Chapter 7 Group Dynamics

Chapter 7
Group Dynamics
1

Learning Objectives
1. Describe the various types of groups in
organizations.
2. Summarize the stages of group development and
key roles members occupy within a work group.
3. Identify the characteristics of an effective work
group.
4. Implement two different methods of group problem
solving and decision-making.
5. Pinpoint several potential problems with group effort
and how to prevent them.
2
Groups vs Teams
 A group is a collection of people who interact

with each other, are working toward some
common purpose, and perceive themselves to
be a group.
 A team is a special type of group. Team
members have complementary skills and are
committed to a common purpose, a set of
performance goals, and an approach to the task.
3
Types of Groups
 Formal groups are set up by the organization,

whereas informal groups emerge through
worker interaction.
 Informal groups emerged and coexist as a
shadow to the formal structure and without
any assigned purpose or endorsement.
 Types of informal groups
 Friendship groups - consist of persons with natural
affinities for one another.

 Interest groups - consist of persons who share common
interests.
4
Types of Teams
 Cross-functional teams comprise
workers with different specialties.
 Virtual teams communicate
electronically instead of face-to-face.
 Crews assign specific roles to
specialists.
 Top management teams are executives
working together or sharing the work.
5
Stages of Group Development
Stage 1
Forming Stage 2
Storming
Stage 5
Adjourning
But could
Stage 4 Stage 3
continue Norming
Performing
6
Stage 1: Forming
 Members are eager to learn what tasks
they will be performing, and what
constitutes acceptable behavior.
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Stage 2: Storming
 During this “shakedown” period,
individual styles come into conflict.
Hostility, infighting, tension, and
confrontation are typical. Members may
argue to clarify expectations of their
contribution. Subgroups may attempt to
form their own agenda.
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Stage 3: Norming
 Group standards of conduct are formed,
and cohesiveness and commitment
begin to develop. Norms may stem
from the group itself, from the larger
organization, and from professional
codes of conduct.
9
Stage 4: Performing
 The group is now ready to focus on
accomplishing its key tasks, and the
group becomes a well-functioning unit.
Ideally, group members feel they are
working “for the cause.”
10
Stage 5: Adjourning
 After the task is completed, the group
adjourns, yet members depart with
important relationships and
understandings they can use again in
the future. Many groups reform when
the need arises.
11
Roles within Group
1. Knowledge 5. Listener
contributor 6. Mediator
2. Process observer 7. Gatekeeper (lets
3. People supporter other members
into the discussion)
4. Challenger
(confronts bad 8. Take-charge
ideas) leader
13
Characteristics of
Effective Work Groups
 Effective job design  Support from the
 Empowered feeling organization
 Interdependence of  Effective processes
tasks and goals within the group
 Team efficacy  Group cohesiveness
(power to produce)
(closely united)
 Right mix of people
and size  Familiarity with jobs,
 Emotional intelligence coworkers, and the
environment
14
Group Problem Solving and
Decision-Making
 Group Decision-Making Styles
1. consultative (some consultation with
group members)
2. democratic (group is empowered to make
the decision).
3. consensus decision making (manager
shares the problems with group
members)
15
Nominal Group
Technique
1. Assemble group
2. Assign subgroups 5. Group discusses
3. Present question and clarifies ideas
4. Record ideas 6. Silent and
5. Present ideas with independent voting
to rank ideas, then
no discussion;
choose best one.
summarize ideas on
chart or screen
16
The Delphi Technique
 A group decision-making technique
 Designed to obtain ideas and feedback, while
avoiding problems with interacting groups
 Participants receive questionnaires by e-mail
 Responses sent to coordinator who aggregates
the opinions and data
 Process continues until final version of report
17
Potential Problems
in Groups
 Group polarization—moving in either
directions, division of two opposites
 Social loafing—is freeloading, or
shirking/avoiding individual responsibility
 Groupthink—a deterioration of mental
efficiency, reality testing, and moral judgment
in the interest of group/ a pattern of thought
characterized by self-deception
18
Suggested Activities
1. Describe your experiences with different teams within
the context of stages of group development.
2. What happened to you at each stage?
3. How does your experiences compare to the ideas
presented above?
4. Do you have an experience wherein your group
seemed to get stuck at one particular stage  say,
the storming stage? What happened, and what
insights does it provide?

19
Building Teamwork
 Shared leadership  Code of conduct for
 Urgent, constructive teamwork
purpose  Mutual trust among
 Empowerment for team members
choosing method  Consensus decision-
 Norm of working making style
together  Feed team members
 Teamwork words valid facts and
and phrases information
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Building Teamwork, continued
 Use language that  Create right physical
fosters cohesion and structures, such as
commitment, such as shared physical facility.
in-group jargon.  Reward team and
 Avoid individuals.
micromanagement—  Use outdoor training
second guessing team including physical
members. challenges.
 Let team members  Publish a team book
know what others are with biographies.
working on.
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Chapter 7

 A group is a collection of people who interact

 Formal groups are set up by the organization,

affinities for one another.

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