Group Dynamics

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Group Dynamics
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Social Inhibition

• The presence of an audience leads to a decrease
  in performance
• Speech class?
• Watch me, Mommy!

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Social Facilitation

• The presence of an audience leads to an increase
  in performance
• Michael Jordan in a packed stadium

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Inhibition Facilitation?

• Both social inhibition and social facilitation
  are the same phenomenon
• The presence of an audience increases the
  performers dominant response

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Importance of Audience

• The mere presence of others can affect our
  performance

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Dominant Responses

• For a newly learned, but not yet mastered task,
  the dominant response is to fail.

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Dominant Response

• For a well learned task, the dominant response is
  to perform well.

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Pop Quiz!

• A
• B

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Aschs Study

• Control group Everyone identified B as the
  longer line
• Experimental group Contained stooges!

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Aschs Study

• In experimental group, 1/3 of subjects identified
  A as the longer line.
• Peer Pressure.
• Mom was right

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Why Do People Join Groups?

• What makes groups attractive to people?

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Social Elements

• Group members attractiveness

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Social Elements

• Activities of Groups

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Why Do People Join Groups?

• Goals or Means to Goals
• Young Republicans
• United Way

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Group

• Two or more people who interact with one another,
  are aware of one another, and think of themselves
  as being a group.

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Why join a group?

• Closeness--Being members of the same group builds
  ties among people.
• Common goals--Moral and practical support is
  gained by working with others who have the same
  or similar goals.
• Achievement of personal objectives--Time spent
  with group members can be enjoyable, enhance a
  persons prestige, and satisfy peoples desire to
  feel important.

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Formal Groups

• Functional Groups--Carry out the ongoing needs in
  the organization, such as producing goods,
  selling a product, or investing funds.
• Task Groups--Set up to carry out a specific
  activity, then disband when the activity is
  completed.

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Informal Groups

• Individuals in the organization that develop
  relationships to meet personal needs.

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Team

• A group of people who collaborate to some degree
  to achieve a common goal.

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Groups versus Teams

• Teams have
• Stronger sense of identification
• Common goals or task
• Task interdependence
• More differentiated and specialized roles
  between team members

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Characteristics of Groups

• Roles--Patterns of behavior related to employees
  positions in a group.
• Norms--Group standards for appropriate or
  acceptable behavior.
• Status--A group members position in relation to
  others in the group.
• Cohesiveness--The degree to which group members
  stick together.
• Homogenity--The degree to which the members of a
  group are the same.

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Cohesiveness

• Stick-togetherness
• Tight knit group

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Conditions Influencing Cohesiveness

• Degree of dependency on group
• Size of group
• Stability of group
• Competition

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Degree of Dependency on Group

• More dependent on group for taking care of needs,
  more cohesiveness
• More needs taken care of by group, more
  cohesiveness

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Size of Group

• Everything else being equal, the smaller the
  group, the more cohesiveness

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Stability of Group

• Everything else being equal, the greater the
  stability of the group, the more cohesiveness
• Membership
• Roles

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Competition

• INTRA-group competition
• Competition within a group
• INTER-group competition
• Competition between groups

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Intra-group Competition

• Intra-group competition decreases cohesiveness
• Every man for himself

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Inter-Group Competition

• Inter-group competition increases cohesiveness
• Us against them

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Effects of Cohesiveness

• Absenteeism and Turnover
• Internal Group Events
• Performance

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Absenteeism and Turnover

• Greater cohesiveness leads to less absenteeism
  and turnover

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Internal Group Events

• Greater cohesiveness leads to group members being
  better able to resist outside pressure
• Dirty Dozen
• Substitute Teachers

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Performance

• Increase performance?
• Decrease performance?
• Neither!

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Performance

• Cohesiveness affects relative performance, not
  absolute performance.

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Performance

• Greater cohesiveness leads to group members
  tending to produce at similar levels.

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Stages Of Group Growth
PERFORMING
NORMING
STORMING
Dissatisfaction
FORMING
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Stages Of Group Growth
PERFORMING
FORMING
STORMING
NORMING
INSIGHTFULNESS
CONSTRUCTIVE CRITICISM
RESISTANCE
EXCITEMENT
SATISFACTION
ANTICIPATION
ACCEPTANCE
OPTIMISM
RELIEF
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Group Growth Behavior
PERFORMING
FORMING
STORMING
NORMING
PERSONAL DISCUSSIONS
ABSTRACT DISCUSSIONS
ARGUING
CONSTRUCTIVE SELF-CHANGE
IDENTIFYING THE TASK
BID FOR POWER
COMMON GOALS
CONFLICT MANAGEMENT
COMPLAINTS
TENSION
COHESION
TEAMWORK
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Teambuilding

• Developing the ability of team members to work
  together to achieve common objectives.

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Teambuilding

• Leadership
• Selection of team members
• Team Building
• Communication Style
• Rewards

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Leadership

• Openness and honesty
• Leadership that does not dominate
• Decision made by consensus
• Acceptance of assignment
• Listening

• Accepted goals that are understandable
• Assessment of progress and results
• Comfortable atmosphere
• Debate and discussion

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Leadership

• Access to information
• Relatively low turnover

• Win-win approach to conflict

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Selection of Team Members

• Selecting candidates who work well with others.

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Team Building

• Setting goals
• Analyzing and allocating work
• Examining how well the group is working
• Examining the relationships among the team members

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Communication Style

• Create a climate of trust and openness
• Encourage members to collaborate
• Acknowledge disagreements

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Rewards

• Reward entire group rather than individuals

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Self-Regulating Work Teams

• Lecture 15

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Self-Regulating Work Teams

• Self-Managed Teams
• Self-Regulating Work Groups
• Autonomous Work Groups
• Work Teams

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Team
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Changes due to Teams

• Teams take on traditional management functions
• Planning
• Organizing
• Directing
• Controlling

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Changes due to Teams

• Supervisors take on new roles
• Coaches
• Facilitators

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Coach

• Helping employees to
• work up to their potential
• Learning from athletic
• coaches

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Facilitator

• Help the group work better as a group
• Help group members
• with process skills

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For Teams to be Successful

• Task differentiation
• The extent to which the task of the group is
  autonomous and forms a relatively self-completing
  whole.
• -- Cummings Huse

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For Teams to be Successful

• Boundary Control
• The extent to which employees can influence
  transactions with their task environment.
• -- Cummings Huse

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For Teams to be Successful

• Task Control
• The degree to which employees can regulate their
  own behavior in producing the product or
  providing the service.
• -- Cummings Huse

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High Involvement Plant (HIP)
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High Involvement Plants (HIP)

• HIPs are designed around the ideas of task
  differentiation, boundary control, and task
  control.
• Other critical characteristics of HIPs include

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Organization Structure

• Flat
• Team Based

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Information System

• Open
• Springfield Remanufacturing Company opens books
  to employees, and trains them to understand the
  companys finances.

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Training

• Conducted by Peers (for tasks)
• Interpersonal Skills
• Taught by supervisors or staff

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Reward System

• Open
• Skill Based
• Gain Sharing (more comprehensive than profit
  sharing)

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Selection

• Realistic Job Preview
• Team Based

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Identifying Individual and Group Jobs
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Social Needs

• Determine whether people are likely to be
  satisfied with individual jobs or work groups

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Growth Needs

• Affect whether people will be satisfied by
  traditional work designs or by enriched,
  self-regulating forms of work

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Technical Interdependence

• The extent to which employees must cooperate with
  each other in order to produce a produce or
  provide a service

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Technical Uncertainty

• The extent to which employees must process
  information and make decisions in order to
  produce a product or provide a service

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Technical Interdependence/Uncertainty
Low Interdependence Low Uncertainty Traditional Job High Interdependence Low Uncertainty Traditional Work Group
Low Interdependence High Uncertainty Enriched Job High Interdependence High Uncertainty Self-Managed Team
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Social Needs / Growth Needs
Low Social Needs Low Growth Needs Traditional Job High Social Needs Low Growth Needs Traditional Work Group
Low Social Needs High Growth Needs Enriched Job High Social Needs High Growth Needs Self-Managed Team
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Lessons from REAL Teams

• 1995-1996 Chicago Bulls
• 72 Wins 10 Losses
• .878 winning percentage
• Best NBA record ever

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Lessons from REAL Teams

• Killer Bees, high school team in New York
• 1980 1993 went 164-32
• .836 winning percentage
• State Tournament 6 times
• Final Four 4 times
• State Champs 2 times

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Lessons from REAL Teams

• School population varied from 41 to 67 total
• Never more than 19 boys
• Team never had more than 7 members

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Lessons from REAL Teams

• Reading High (Mass.) boys track field
• Hasnt lost a league dual meet in 29 years
• Tied once in a 1973 meet

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Lessons from REAL Teams

• Both the Killer Bees and the Reading High teams
  cross-train.
• The members can fill in a variety of tasks.
• What does this say about specialization?