Description of Module Subject Name HRM Paper Name Organizational Behaviour Module Title Group Dynamics-II Module Id 18 Pre- Requisites Basic

Transcription

1 Items Description of Module Subject Name HRM Paper Name Organizational Behaviour Module Title Group Dynamics-II Module Id 18 Pre- Requisites Basic knowledge of group dynamics and its elements Objectives To understand the importance and elements of group dynamics in detail Keywords Group dynamics, importance, elements and group cohesiveness.

2 Quadrant-I Module:18, Group Dynamics-II: Group 1. Learning Objectives 2. Introduction 3. Importance of Group Dynamics 4. Elements of Group Dynamics 5. Summary 1. Learning Objectives: The basic objectives of this module are: To understand the meaning of Group Dynamics To know the importance of Group Dynamics To know the various elements of Group Dynamics 2. Introduction As we have already explained that in the previous chapter that group refers to two or more individuals who join together on the basis of their common interests, habits, beliefs etc. to work for the accomplishment of some common goal. The word Dynamics is derived from a Greek word the meaning of which is 'force'. Hence we can say that the group dynamics means the study of forces operating within a group for the social interaction. In this connection two studies of Elton Mayo and his associates and of Levin are important. It is found out that an individual has different behaviours as an individual and as a group member. As a group member, he develops the attitude of completion of the targets of the group and his efforts are directed for the achievement of those goals. Group Dynamics deal with this internal nature of the groups, how they are formed, for what purpose they are formed, what process they adopt to function collectively and how a particular group affects the functioning of other groups in any organization. The dictionary meaning of dynamics is the forces or properties which stimulate growth, development, or change or progress within a system or process. This meaning clearly expresses that the members of the group undergo and develop various changes, generally positive, which helps them to grow and make progress through their active participation in the achievement of the group s objectives. According to Kurt Levin Group Dynamics deal with internal nature of groups, how they are formed, what structure and processes they adopt, how they function and affect individual members, other groups and the organization. Kurt Levin was the person who stressed and popularized the concept of Group Dynamics in According to Hackman Group Dynamics has generally, democratic leadership participation and overall co-operation is expected from all the group members According to Katzen bach and Smith Group dynamics gives emphasis on what different techniques should be adopted to make groups more useful to its members and the organization. It recommends

3 techniques like role-playing, brainstorming, group therapy, sensitivity training, team building and transactional analysis According to Davis & Newstrom 1985; La Monica 1985 Group dynamics involve the study and analysis of how people interact and communicate with each other in face to face small groups. The study of group dynamics provides a vehicle to analyze group communications with the intent of rendering the groups more effective. It is necessary for the successful completion of any task that the group members should be provided with the right type of climate of support and cooperation which is most important. Source: 3. Importance Of Group Dynamics Within an organization we do find number of groups. The managers need to understand Group Dynamics that can enable managers to adopt the right approach of interacting with them. So this is an important concept that needs to be understood. Following points explain how important group dynamics is for the achievement of objectives. Improved Production: Being in group gives satisfaction to the group members and their interaction develops problem solving attitudes which is helpful in solving various problems of production, resulting in higher level of production. Open Feedback: Members when interact with each other then such interaction sometimes gives rise to various queries which are solved collectively and group takes final decision collectively. An acceptable suggestion is opted and others are modified as per members feedback. Uniformity in behavior: Group Norms is an element of Group Dynamics which ensures uniformity of behavior. Group Norms are the rules of the group which are to be followed by every member of the group and they can therefore act under such boundaries of accepted norms which ensure uniformity in their decisions. Increase in Morale: As group members are provided with the right environment of mutual give and take. They take collective decisions. Every member of the group is heard before taking any final decision which boosts his morale as he feels himself important for the group. Directed Efforts: A group with a good leader can influence the thinking of its members. Good leadership improves their participation and the efforts are directed towards accomplishment of goals.

4 Synergy: Group Dynamics includes the concept of synergy which means that the thinking of the group members develop in a positive manner. With positive thinking they can complete their targets effectively, efficiently and before time. Promotes Team Spirit: Group Dynamics encourage group members to work collectively as a team. They develop the nature of mutual give and take which promotes team spirit. Transformation of Thoughts: With right type of environment of open interaction, healthy discussions and proper feedback, even negative feelings can be transformed into positive reactions. The attitudes, perceptions and ideas of the group members depend of group dynamism. Less absenteeism: It is the effort of Group leaders to maintain healthy working conditions in the group where everyone feels satisfied and contented with what is going on in the group. Every member of the group should be given importance and his suggestion, if any should be properly heard. In such a case of being highly satisfied, employees don t wish to miss any of the group decision or activity resulting in lesser absenteeism. Lesser turnover: There are a number of groups operating in an organization. Formal groups are formed by the manager for the achievement of organizational goals whereas membership of informal groups depends upon the sweet will of the employees. They choose to be a member of some particular group depending upon their own interest. If the employee is a member of a group wherein he feels happy and contented then he would not like to lose that group in any case resulting in lesser cases of changing the present job and turnover. Clarity of Roles: Under Group Dynamics, members of the group are provided with particular roles to play depending upon their interest, abilities, knowledge, specialization and competence thus promoting clarity of roles. The members know that what kind of performance is expected from them. Source: main_1000.jpg?ver=1 4. Elements of group dynamics Group size Group composition Group norms Group status Group leadership Group roles Group cohesiveness Group climate All of these are discussed as follows: A. Group size:

5 Although, no limit has been prescribed regarding the number of members to be included in the group. But for better interaction and cooperation it is suggested that the group size should be kept minimum so as to have better control over the activities and performances of its group members. According to handy (1981), for best participation and for the highest all-round involvement, the optimum size is between five and seven. But to achieve the requisite breadth of knowledge the group may have to be considerably larger; this makes greater demands on the skills of the leader in getting participation. Thus, bigger a group, greater will be the diversity of talent, skills and knowledge. Optimum group structure is very beneficial as it promotes: Healthy interaction Better communication Better participation Better Involvement Confidence Approval Less criticism So for this purpose, group leaders generally prefer small groups having more benefits and least criticisms. Source: B. Group Composition Group composition refers to the compatibility of the group members with each other. How much they feel relaxed after being part of the group. This degree of ease or compatibility depends upon the features which are common in between the group members. Such common features can be the age, habits, interests, education, caste, culture, language, income, experience, sex, personality, ability, thinking, behavior etc. People feel comfortable and enjoy the company of persons who are like them. But, this is also not equally true that the group in which they have been put by the organization comprises of such persons only. All group members are different. And such difference can be seen in case of formal groups. However, informal groups can be chosen by the person himself on the basis of above common features. So we can say that the group can be classified into these two categories: Homogeneous Groups: The members of this type of group generally have more compatibility and cohesiveness due to presence of common features amongst them. They have same viewpoints thus reducing the chances of difference of opinions and conflicts. But it is equally true that if all group members have common abilities then it would be difficult for them to cope up with the dynamic and variety of problems or situations. Source:

6 Heterogeneous Groups: The members of this type of group generally have lack of common thoughts and viewpoints. Rate of criticisms is generally high due to presence of various types of members having different caliber and expertise. This type of group has easy going as has the ability to solve different and variety of problems and can cope up with dynamic situations easily. Because of this, Organizations mostly prefer such types of groups. C. Group Norms: Group Norms are the rules which are made for the group members. For the successful running of the activities of the group, such norms are important. These are standard rules which are binding on the members belonging to the group. They are the guiding principles influencing their behavior. For example, the manager of the company orders his employees to not to smoke while working on the machine, is a norm and they have to follow such norm. Another example of Norm is when a teacher orders the students to arrive to the school at particular time only. Norms express the area of their working. According to Hackman Norms apply only to behavior and to private thoughts and feelings of the group members Features of Group Norms The important features of group norms are as follows: Group norms are meant for providing guidance to the group members. Group norms may be oral or written. Compliance of Group Norms is compulsory for all group members. Group Norms are formed for the accomplishment of the individual and organizational objective. They express the area of working. Group Norms are clearly spelled out to all the group members. Failure to follow the group norms may affect the membership of the group members. Source: Types Of Norms There may be different types of norms related to different groups. Every group may have different norms on the basis of their working, existence, type of work, nature of industry etc. Some common types of norms that are followed by the groups are as follows: I. Position or role norms: Under this type of norm, each person in the group is told about the levels and relationship or role relationship existing within the group. With whom he has to discuss things, with whom he has to report etc. II. Performance Norms: Under this norm, the group members are told about the performance expected from the group as well as the contribution/ output expected from each group member for the achievement of group s goal. III. Punctuality Norms: As the name itself suggests, groups may also have punctuality norms in which the group members have to maintain the positive image of the group by arriving on time. IV. Appearance Norms: Under this type of norm, the members of the group are prescribed to maintain proper dressing sense, formal looks, dress code etc.

7 V. Discipline Norms: In this, members are asked to follow discipline while being in group or participating in any group activity. How Norms Develop Consistent efforts are necessary for the development of norms. They are generally developed through the following: Experience: Various situations that a group has undergone and experiences from other groups. Need: Absence of particular norm in particular situation realized its need. History of the group: The norms that passes through generations. Leadership: The quality/ mastery of a leader give rise to new method to deal with problems by following specific norms. Criticisms: Criticisms sometimes provide better planning and better norms for future. Primacy: It refers to the first behavior pattern that emerges in a group which sets up group expectation. Why People Follow Group Norms For survival in Group Self interest Group Interest Motivation by way of rewards For favorable group image For ensuring uniformity in behavior D. Group Status Group status means the position or rank of a person belonging to the group- whether formal or informal. Formal status of a person in the organization is the rank allotted to him because of his technical ability, experience, qualification, seniority etc. Such organizational status of an individual affects the group composition. Informal status of a group member is the rank, regard or the status allotted to any group member by the group members because of his valuable contribution, efforts and caliber. The group s status motivates the person concerned to work and contribute maximum for the success of the group s objectives. E. Group Leadership A leader is one who has followers. Everyone is not perfect in all aspects. Some people in the group may have high intelligence levels, rationality, balancing, experience, ability, caliber, boldness, personality, knowledge etc. Such group members deserve to guide the group as the leader. A group has a lot of work to do, a number of targets are required to be achieved and lots of activities are to be done for the achievement of the goals of the group. A leader provides his valuable and special guidance and takes the group towards successful completion of its objectives. It is the duty of the group leader to ensure that the tasks allotted to the group should be achieved effectively. Sometimes, leaderless groups can also exist and operate but only in special circumstances. A leader is almost essential for the group whether officially appointed or appointed with the consent of the group members. The leadership style adopted by a leader affects the way the group operates. If the leader is respected, this will increase group cohesiveness.

8 Source: Types of Leaders/ Leadership Styles: Authoritarian/ Autocratic Leadership Style: This type of leader imposes restriction and boundaries for the group member. His way of getting things done is rigid and through orders rather than being polite and cooperative. The presence of such types of leaders creates tension and resentment. Permissive Leadership Style: This type of leader works with harmony with the group members. Everyone is provided with the tasks to be performed with their mutual consents and on the basis of their interests and caliber. Over Permissive Leadership Style: This type of leader loses his respect and the group does not function in the desired way. So, on the basis of above types of Leadership styles we can say that a leader should neither be too authoritarian nor he should be over permissive. A balance of both is beneficial for the successful accomplishment of organizational as well the group s objectives. F. Group role: Group Role means the specific positions in a group. It does not apply to all the members of the group like that of norms which are to be followed by everyone belonging to the group. It suggests the expected behavior of a particular group member. Members are allotted a specific role to perform within the group which may vary on the basis of their abilities to carry out such roles. It is important to note here that roles may be express or implied. In a formal organizational set up, the roles played by an individual are well defined and clearly expressed authority and responsibility relationship are there. But in case of informal set ups, most of the roles played by the individual are expressed though behavior. They are not assigned but are implied. For example, in a family set up also, everybody in the family has some specific role to perform. Mothers are expected to take care of groceries and look after the family requirements and arrangements while the fathers are expected to co-operate them and arrange those expected supplies and offer their physical and financial help. Children in the family are generally expected to not to interfere in the decisions taken by the mother, father or any elder member of the family. Here all the behaviors are implied wherein every person knows well that what is expected from them to do. In the same way, Groups role are also clarified to the members of the group expressly or sometimes through implied behavior. Roles played by the group members have a lot of variety. There are many roles that group members play. However, the common types of roles that group members play are as follows: 1. Initiator: He is the person who initiates action or discussion and to whom others imitate later. We can also name him as the task leader. 2. Supporter: He is the person who supports the initiator for initiating things and proves that the task leader is doing proper and excellent work. 3. Motivator: He motivates group member to act and perform collectively for accomplishment of goals. 4. Opinion/ suggestion giver: He gives his opinion/suggestion on the topic of the discussion.

9 5. Evaluator: He is the one who evaluates and finds out the possibility of applicability of any discussion or work. 6. Critic: Some members in the group also do critical analysis or criticize what other say. This is basically a negative feeling and should not be promoted but sometimes such critical evaluations may provide some better ideas and moderations. 7. Observer: Being a mere observer doesn t work. A person who does not express his opinion but merely observes to what others discuss or do is not generally liked by the group. It is important to note here that sometimes being an observer is also good but not always. 8. Supervisor: He is the one who supervises that the efforts of the group members should go in the right direction. Any distraction is corrected whenever such situation arises. 9. Encourager/ motivator: He is the one who motivates or encourages the group members to contribute whole heartedly to the achievement of group s goals. 10. Communicator: His role is to communicate the internal and external communication to the members which affects the group. These are the common types of roles that the group members play but the group members may have more than these roles to play. Source: -office-communicator-clipart_ gif Need of Roles It is important that the group members should play their roles effectively and efficiently. The roles that are specifically allotted to the member should be seriously followed while the implied roles cannot be imposed. Members carry on with their roles in order to achieve the following: Maintaining Group image Distribution of tasks Better understanding of relationships and behaviour Clear idea about authority and responsibility involved Provides position to a particular individual. Motivation and satisfaction. Inacceptance of Roles/ Problems Faced In Deciding Or Fixing Group Roles Sometimes, it has been seen that the members oppose or doesn t accept the roles assigned to them because they have reason for such oppositions or even sometimes it seems there is a problem in fixing the roles of the member. Such reasons may be as follows: I. Inability: Members feel that the role provided to them to perform doesn t suit him/her as he/ she doesn t have the needed caliber required to perform such role. II. Complexity: Some roles are too complex to perform. So, because of such complexity involved, they are opposed. III. Conflicting: Sometimes, the role assigned to an individual may not be acceptable to him due to the conflicting nature of job. For example, the role of supervisor may not be liked by someone as members do not like to be supervised by someone, which creates conflicts.

10 IV. Inefficient performance: It is noted that sometimes the role played by any member is not carried on in an efficient manner. V. Lack of clarity: Sometimes group member does not have the clarity of the roles to be played by them so, they are not able to do their job properly. VI. Lack of training or expertise: The role playing may be defective as some jobs require proper training and the role player doesn t have been provided such expertise by way of training. G. Group Cohesiveness Group cohesiveness is the measure of degree of attachment amongst the group members and the satisfaction for being the part or member of that particular group. It involves the willingness of its members who completely agree with the group decisions and believe them to be true in every sense. This is the kind of faith they develop on the group decisions. It defines the degree of closeness that the members feel in the group. It depends upon the motivational factors like co-operation, adjustments, behavior of group members etc. that bind them to be in the group. According to Lipit and Seashore (1980) Group Cohesion is the attractiveness of the group to its members. They also suggested that ideally, a group should work together while members maintain their individuality. Characteristics Of Group Cohesiveness Group cohesiveness is the term which: Measure of degree of attachment amongst members. Provides satisfied group members. Promotes co-operation. Develops the relationship of mutual trust and confidence. Promotes attraction towards group. Ensures faithful members. Ensures agreement on common decisions. Promotes proud feeling amongst group members for being the part of group. Source: Factors Affecting Group Cohesiveness Group size and composition: Size and composition of the group also affects group cohesiveness to a great extent. Larger will be the group size, less chances of individual interaction will be there which means lesser group cohesion. So it is suggested that the group size should be minimum so as to ensure regular face to face interaction which helps to promote group cohesiveness. Leadership: It is the leader who binds the members of the group to behave in a particular way. It is his duty to promote group cohesiveness and solve the problems and grievances, if

11 any emerge as between the members. A successful leader with his best decisions and problem solving attitude can promote group cohesiveness. Interaction: Cohesiveness depends upon how frequently the group members get opportunities to interact with each other. Greater the interaction, higher will be chances of development of positive attitudes and feelings towards each other and higher will be the group cohesiveness and vice versa. Common interests: The presence of common interests between group members affects the group cohesiveness. Higher will be the common characteristics or homogeneity of interests, habits, values, suggestions or opinions, greater will be the group cohesiveness and vice versa. Clarity of roles: If the members of the group clearly and specifically know about their roles in the group and what is expected from them then it will end up the conflicting attitudes and understanding each others role and importance will promote group cohesiveness. Attraction towards Group: Some groups existing in an organization are more popular and attractive than others. The members of that attractive group feel proud to be a part of that group which increases their loyalty and dedication towards the group and promotes group cohesiveness. Support and Co-operation: The climate of support and co-operation will provide a feeling of relaxation and happiness to the group members. They can do anything for the group in such a situation promotes group cohesiveness. Acceptable Norms: If the group has norms it would be acceptable to all the members of the group. If there are no such norms it can harm the interest of any of the member then it affects group cohesiveness. Settlement of Differences/ disputes: The thing that promotes group cohesiveness is the trust of its members on each other. If any of the member does wrong or if there is difference of opinions of its members on particular point that shaped into disputes or clashes then those disputes must be settled immediately. Some midway should be considered in such a situation so as to promote group harmony and cohesiveness. o According to Deutsch, 1968 The more easily and frequently member differences are o settled in a way that is satisfactory to all members, the greater is the group cohesion Importance/ Benefits/ Advantages of Group Cohesiveness Less absenteeism. Less employees turnover. Satisfied work force. Healthy work environment. Motivated group members. High Productivity. Completion of Targets before time. Individual growth. Organizational growth. Relationship between Group Cohesiveness, Group Norms and Productivity There seems a relationship between Group Cohesiveness, Group Norms and Productivity. It is an accepted fact that Group Cohesiveness and productivity and directly associated. Higher will be the Group cohesiveness, more will be the understanding between the group members which results it better completion of tasks or higher production. On the other hand, another important element affecting productivity is Group Norms. It is believed that higher productivity and cohesiveness are possible only when group members follow Group norms properly. It is also true that group norms may be favorable or unfavorable. Depending on it, production will also fluctuate. So, we can say that productivity depends upon Group Cohesiveness and group norms. The following chart explains the relationship between these three terms i.e Group Cohesiveness, Group Norms and Productivity. Level of Group Cohesiveness Level of Group Norms Level of productivity High Favourable High

12 High Unfavourable Low Low Favourable Moderate Low Unfavourable Moderate to Low This can further be explained with the help of following figure: Favaourable Group Norms unfavourable 1. High Productivity 2. Low Productivity 3. Moderate Productivity 4. Moderate to Low Productivity High Group Cohesiveness Low H. Group Climate It refers to the atmospherics that is created in the group. The group climate can be positive or negative. The positive environment promotes zeal, enthusiasm and energy in the group members and they feel charged and get ready to face any sort of difficulty and complete their task as early and efficiently as they can, no matter how difficult the task is. Source: jpg Summary: Here we have studied how important it is to understand the concept of Group Dynamics. So, an organizational manager is expected to have detailed knowledge about the group dynamics which helps him to have better idea and understanding of the group and its behavior. Understanding Group Dynamics helps him to take better decisions regarding the group related matters.