Group
Group
Group
What is A Group?
Every organization is a group unto itself. A group refers to two or more
people who share a common meaning and evaluation of themselves
and come together to achieve common goals. In other words, a group
is a collection of people who interact with one another; accept rights
and obligations as members and who share a common identity.
Characteristics of a Group:
Regardless of the size or the purpose, every group has
similar characteristics:
(a) 2 or more persons (if it is one person, it is not a group)
(b) Formal social structure (the rules of the game are defined)
Forming:
The first stage in the life of a group is concerned with forming a group.
This stage is characterized by members seeking either a work
assignment (in a formal group) or other benefit, like status, affiliation,
power, etc. (in an informal group). Members at this stage either
engage in busy type of activity or show apathy.
Storming:
The next stage in this group is marked by the formation of dyads and
triads. Members seek out familiar or similar individuals and begin a
deeper sharing of self. Continued attention to the subgroup creates a
differentiation in the group and tensions across the dyads / triads may
appear. Pairing is a common phenomenon. There will be conflict
about controlling the group.
Norming:
The third stage of group development is marked by a more serious
concern about task performance. The dyads/triads begin to open up
and seek out other members in the group. Efforts are made to
establish various norms for task performance.
Members begin to take greater responsibility for their own group and
relationship while the authority figure becomes relaxed. Once this
stage is complete, a clear picture will emerge about hierarchy of
leadership. The norming stage is over with the solidification of the
group structure and a sense of group identity and camaraderie.
Performing:
This is a stage of a fully functional group where members see
themselves as a group and get involved in the task. Each person makes
a contribution and the authority figure is also seen as a part of the
group. Group norms are followed and collective pressure is exerted to
ensure the Process of Group effectiveness of the group.
The group decides to disband. Some members may feel happy over the
performance, and some may be unhappy over the stoppage of meeting
with group members. Adjourning may also be referred to as mourning,
i.e. mourning the adjournment of the group.
The readers must note that the four stages of group development
mentioned above for permanent groups are merely suggestive. In
reality, several stages may go on simultaneously.
Types of Groups:
One way to classify the groups is by way of formality – formal and
informal. While formal groups are established by an organization to
achieve its goals, informal groups merge spontaneously. Formal
groups may take the form of command groups, task groups, and
functional groups.
1. Command Groups:
Command groups are specified by the organizational chart and often
consist of a supervisor and the subordinates that report to that
supervisor. An example of a command group is a market research firm
CEO and the research associates under him.
2. Task Groups:
Task groups consist of people who work together to achieve a common
task. Members are brought together to accomplish a narrow range of
goals within a specified time period. Task groups are also commonly
referred to as task forces. The organization appoints members and
assigns the goals and tasks to be accomplished.
3. Functional Groups:
A functional group is created by the organization to accomplish
specific goals within an unspecified time frame. Functional groups
remain in existence after achievement of current goals and objectives.
Examples of functional groups would be a marketing department, a
customer service department, or an accounting department.
i. Interest Group:
Interest groups usually continue over time and may last longer than
general informal groups. Members of interest groups may not be part
of the same organizational department but they are bound together by
some other common interest.
The goals and objectives of group interests are specific to each group
and may not be related to organizational goals and objectives. An
example of an interest group would be students who come together to
form a study group for a specific class.
2. Group Structure:
Group Size:
Group size can vary from 2 people to a very large number of people.
Small groups of two to ten are thought to be more effective because
each member has ample opportunity to take part and engage actively
in the group. Large groups may waste time by deciding on processes
and trying to decide who should participate next.
Evidence supports the notion that as the size of the group increases,
satisfaction increases up to a certain point. Increasing the size of a
group beyond 10-12 members’ results in decreased satisfaction. It is
increasingly difficult for members of large groups to identify with one
another and experience cohesion.
Group Roles:
In formal groups, roles are always predetermined and assigned to
members. Each role shall have specific responsibilities and duties.
There are, however, emergent roles that develop naturally to meet the
needs of the groups.
Blocking roles are activities that disrupt the group. Blockers will
stubbornly resist the group’s ideas, disagree with group members for
personal reasons, and will have hidden agendas. They may take the
form of dominating discussions, verbally attacking other group
members, and distracting the group with trivial information or
unnecessary humour.
Group Norms:
Norms define the acceptable standard or boundaries of acceptable and
unacceptable behaviour, shared by group members. They are typically
created in order to facilitate group survival, make behaviour more
predictable, avoid embarrassing situations, and express the values of
the group.
Each group will create its own norms that might determine from the
work performance to dress to making comments in a meeting. Groups
exert pressure on members to force them to conform to the group’s
standards and at times not to perform at higher levels. The norms
often reflect the level of commitment, motivation, and performance of
the group.
The majority of the group must agree that the norms are appropriate
in order for the behaviour to be accepted. There must also be a shared
understanding that the group supports the norms. It should be noted,
however, that members might violate group norms from time to time.
If the majority of members do not adhere to the norms, then they will
eventually change and will no longer serve as a standard for evaluating
behaviour. Group members who do not conform to the norms will be
punished by being excluded, ignored, or asked to leave the group.
Group Cohesiveness:
Cohesiveness refers to the bonding of group members or unity,
feelings of attraction for each other and desire to remain part of the
group. Many factors influence the amount of group cohesiveness –
agreement on group goals, frequency of interaction, personal
attractiveness, inter-group competition, favourable evaluation, etc.
3. Group Processes:
Decision-making by a group is superior, because group generates
more information and knowledge, generates diverse alternatives,
increases acceptance of a solution, and increases legitimacy. But it is
also true, that decision making is like ‘munde munde matirbhinna’.
Decisions take longer time, minority is dominated, pressure is applied
to conform to group decisions, and none is responsible for the
decisions. Group processes also include communication, conflict
management, and leadership that we shall discuss in details in the
chapters to follow hereafter.
It is on record that teams are better than groups, because they are
more flexible and responsive to dynamic environment. A work group
has no opportunity to involve in collective works.
It is the work team whose members ‘work intensely on a specific,
common goal using their positive synergy, individual and mutual
accountability, and complementary skills’.
2. Commitment:
Team members must participate in the team, feel that the team
mission is important, and show commitment to accomplishing the
team mission and expected outcomes. Commitment will come if team
members perceive their service as valuable to the organization and to
their own careers.
3. Competence:
Team members must have the knowledge, skill and capabilities, the
resources, strategies and support needed to accomplish its mission to
address the issues for which the team was formed.
4. Control:
The team must have not only enough freedom and empowerment to
feel the ownership necessary to accomplish its charter, but also the
accountability. There has to be a defined review process.
5. Collaboration:
The team should understand group processes and work effectively and
cooperatively with other members of the team. For it they have to
understand the roles and responsibilities of team members, team
leaders, and team recorders.
6. Communication:
To make team members clear about the priority of their tasks, and
receive regular feedback, team members must clearly and honestly
with each other. Diverse opinions be welcome and conflicts be taken
up positively.
7. Creativity:
The team should value creative thinking, unique solutions, and new
ideas; and reward members who take reasonable risks to make
improvements. If necessary, it should provide the training, education,
access to books and films, and field trips to stimulate new thinking.
The creative development of new products, new technologies, new
services, or new organizational structures is possible because teams
may have variety of skills needed for successful innovation.
Team members can uncover each other’s flaws and balance each
other’s strengths and weaknesses. Managers should empower the
team and make it accountable for the innovation process.
8. Coordination:
Teams should understand the concept of internal customer to whom
they provide a product or a service. Team efforts need to be
coordinated by a central leadership team that assists the groups to
obtain what they need for success.
Spend time and attention on each of these eight tips to ensure your
work teams contribute most effectively to your business success. Your
team members would love you, your business will see new heights, and
empowered people will “own” and be responsible to their work
processes
Informal Group:
In every organisation along with formal groups there exists informal
groups which emerge naturally due to the response and common
interests of the members who can easily identify with the goals or
independent activities of the informal groups.
2. Satisfaction of Needs:
The needs which cannot be satisfied within the framework of formal
organisation, like social and psychological needs of people, such
people create informal groups.
3. Voluntary Membership:
Nobody is compelled to join an informal organization.
4. Multi-Group Membership:
A member of an informal group can be a member of more than one
informal group to pursue different interests.
6. Leadership:
Every informal group has a leader, selected by the group, and who is
capable of helping to realize their goals. The moment it is realized that
the leader is incapable, (s) he is replaced with a new leader.
2. People with similar values, beliefs, attitudes, and interests often feel
attraction to come together.
2. Informal work group lightens the workload for the formal manager.