PAMANTASAN NG LUNGSOD NG VALENZUELA

Tongco St., Maysan, Valenzuela City

GROUP STRUCTURE AND COMMUNICATION

INTRODUCTION

Group structure has been defined as the rules that define group norms, roles and status.
It can be crudely divided into what can be written on paper (formal structure) and implicit
structural features (informal structure).

Communications or interactions are the critical links among the members of a group. They
permit the development and the maintenance of a common group culture or structure.
The most critical barriers to mature group functioning are the orientations toward
leadership or authority and toward intimacy.

LESSON INPUT & ILLUSTRATIONS

A. STRUCTURE

NORMS

Norms are the informal rules that groups adopt to regulate members’ behavior.
Norms refer to what should be done and represent value judgments about
appropriate behavior in social situations. Although they are infrequently written
down or even dncussed, norms have powers influence on group behavior. They
are a fundamental aspect of group structure as they provide direction and
motivation, and Organize the social interactions of members.

Prescriptive Norms: The socially appropriate way to respond in a social situation,

or what group members are supposed to do (e.g. saying thank you after someone
does a favor for you).

1
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

Proscriptive Norms: Actions that group members should not do; prohibited (e.g.
not belching in public).

Descriptive Norms: Describe what people usually do (e.g. clapping after a

speech).

Injunctive Norms: Describe behaviors that people ought to do; more evaluation
in nature than a descriptive norm.

ROLES

Roles can be defined as a tendency to behave, contribute and interrelate with

others in a particular way. Roles may assign formally, but more often are defined
through the process of role differentiation.

Role differentiation is the degree to which different group members have

specialized functions. A group with a high level of role differentiation would be
categorized as having many different roles that are specialized and narrowly
defined.

A group member engaged in a relationship role (or socioemotional role) that is

focused on maintaining the interpersonal and emotional needs of the groups’
members.

Functional (task) roles are generally defined in relation to the tasks the team is
expected to perform.

INTERMEMBER RELATIONS

The connections among the members of a group, or the social network within a
group. Group members are linked to one another at varying levels.

2
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

Intermember Relations Examining the intermember relations of a group can

highlight a group's density (how many members are linked to one another), or the
degree centrality of members (number of ties between members).

Analyzing the intermember relations aspect of a group can highlight the degree
centrality of each member in the group, which can lead to a better understanding
of the roles of certain group (e.g. an individual who is a 'go-between' in a group will
have closer ties to numerous group members which can aid in communication,
etc.).

B. COMMUNICATION IN GROUPS

GROUP COMMUNICATION

Interacting with each other and making our self-identities.

When an interaction occurs among the different member of a group.
When it comes to business, group communication can be understood as
the interaction or engagement with employees and employers in the form
of groups.

Casual group communication: friendship circle, families, work team.

Formal group communication: classroom group discussion, organization

group discussion.

Why quality Groups Communication is Important ...

• It is also an essential factor in making decisions and achieving goals.

• It has been seen that with the growing number of members in the group,
the effectiveness of communication keeps on decreasing.
• For group communication, the group members must possess a sense of
belonging and mutual respect to each other along with common goals.

3
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

Role of Groups Communication

• The primary purpose of group communication is to share information.

The information can vary from person to person, depending upon his
role.

Example: The group leader may present the idea, and present relevant
information and the other group members may give feedback.

• A group also communicate to manage conflicts along with making

decisions to overcome the difficult circumstances. The exchange of
ideas decides the future of the group and the goals which a group
can achieve.

Example: The way the family members share problems and discuss
them to solve decides the kind of bond they have and the respect they
show to each other.

Types of Groups in Groups Communication

Primary group - meets most of the needs of the individual.

Secondary groups - meets some of the needs of the individual including the
professional or workgroups. The purpose of this is to accomplish task.

Advantages of Group Communication

✓ Idea generation
✓ Making right decision
✓ Favorable outcomes

Disadvantages of Group Communication

4
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

✓ No freedom for individual thinking

✓ Difficult evaluation

COMMUNICATION IN A PROBLEM-SOLVING GROUP

Communication in a problem-solving group involves thoughts, discussions,

actions, and decisions that occur from the first consideration of a problematic
situation to the goal.

Characteristics of Effective Problem-Solving Groups

Effective groups are;

Well organized.

Receive periodic training.

Examine assumptions and opinions.

Evaluate possible solutions.

Manage cultural diversity.

Operate Virtually.

There are many ways to approach a problem. Seven steps process (Adler 1996).

STEP 1: Define the problem

STEP 2: Analyze the problem

STEP 3: Establish criteria

STEP 4: Consider possible solutions

STEP 5: Decide on a solution

STEP 6: Implement the solution

5
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

STEP 7: Follow up on the solution

COMMUNICATION NETWORKS AND PATTERNS

Communication Network helps managers to establish contacts in different

patterns through communication flows. The network depends upon the magnitude
of the organization, nature of communication channels in the organization and the
number of persons involved in the process.

There can be many patterns of communication network.

1. Vertical Network: The vertical network is usually between the superior and
subordinate and vice versa. It is two-way communication. The immediate
feedback is possible in this type of communication network. It is formal network.

2. Circuit Network: Under this network two persons communicate with each other.
Say Mr. ‘A’ sends message to Mr. ‘B’. After receiving message Mr. ‘B’
communicates the feedback message to Mr. ‘A’. So, communication takes the form
of a circuit. Therefore, it is known as circuit network. It is similar to vertical network
but in circuit network ‘A’ and ‘B’ are not necessarily superior and subordinates.

3. Chain Network: This network of communication follows the organizational

hierarchy and chain of command. All subordinates receive commands or
instructions from their superior. B, C, D and E, F, G are the subordinates to A in
the organizational hierarchy and receive commands from ‘A’ which follows the way
shown in the diagram.

4. Wheel Network: Here all subordinates receive commands from one superior.
This is highly centralized type of communication network where each subordinate
receives commands or instructions from a single authority or superior ‘A’ and wants
the immediate feedback.

5. Star Network: Under star communication network all members of the group
communicate with each other and exchange information. This network is a must

6
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

for group communication or where teamwork is involved. This network channel of

communication is open to all members of the group. The members communicate
with each other without hesitation.

The effectiveness of the above networks of communication channels depends

upon their users i.e., the managers at all levels, their subordinates and other
members of the organization and above all the seriousness with which all these
human resources make use of the facilities provided to them by the organization
to accomplish its objectives.

Communication patterns are structures in which communication flows in an

organization. They are the communication links in work teams according to the
organizational structures. The patterns are related to work efficiency and who is
responsible towards whom or who talks to whom. It also relates to satisfaction of
group members and decision-making process. This can be applied to groups but
all-to-one and one-to-all communication are also taken to be communication
patterns. Types of Communication Patterns The communication patterns that have
been given by Harold J. Leavitt for four-and-five-member group are circle, chain,
wheel, Y, and network.

Circle

In circle communication pattern, there is a leader and hierarchies in the group

members. Here, the leader can only communicate to the members who are next
to him/her like their direct subordinates. He/she cannot talk with any other
members too, like the lowest level of workers. All group members can only
communicate to the people who are above them or below them in the chain of
command. The message flows in one direction or way. All group members cannot
communicate with the leader in circle communication pattern which is a
disadvantage of this communication pattern. They can only do it through other
group members senior to them. In this communication pattern, lower-level staffs
do not get a chance to criticize anything to the upper level. They do not have a role

7
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

in decision making too. If any person sends any message, it travels through all
members of the group.

Chain

Chain pattern of communication has similar problems as circle pattern as it also

follows a certain chain of command. In chain communication pattern, all members
cannot communicate with the leader of the group like in a circle. So, the members
might not get the exact message sent by the leader but an altered version of it.
The leader won’t even be aware what distorted message others lower in the
command got.

Wheel (star)

In wheel pattern, there is a leader at the center of all communication. All others are
members that stand at the same level in the structure. Here, all members can
communicate with the leader and vice versa. But members cannot interact with
each other. Sometimes, members do not even know of the existence of other
members of the same group. This pattern is taken as the best pattern of
communication for any organization as a leader can have direct contact with all.

Y pattern of communication is more complicated as there are different sub-groups

within a group. In the center is a leader who manages these sub-groups. According
to this pattern given by Leavitt, there are 3 subgroups being controlled by a single
leader. There are 3 members in each sub-group. Here, like mentioned in circle and
chain communication patterns, there is a chain of command within the sub-group.
The lowest level of each sub-group communicates with the members senior to
them. They communicate it with their seniors. Then, that member communicates
it with the leader.

8
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

Network

Network Bureaucratic organization communications structures are taken as

network pattern of communication as it is a non-symmetric network of people with
social relations. Their job roles are interlinked. Communication in networks can be
prescriptive, like rules given from leader to other members or descriptive like case
reports given by members to leaders. The network is a communication pattern in
which anyone can communicate with anyone else as per their needs and
requirements. In a network, communication differs due to physical proximity and
organizational structures too.

GROUP INFLUENCE & LEADERSHIP

A. INFLUENCE

Group influence occurs when the majority of people in a group influence the
thoughts and behaviors of other people within that group. Groups come in many
forms, including family, friends, work, social, and so on. Groups use their shared
beliefs and experiences to strengthen the group, which can be positive or negative.

For example, a therapy group in which members share their experience with
trauma may bind the group together and give each member a feeling that they are
understood and supported. This is positive. However, if a person is part of a peer
group that encourages the use of illicit drugs and violence and shares a common
belief in antisocial behaviors, this is negative.

MAJORITY INFLUENCE

Majority influence occurs when the behaviors or beliefs of a larger (majority) group
of individuals influences the behaviors or beliefs of a smaller group. This is a type
of social influence in which conformity occurs.

9
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

MINORITY INFLUENCE

Minority influence is a type of social influence which results in a change of views

amongst the majority of members within a group. It involves an individual or
minority of a population persuading other members to accept their argument, even
if this contradicts the more popular view held by the majority.

SOURCES OF GROUP INFLUENCE

In their book Influencer, the authors identify six sources of influence. The authors
believe before you can influence change, you have to decide what you’re trying to
change. They believe the “what” is identifying behaviors and more specifically what
they call “vital behaviors”. Their research shows if you identify a handful of high-
leverage behaviors and change those “vital behaviors”, the problem – no matter
the size topples like a house of cards.

Personal Motivation - This source of influence asks the question: Do individuals

take personal satisfaction from doing the required activity? That is, does enacting
the vital behavior itself bring people pleasure? If not, how can you get people
(yourself or others) to do things they currently find loathsome, boring, insulting or
painful?

Personal Ability - This source of influence focuses on the need learn and practice
the behavior. Develop greater proficiency at a deliberate pace as well as the ability
to manage your emotions, and you significantly increase the chances for turning
vital behaviors into vital habits.

Social Motivation - No resource is more powerful and accessible then the

persuasion of the people who make up our social network. Sometime change
efforts call for change in widely shared norms. Public discourse allows for healthy
dialogue provided it is safe to talk about high-stakes and controversial topics.

10
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

Social Ability - With a help from our friends we can produce a force greater than
the sum of our individual efforts. When used properly, it is this help or “social
capital” which enable the power of our network of relationships.

Structural Motivation - Administering rewards and punishment is tricky. First, rely

on personal and social motivators. When you do choose to employ extrinsic
rewards. make sure they are immediately linked to vital behaviors. Do your best to
reward behaviors and not merely outcomes.

Structural Ability - The final source of influence moves away improving personal
mastery and social capital and focuses on the environment. The impact of the
physical world on human behavior us profound. By examining the power of the
environment, you amplify the opportunity for permanent change in behaviors.

B. LEADERSHIP
NATURE OF LEADERSHIP
Leadership derives from the power and is similar to, yet distinct from,
management. In fact, “leadership” and “management” are different. There can be
leaders of completely unorganized groups, but there can be managers only of
organized groups. Thus it can be said that a manager is necessarily a leader but
a leader may not be a manager.

LEADERSHIP EMERGENCE
Emergent leadership occurs when a group member is not appointed or elected as
leader, but rather that person steps up as the leader over time within-group
interactions. Have you ever faced challenges in getting accepted into your new
role of position as a leader? Groups don't automatically accept a new "boss" as a
leader. Emergent leadership is what you must do when taking over a new group.
Learn more about emergent leadership.

11
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

LEADER EFFECTIVENESS
The successful exercise of personal influence by one or more people that result
in accomplishing Change objectives in a way that is personally satisfying to those
involved.

C. POWER AND OBEDIENCE

Social power can be defined as the ability of a person to create conformity even
when the people being influenced may attempt to resist those changes. Bosses
have power over their workers, parents have power over their children, and, more
generally, we can say that those in authority have power over their subordinates.
In short, power refers to the process of social influence itself—those who have
power are those who are most able to influence others.

DYNAMIC INTERDEPENDENCE VIEW OF POWER

The dynamic interdependence view of power posits that who is influencing whom
to what degree changes constantly as members strive to achieve the group's
goals.

Power Exists in Relationships. Power Is:

✓ Inevitable
✓ Essential
✓ Dynamic
✓ Distributed
✓ Context Is Decisive
✓ Competitive
✓ Cooperative

TRAIT FACTOR APPROACH TO POWER

12
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

Static - Static theories focus on stationary behavior and do not include any explicit
mechanism for temporal change. Dynamic theories, on the other hand, explicitly
model the fine-grain adjustments made by the subjects in response to their recent
experiences.

Atomistic - atomistic approach refers to a method concerned with the separated,

individual parts of a subject, rather than approaching the subject as a whole. The
word atomistic is an adjective defined as having to do with separate parts that can
also be disparate from each other.

Historical - historical approach involves understanding the events and

experiences surrounding the composition of the work, especially the life of the
author, and using the findings to interpret that work of literature

Inductive - Inductive reasoning is a method of reasoning in which the premises

are viewed as supplying some evidence, but not full assurance, of the truth of the
conclusion.

Power and Persuasion - power of persuasion is of extraordinary and critical

importance in today's world. Nearly every human encounter includes an attempt to
gain influence or to persuade others to our way of thinking. Regardless of age,
profession, religion, or philosophical beliefs, people are always trying to persuade
each other.

OBEDIENCE TO AUTHORITY

Obedience is a form of social influence where an individual acts in response to a

direct order from another individual, who is usually an authority figure. It is
assumed that without such an order the person would not have acted in this way.
Obedience to authority is the tendency people have to try to please those in
charge.

13
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

Psychological evidence indicates that people tend to respect and follow those
whom they perceive to have legitimate authority. This can lead to trouble if it
causes people to fail to exercise their own independent ethical judgment.

SOURCES OF POWER

Legitimate – This comes from the belief that a person has the formal right to make
demands, and to expect others to be compliant and obedient.

Reward – This result is rom one person's ability to compensate another for
compliance.

Expert – This is based on a person's high levels of skill and knowledge.

Referent – This is the result of a person's perceived attractiveness, worthiness

and right to others' respect.

Coercive – This comes from the belief that a person can punish others for
noncompliance.

Informational – This result is from a person's ability to control the information that
others need to accomplish something.

POWER PROCESSES

Power is conceptualized as a structurally based capability, and power use as

tactical action falling within either conciliatory or hostile categories. The core
propositions are (1) the greater the total amount of power in a relationship, the
greater the use of conciliatory tactics and the lower the use of hostile tactics; and
(2) an unequal power relationship fosters more use of hostile tactics and less use
of conciliatory tactics than an equal power relationship. Distinct research on power
dependence and bilateral deterrence provides support for both propositions.
Implications are discussed for power struggle in ongoing relationships.

14
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

Power Processes are family communication practices that affect family

discussions, arguments, decisions, crisis situations.

These processes attempt to control others through:

✓ Influence
✓ Persuasion
✓ Assertiveness

Examples of Power Processes

"The Loud (and frequent) Talker"

- Research shows that (not surprisingly), family members who talk most
frequently, and for the longest periods of time are dominant (but not always
the most powerful).
- Those who receive the most communication is the most powerful.
- Effective communicators adapt their messages to different family members
and situations.

"Who Wears The Pants"

- High levels of marital satisfaction occur most frequently among egalitarian

couples, followed by husband-dominated couples least among wife-
dominated couples.

"Mixed Messages"

- All messages are created by BOTH senders and receivers. Family

members may send mixed messages, which makes it difficult to
understand.

These occurs (in families) when a person:

a. says one thing, but means another.

b. displaying conflicting non-verbal cues.

15
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

"The Family Secret"

- When a family member has a secret, the power structure within the family
can quickly change.

"Ill or Dysfunctional Family Members"

- Messages created by ill or dysfunctional can also influence family power.

✓ Alcoholism
✓ Mental Health Issues
✓ Chronic Illness

METAMORPHIC EFFECTS TO POWER

Psychology research has shown that people holding power have an increased
focus on actions, goals, abstract thinking and goal directed behaviors. This focus
of one’s attention on power has 3 effects on its holder:

Impact on social attentiveness

- It makes the person

- It reveals the person
- These effects can be either positive and beneficial, or destructive and
dangerous.

1. Impact on social attentiveness: Power in a way creates a psychological

distance from others.

Power confers some independence and the powerful people are less attentive
to other’s internal experiences. It takes two main forms:

- There is a tendency to less take other people’s perspective into

consideration.
- When they look at others it is usually through a lens of self-interest

16
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

The powerless people on the other side need to be more vigilant with the changing
environment as they have less “control” over it.

In a nut shell, powerful people have less interest and abilities to identify emotional
states of others, are less compassionate and show less empathy. Power in a way
creates a psychological distance from others. This allows the powerful person to
conform less to group pressure and be less easily persuaded. Depending on how
and where this takes place can be both very functional and valuable or dysfunction
and dangerous.

2. Power makes the person: Power transforms individuals’ cognition and

behavior.
Power changes the people and produces predictable thoughts and behaviors. This
has been confirmed by neuroscience studies which have shown:
- positive attributes like being action oriented, optimistic, having broad visions
of the future and more abilities for abstract thinking but also
- negative attributes such as overconfidence, risk taking and tendency to be
prone to the illusions of control.

3. Power reveals the person: It magnifies your psychological characteristics.

Power acts as a catalyst, it makes you more of who you are and magnifies your
pre-dispositions: if you have an addictive nature, you will reinforce that tendency,
if you are rude, you will become ruder, etc. In general, the behavior will be more in
line with the internal dispositions as there will be less inhibitions than in the
absence of power.

This is reinforced by the idiosyncratic effect where people and society give more
freedom to powerful people to diverge from social and societal norms.

The magnifying effect of power will also make the individual more in line with his
or her culture. Freedom and individuality in the West will be even more expressed

17
 PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

in a powerful person, while in the more communal and interdependent Eastern

societies, the powerful person will become more social.

So, if power has potentially intrinsically positive effects on an individual and its
ability to influence and shape organizations and societies, it has also very negative
effects such as the magnifying of the natural dispositions of the individual holding
a powerful role.

These findings echo strongly what Abraham Lincoln foresaw many years ago:
“Nearly all men can stand adversity, but if you want to test a man's character, give
him power”.

References:

Guitierrez, J. (2015). Human behavior in Organization.

https://www.slideshare.net/mobile/jessicagutierrez14224/human-behavior-in-
organization-47818406

Jhangiani, D. R., Tarry, D. H., Cheung, B., & Stangor, D. C. (2020, August 27). Obedience
and Power. Retrieved from
https://pressbooks.bccampus.ca/socialpsychben/chapter/obedience-power-and-
leadership/

The dynamic interdependence view of power. (n.d.). Retrieved from

http://usingpower.weebly.com/6the-dynamic-interdependence-view-of-power.html

French john,Betram Raven.(1959).French and Raven's Five Forms of Power

N.a January 2019, THE METAMORPHIC EFFECT OF POWER

https://outofchoice.co/the-metamorphic-effect-of-
power/#:~:text=Psychology%20researchsocial%20attentiveness%20has%20shown%20
that,Impact%20on%20

18
PAMANTASAN NG LUNGSOD NG VALENZUELA
Tongco St., Maysan, Valenzuela City

19