" with different definitions based on varying perspectives. The chapter explores definitions that focus on social work's nature, skills/tasks, and clients' social circumstances. It emphasizes the importance of theories in informing practice and introduces the concept of social constructionism. Critical thinking and reflective practice are presented as ways to thoughtfully consider the theoretical influences on social work.
The document discusses key aspects of social work with groups including:
1) The helping process in social work with groups which involves assessment, planning, intervention, evaluation, and termination steps.
2) The uses of groups which are to affect individuals, solve problems together, and change things outside the group.
3) The phases of group development including pre-group, convening, formation, integration/disintegration, functioning, and termination phases.
4) Theoretical models for group work including the developmental, remedial, interactionist, and crisis intervention approaches.
5) The importance of group work to the social work profession as it helps connect people, provides support and learning opportunities, and allows for advocacy
This document discusses social work practice with groups. It notes that human beings are dependent on interactions and groups can enhance learning and address physical/mental illnesses caused by social/emotional issues. Group work aims to accomplish goals through personal and social growth. Different models of group work are described including goals focused on social issues, clinical/remedial issues, and both individual/societal issues. Factors like group size, rules, open/closed membership, and time limits are reviewed in structuring effective groups.
Chapter 1 Introduction to Organizational BehaviorOutline · O.docxsleeperharwell
This document provides an introduction to organizational behavior. It defines organizational behavior as the study of how individuals and groups act in organizations and how organizations respond to their environments. It discusses organizational behavior at the individual, group, and organizational levels. Understanding organizational behavior can help managers improve performance and effectiveness by influencing factors that shape employee attitudes and behavior.
This document discusses the principles and history of social group work. It provides definitions of social group work and outlines its basic assumptions. Some key points:
1. Social group work aims to help individuals through guided group interaction and experiences to address personal and social issues. It recognizes the power of small groups to enable personal and social change.
2. The origins of social group work can be traced back to recreational organizations in the late 19th century that aimed to provide communal benefits. It developed formally in the 1930s with the establishment of social group work as a method within social work.
3. Social group work is based on the assumption that humans are social beings and that purposeful group experiences and interactions can help address
This document discusses organizational behavior and related concepts. It defines organizational behavior as the study of how individuals and groups act within organizations. It then summarizes several key elements of organizational behavior, including elements that make up organizations, common models of organizational behavior, the role of social systems and culture, and the impact of individuals on organizations. The document also briefly discusses organization development, quality of work life, job enrichment, and action learning as relevant topics within organizational behavior.
Organizational behavior is the study of how people and groups act within organizations. It takes a systems approach, examining people-organization relationships from the perspective of the whole person, group, organization, and social system. The goal is to build better relationships and achieve human, organizational, and social objectives. Organizational behavior draws on various disciplines like psychology and sociology to understand workplace behaviors and improve performance.
This document outlines standards for social work practice with groups published by the International Association for Social Work with Groups. It discusses core values of respect for persons, autonomy, and social justice. It also outlines required knowledge in areas like human growth and behavior, group dynamics, and the social work role. The standards are divided into sections on planning, beginning group work, later stages, and ethics. Each section describes key tasks and required knowledge at different phases of group development and work. The document provides a framework to guide ethical and effective social work practice with groups.
This document discusses techniques for preparing social groups. It begins by defining social group work and outlining factors to consider when forming groups such as establishing a clear purpose, considering members' perspectives, and ensuring group composition allows for homogeneity. The document then discusses additional considerations like whether the group will be open or closed, optimal group size, meeting frequency and duration, and formulating group guidelines. It emphasizes the importance of preliminary individual meetings with prospective members to provide information, promote motivation, ensure needs are being met, allow for individualization, and give people choice.
This document outlines the key stages of the group work process: intake, study, defining objectives, goal setting, intervention strategies, and evaluation. Intake involves selecting members who will benefit from the group. Study involves collecting facts about members. Objectives provide clarity on how the group will function. Goal setting involves determining goals and responsibilities. Intervention strategies can include gestalt therapy and transactional analysis. Evaluation assesses individual growth, the group's development, and members' contributions. The overall purpose is to understand and help fulfill members' needs through the group process.
This document discusses social work research and the scientific method. It defines social work research as the systematic investigation of problems in the field of social work. The purpose of social work research is to evaluate the effectiveness of interventions and treatments and to build theory to help social workers address problems. Social research and social work research are similar in their goal of promoting human welfare, but social work research specifically aims to gain knowledge to control or change human behavior. The scientific method is characterized by systematic observation, classification, and interpretation of data to accumulate reliable knowledge. It aims for objectivity, logical reasoning, and generalization of findings.
This document discusses social work research and the scientific method. It defines social work research as the systematic investigation of problems in the field of social work. The purpose of social work research is to evaluate the effectiveness of interventions and treatments and to build theory to help social workers address problems. Social research and social work research are similar in their goal of promoting human welfare, but social work research specifically aims to gain knowledge to control or change human behavior. The scientific method is characterized by systematic observation, classification, and interpretation of data to accumulate reliable knowledge. It aims to discover facts objectively through logical reasoning and is free from any particular subject matter.
Organisational Development InterventionsGheethu Joy
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
This document discusses the concept of responsibility in organizational contexts. It defines responsibility as the ability of individuals and organizations to actively respond to questions and problems. Accepting responsibility is the goal of learning and working together. The document states that individual and collective responsibility is essential for organizational sustainability. It also discusses how facilitators aim to lead people to take responsibility by motivating them and making them understand they should willingly contribute to shared goals. Facilitators have no authority other than what is given by participants, so they must create a sense of responsibility and motivation among participants. Overall, the document examines the importance of responsibility in organizations and the role of facilitators in cultivating responsibility.
- Organizational behavior is the study of how people act within organizations and how their behaviors are influenced by the organizational context. It applies to understanding behavior in all types of organizations.
- Understanding individual and group behaviors in organizational settings is important for managers to effectively manage people. Organizational behavior offers ways to understand people as the organizations themselves, as valuable resources, and as individuals with needs and motivations.
- Individual behaviors interact with and influence the organization, and the organization also influences individual behaviors. Organizational behavior integrates knowledge from various disciplines to analyze organizations.
Workplace Social Self-Efficacy Journal of Career Assessment-2013-Fan-91-110.pdfJoshuaLau29
The document describes the development and validation of a new measure called the Workplace Social Self-Efficacy (WSSE) inventory. It is a 4-factor measure of an employee's confidence in their ability to engage in social tasks at work. Two studies found the WSSE inventory has good psychometric properties, including a clear factor structure, high internal consistency, and validity evidenced by relationships with other related constructs. Political skill was also found to mediate the relationship between WSSE and several outcomes. The new measure addresses the need for a domain-specific social self-efficacy measure tailored to the workplace.
The document discusses Emanuel Tropp's developmental approach to social work with groups. The developmental approach sees individuals as having potential to continually develop and improve their social functioning. It focuses on tapping into people's unused potential. The approach has three major themes: seeing people humanistically, focusing on their current behaviors, and viewing development as a lifelong process. Key aspects include emphasizing common goals and processes, members achieving individual growth through group experiences, and viewing groups as going through beginning, middle, and ending stages with the worker's role changing over time.
This document outlines Emanuel Troop's developmental approach to social work with groups. It discusses the key features of this approach, including recognizing individuals as resources that can develop and focusing on interpersonal relationships and social roles. The developmental approach sees people on a continuum from dysfunctional to fully functional and aims to help them realize their potential. It also outlines the three stages - beginning, middle, and ending - that groups progress through in this approach. The worker's role is to support the group's self-direction and goal achievement at each stage.
This document discusses the integrated social work model. It is a person-centered approach that takes into account a client's physical, emotional, community, and spiritual well-being by viewing them as part of interconnected systems. The model provides a framework for social workers to work with clients and bring about change through various systems like the client system, target system, and action system. The integrated approach aims to avoid dichotomous views and recognize connections between elements like individual and collective approaches.
Leadership and Organizational BehaviorOrganizational Behavior .docxcroysierkathey
Leadership and Organizational Behavior
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.
Elements of Organizational Behavior
The organization's base rests on management's philosophy, values, vision and goals. This in turn, drives the organizational culture that is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Models of Organizational Behavior
There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial (Cunningham, Eberle, 1990; Davis ,1967):
· Autocratic — The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.
· Custodial — The basis of this model is economic resources with a managerial orientation of money. The employees in turn, are oriented towards security, benefits, and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
· Supportive — The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.
· Collegial — The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping with the oth ...
This chapter introduces key concepts about social work theory. It discusses how social work can be viewed as a "contested activity" with different definitions based on varying perspectives. The chapter explores definitions that focus on social work's nature, skills/tasks, and clients' social circumstances. It emphasizes the importance of theories in informing practice and introduces the concept of social constructionism. Critical thinking and reflective practice are presented as ways to thoughtfully consider the theoretical influences on social work.
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Eileen Blackey: Pathfinder for the ProfessionThe Organization,Powers, And Duties of State Boards of Charity (1892)
What is Social Group Work?
by Kate Agnelli · Leave a Comment · in Programs, Social Work
What is Social Group Work?
A Presentation at the 62nd meeting of the National Conference on Social Work
by W. I. Newstetter, Director of Course in Group Work, School of Applied
Social Sciences Western Reserve University, Cleveland
In years the term “group work” has been increasingly used to designate the agencies in one
of the major divisions of the field of social work. This tendency is best illustrated by its use
as one of the four newly organized sections of this venerable conference. It is obvious that
the use of the term in this instance is for the purpose of describing a particular field within
the general field. But there are two other uses of the term which more specifically define
what is meant by group work. One of these is in connection with describing a certain
process, the other is in connection with describing certain techniques or conscious efforts. It
is necessary, therefore to distinguish between group work as a field, group work as a
process, and group work techniques. Since the use of the term to describe an educational
procedure or process appears most fundamental, let us first consider it from this point of
view.
2. The group-work process. — Group work may be defined as an educational process
emphasizing (1) the development and social adjustment of an individual through voluntary
group association; and (2) the use of this association as a means of furthering other socially
desirable ends. It is concerned therefore with both individual growth and social results.
Moreover, it is the combined and consistent pursuit of both these objectives, not merely one
of them, that distinguishes group work as a process. But what do we mean by a process?
Let us begin by visualizing a face-to-face primary group. Such a group may be described,
first, in terms of aggregation or compresence; second, in terms of interactions between
members of the group; third, in terms of consciousness of kind, a “we” feeling by means of
which it distinguishes itself from all others. This latter we may call a bond. Now there is
constant adjustive effort taking place within this group which may be called a social process,
specifically the group process.
Now let us visualize our group-worker. He makes a certain conscious effort, called a
technique, toward this group. Let us call this technique No. 1. And let us assume this is an
effort to discover interest. As a result of this conscious effort, or technique, the social
process in the group becomes slightly modified. This conscious effort, we may assume, is
made in line with the general objectives or aims of group work mentioned above. Now the
situation in the group represented by the modified social process determines to a large
extent what the next conscious effort or technique of the worker shall be. Obviously this
requires observation on the part of the worker. It also requires a scheme for the
interpretation of human behavior. So the next technique, number two, is determined not by
prearranged sequence, but by the worker on the basis, primarily, of the modified social
process in the group. Other considerations, to be mentioned below, also enter into this
determination. Then technique number two is applied by the worker. This, in turn, further
modifies the social process in the group. And this provides the basis, primarily, for the
selection of the next technique. It is this reciprocal procedure just described that we may call
the group-work process. The nature of this procedure or process is determined by (1) the
objectives of the worker; (2) the adjustive efforts within the group itself; (3) the worker’s
observation and interpretation of the adjustive efforts within the group; (4) the skill of the
worker in the selection and application of technique.
If we are familiar with the history and development of social case work we may recall the
time when it was thought that a prearranged sequence of investigation, analysis, diagnosis,
3. prognosis, and, finally, treatment was the order of the social casework process. We know
better now. Treatment may begin with the first contact. But many people today are still
trying to develop a group-work procedure in terms of prearranged sequences and
standardized procedures, or in terms of techniques selected at random. More and more we
are coming to recognize that this is not good group work.
If we may be permitted to develop this concept further, let us imagine that there are some
hundred and fifty different conscious efforts or techniques involved in group work. If we
could write them down accurately on a piece of paper and look at them (and we must do this
sooner or later), we would have an interesting array. Now let us see if we can apply our
concept of process to case-work. Could not this reciprocal relationship between client and
worker be utilized to describe the process of case-work? Could we not apply this concept to
describe the process of community organization? And let us imagine again that there are
about one hundred and fifty conscious efforts or techniques utilized in each process. If we
could write these all down under proper headings on our same piece of paper would we find
many of these techniques identical? I am sure we would. Some day we are going to be
looking into this, and when we do, we may be changing, among other things, a great deal of
our curricula in schools of social work. Undoubtedly there are techniques peculiar to each of
these three processes. But it may be suspected that ultimate stated objectives in all of them
are nearly identical if not identical. Certainly the stated objectives in group work and case-
work are closely related. But when we come to examine the actual practical efforts of case-
work agencies in the field we find that the second objective I have stated, social results,
reflects in practice largely a gospel of individual “salvation” and not a social gospel; and the
practical efforts of group-work agencies largely a social gospel without much appreciable
effort along the line of individual “salvation.”
Let us turn from this to group work as a process. What are some of the guiding principles for
this educational procedure? First I should mention particularization, i.e., individualization
of group members as to backgrounds, capacities, needs, interests, not only on the basis of
what is observed in the group itself, but also on the basis of all other information obtainable.
Next I should mention self-direction, i.e., promotion of the assumption of maximum
responsibility on the part of the group for determining and interpreting its own acts through
practice. Next I should mention indirection, i.e., guidance and stimulation primarily
4. through influence on the social and physical setting of the group rather than through the
direct personal influence or authority of the worker. Then I should mention repetition, i.e.,
the promotion of habitual responses to a variety of life situations. And finally I should
suggest integration. This has two aspects: first, guidance in the adjustive efforts of the group
in its acceptance of each individual member, and the acceptance by each individual member
of the group; second, guidance in the unifying of objectives of individual growth and social
results. Generally speaking, stress is placed on the guidance, not the manipulation, of the
adjustive efforts being made by members of the group and the group as a whole, rather than
on the authoritative direction of these adjustive efforts. Spontaneity, self-direction, and
determination are the sine qua non of group work. The program is not the thing. It must
take a second place. The detailed superimposed leisure-time program and the authoritative
leader have little or no place in the process. The group-worker’s role is largely that of
understanding the needs of individual members, of helping to set the stage, of helping to
provide the suitable environment for learning, expression, adjustment, and social action.
If we accept some such definition of the group-work process as has been briefly described,
to a certain extent we set it apart definitely from that social case-work process which deals
primarily with individuals on the basis of a person-to-person relationship between client
and worker. But I am not sure we have a complete distinction here, for much of modern
social case-work has to deal with adjustive efforts with a family group, which is a primary
group. If this is done person-by-person, our distinction holds. But we must not overlook
new experimental efforts such as dealing with the family as a group over periods of time, nor
can we overlook certain experiments with groups of clients.
We have also set apart the group-work process from the mass approach in which large
numbers of people are dealt with in mass education and recreation. This may be just as
worthy an effort. Let us grant this. But certainly it rules out most if not all the kind of
individualizing we say is so vital to our process previously described. It does not rule out
individual growth in a general way. It does not rule out the second of the two objectives we
have mentioned for group work, namely, social results.
It might be well to discuss this second objective further, namely, “the use of this association
as a means of furthering socially desirable ends.” Socially desirable ends may be thought of
as more general social objectives. These, in the last analysis relate to individual adjustment
5. and development, but are often pursued apart from their immediate bearing on the specific
needs of specific individuals. Such social ends as group articulation, co-operation, social
legislation, peace, a planned economy, social attitudes, love of country, to mention only a
few, serve as examples of values some people think desirable for our day and generation.
The group association becomes one means of passing on desirable or undesirable cultural
patterns and of evolving new ones. The process of group work is utilized to promote the
peace movement, the labor movement, the cooperative movement and many other
movements.
This brings me to my next point, that adjustment and development of individuals require a
framework of reference in terms of values. Perhaps we can illustrate again from the practical
field.
A certain group of unemployed men in a settlement house developed a conviction over a
period of time and discussion that the rent policy of a relief agency dealing with their
families was unjust, dishonest, and demoralizing. Their leader upon investigation came to
the same conclusion. The relief agency was being forced to carry out instructions from
above. The group as well as the leader decided something should be done about it. He
encouraged and participated in an effort along the lines of social action to get social results.
I think it is fair to say that the point of reference and objective here went beyond the
development and adjustment of the particular members of this group and included the
learning of values of co-operative effort, and other important values for society as a whole.
I am not so deluded as to deny the implications of “trying to play God” which some people
are inclined to shout in order to damn or shame those who are frank to admit they have
social ends in view. If we wish to be creative and to develop the creative in others, I suspect
there is a certain amount of this “playing God” involved. This is my definition of being
creative, and I am not ashamed to admit it. Maybe the Kingdom of God is within!
Some agencies emphasize values in terms of social or group objectives well-nigh to the
exclusion of the adjustment of particular individuals. This, again, is a worthy effort. It
involves an educational process. But this process is not group work as a process here
defined. It is not our growing point, I believe. All work with groups is not group work. A
class carrying through a lesson which is taught by a teacher on generalized assumptions of
6. needs, with no self-directed activity, is not group work. If we fall into the error of assuming
this, think how far it will carry us afield. It will include almost everything. We must limit our
attention sufficiently to the development of the thing that stands at the very core-the group-
work process. Otherwise we shall have a sudden mushroom growth, our roots will not be
deep, and we shall wither before we have borne the fruit that is expected of us. Let me give
you no impression, however, that I think group work is a panacea.
To summarize up to this point, we are saying that the school of thought, as well as practice,
defining group work as process maintains that unless there is the combined and consistent
pursuit of both objectives, the efforts do not fall entirely within this concept of group work.
The underlying social-philosophical assumption is that individualized growth and social
ends are interwoven and interdependent; that individuals and their social environment are
equally important. Group work in this specific sense is thought by some to be comparatively
recent, and the practice of it comparatively rare. Certainly it is in a state of development. Its
progress has been retarded by the lack of literature in the field, and the dearth of research
necessary for its growth. But just as the development of case-work as a process has been the
center of the development of the agencies in the case-work field, I am pleading for the
development of group work as a process in our field.
The group-work field. – If group work is defined as a process as described above, it may be
said that much of what is labeled group work today falls considerably short of this particular
variety. As we have pointed out, some organizations aim primarily at the development and
social adjustment of individuals in a general way but not on an individualized basis. This is
indeed a desirable procedure, and is, and probably always will be, a definite part of our
work. But we should frankly recognize that work with large leisure-time groups, many
having little or no stability of enrolment or attendance; work with groups whether large or
small in which the primary objective is a program to fill leisure time, to “prevent
delinquency,” to “keep them out of mischief,” or to “build citizenship,” is often making only
partial application of the group-work process and that it is a different, though desirable
thing, just as mass relief is different from case work. But the fact remains that the reason
more real group work is not actually being practiced where it might be practiced, is due in
part to a lack of understanding and appreciation of group work. This, together with the facts
that few people have been educated and trained to employ it, that meager facilities are
available at present for this purpose; that there is as yet no considerable recognition and
7. demand for professionally qualified personnel; and that funds are limited, may account in
part for the long delay in our recognition in this conference, and for the small number of
group workers in the membership of the American Association of Social Workers. Most, if
not all, of the agencies in the leisure-time field dealing primarily with groups are usually
designated as “group-work” agencies. I see nothing wrong with this. For the time being the
group-work field might be defined as including all leisure-time agencies to which the
development of the group-work process is centrally important.
Group-work techniques. – Many techniques are employed in the group-work process. These
techniques may, in turn, be used otherwise than as parts of that process, as for example in
case-work, community organization, education, and recreation. One of these techniques,
namely group discussion, is employed widely for administrative purposes, as in case
conferences and in boards of trustees, and for other group-for-action situations. It is also
used extensively for educational purposes in adult education, parent education, health
education, and workers’ education, where the group-work process is not always fully
utilized. Other group-work techniques have their wider application.
The techniques employed in the group-work process are being developed in practice around
the means utilized by leaders to deal with a series of very practical problems. Some of these
are the following: (a) how groups may most effectively be formed and with what types of
organization; (b) how mutually satisfactory relationships may be established between the
worker and the group; (c) how individual interests, capacities, differences, attitudes,
backgrounds, and needs may be discovered; (d) how a tentative program of group activities
may be developed on this basis; (e) how the group status of each member may be
determined and modified; (f) how conflicts resulting from different norms or standards,
objectives, and personalities may be adjusted; (g) how the relationships between members
within the group may be improved, and how the relationships of the group itself to other
groups may be developed; (h) how to provide for the personal guidance of individual
members, when necessary; (i) how the group process can be made to serve individual and
social ends simultaneously.
The technique of recording group experience is also being developed in some quarters. The
group record, or as it is sometimes called the “group case record” is being kept on selected
groups by a small though increasing number of agencies. The analysis of groups from time
to time largely on the basis of group records is an additional technique under development.
8. Relation of group work to other processes – The acceptance of group-workers into the
fraternity of social workers bears testimony to the broadening base of social work and an
emphasis on generic concepts. It can be partially explained by the need felt by case-workers
for more adequate treatment resources. It is being increasingly recognized that both case-
workers and group-workers have much to give to each other, and that generic social work
can only be achieved to the extent that the contributions of both are focused upon problems
demanding applications of both methods.
Editor’s Note: The proceedings of annual meetings of the NCSW, 1874-1983, are available
online thanks to a digitization project undertaken by the University of Michigan Library,
with assistance from the Social Welfare History Archives at the University of Minnesota.
The information can be found at http://www.hti.umich.edu/n/ncosw/.
How to Cite this Article: Newstetter, W.I. (1935). What is social group work?
Proceedings from the 62nd Meeting of the National Conference on Social Work, Chicago, IL.
Retrieved [date accessed] from http://www.socialwelfarehistory.com/programs/social-
group-work/.
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