Team Building: Groups
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TEAM BUILDING GROUPS
GROUPS AND INTERGROUP RELATIONSHIPS Division of labour breaks an organization into groups. Organization generates forces towards formation of various smaller functional task groups within itself. “A group in psychological terms is any number of people who (1) interact with one another, (2) are psychologically aware of one another, and (3) perceive themselves as a group The size of group is limited by possibilities of mutual interaction and mutual awareness
GROUPS AND INTERGROUP RELATIONSHIPS Formal groups- are created in order to fulfill specific goals and carry on specific tasks clearly related to total organizational mission. Formal groups can be permanent formal groups and temporary formal groups, i.e., committees and task forces. Man seeks fulfillment of some of his needs through developing variety of relationships with others in the organization. These relationships develop into informal groups if ecology of work area and time schedule of work permit
GROUPS AND INTERGROUP RELATIONSHIPS Tendency toward informal groups almost always exist because of nature of man. Informal groups arise out of particular combination of ‘formal’ factors and human needs. If organization wants to prevent informal group formation, it an do so by designing work and its physical layout in such a way that no opportunities for interaction arise or it can systematically rotate leaders and key members to prevent any stable group structure from emerging.
GROUPS AND INTERGROUP RELATIONSHIPS The commonest kind of informal groups we find in organization are known in M. Dalton’s terminology, ‘Horizontal Cliques’. A second type is called ‘Vertical Cliques’- a group composed of members of different levels within a given department. Such a group comes into being because of earlier acquaintance or they need each other to accomplish their goals Such groups often serve a key communication function both upward and downward.
GROUPS AND INTERGROUP RELATIONSHIPS A third type of clique can be called a ‘Mixed Clique’. This will have in it members of different ranks, from different departments and from different physical locations. Such cliques may arise to serve common interests or to fulfill functional needs not taken care of by the organization. Relationships outside of organizarional context may be an important basis for formation of such cliques.
FUNCTIONS FULFILLED BY GROUPS Formal, Organizational Functions
Functions which pertain to accomplishment of organization’s basic mission, such as getting work out, generating ideas or serving as liaison. These tasks are formally assigned to groups and are officially held responsible
FUNCTIONS FULFILLED BY GROUPS Psychological, Personal Functions
An outlet for affiliation needs, i.e., needs for friendship, support and love. A means of developing, enhancing or confirming a sense of identity and maintaining self esteem. Through group membership man can confirm his feelings of who he is, gain status and enhance his sense of self-esteem A means of establishing and testing reality. Each person can validate his own perceptions and feelings best by checking them with others.
FUNCTIONS FULFILLED BY GROUPS Psychological, Personal Functions (contd.)
A means of increasing security and a sense of power in coping with a common and powerful enemy or threat. Through banding together into bargaining units such as unions, groups can offset some of the power management has over members individually. A means of getting some job done that members need to have done such as gathering information, and providing stimulation to one another.
FUNCTIONS FULFILLED BY GROUPS Multiple or Mixed Functions
Psychological groups are key unit for facilitating the integration of organizational goals and personal needs, and fulfilling psychological needs. Groups often become the source of much higher levels of loyalty, commitment, and energy in the service of organizational goals.
FUNCTIONS FULFILLED BY GROUPS Multiple or Mixed Functions
Informal groups begin to serve formal, organizational functions enabling top management to use informal channels of communication to obtain information quickly on conditions in various parts of the organization. Groups enable line managers to determine changes in production policy. Such groups clearly help maintain organizational effectiveness.
GROUP “A group is defined as two or more persons who interact with one another so that eahc person influences and is influenced by each other.”
GROUP STRUCTURE Based on
Authority relationship Task distribution Control patterns Interpersonal attraction of group members*
*(Dependent on common goal, common beliefs and value system and a common cultural background)
GROUP PROCESS Relates to
To achieve the task for which it has been set up To maintain itself as a cohesive unit so that its members feel part of a team Self-serving activities What to look for in the group Criteria for effective feedback
DYNAMICS OF RELATIONSHIP BETWEEN GROUP MEMBERS Interaction Interdependence Mutual influence Acceptable level of interaction depends on three crucial dimensions of interpersonal behaviour 1.Inclusion 2.Control (and influence) 3.Affection
CONCERNS The principal self-oriented concerns in group are: 1.
2.
3.
Identity- who and what am I to be in this group? Control and influence- will the group goals include my own needs? Acceptance and intimacy- will I be liked and accepted by the group?
ELEMENTS FORMING GROUP Participation Influence Styles of influence Decision-making procedure Task functions Maintenance functions Membership Feelings/ sensitivity Norms Communication
GROUP NORMS A group norm is an implicit rule, shared by members of a group which identifies behaviour acceptable and expected from each member of the group Norms set limits within which a member can behave without upsetting others Norms serve following functions for group
Task Maintenance Defining relationships with others Help members test validity of their opinion
THANK YOU A.K. MAJUMDAR
GROUPS AND INTERGROUP RELATIONSHIPS Division of labour breaks an organization into groups. Organization generates forces towards formation of various smaller functional task groups within itself. “A group in psychological terms is any number of people who (1) interact with one another, (2) are psychologically aware of one another, and (3) perceive themselves as a group The size of group is limited by possibilities of mutual interaction and mutual awareness
GROUPS AND INTERGROUP RELATIONSHIPS Formal groups- are created in order to fulfill specific goals and carry on specific tasks clearly related to total organizational mission. Formal groups can be permanent formal groups and temporary formal groups, i.e., committees and task forces. Man seeks fulfillment of some of his needs through developing variety of relationships with others in the organization. These relationships develop into informal groups if ecology of work area and time schedule of work permit
GROUPS AND INTERGROUP RELATIONSHIPS Tendency toward informal groups almost always exist because of nature of man. Informal groups arise out of particular combination of ‘formal’ factors and human needs. If organization wants to prevent informal group formation, it an do so by designing work and its physical layout in such a way that no opportunities for interaction arise or it can systematically rotate leaders and key members to prevent any stable group structure from emerging.
GROUPS AND INTERGROUP RELATIONSHIPS The commonest kind of informal groups we find in organization are known in M. Dalton’s terminology, ‘Horizontal Cliques’. A second type is called ‘Vertical Cliques’- a group composed of members of different levels within a given department. Such a group comes into being because of earlier acquaintance or they need each other to accomplish their goals Such groups often serve a key communication function both upward and downward.
GROUPS AND INTERGROUP RELATIONSHIPS A third type of clique can be called a ‘Mixed Clique’. This will have in it members of different ranks, from different departments and from different physical locations. Such cliques may arise to serve common interests or to fulfill functional needs not taken care of by the organization. Relationships outside of organizarional context may be an important basis for formation of such cliques.
FUNCTIONS FULFILLED BY GROUPS Formal, Organizational Functions
Functions which pertain to accomplishment of organization’s basic mission, such as getting work out, generating ideas or serving as liaison. These tasks are formally assigned to groups and are officially held responsible
FUNCTIONS FULFILLED BY GROUPS Psychological, Personal Functions
An outlet for affiliation needs, i.e., needs for friendship, support and love. A means of developing, enhancing or confirming a sense of identity and maintaining self esteem. Through group membership man can confirm his feelings of who he is, gain status and enhance his sense of self-esteem A means of establishing and testing reality. Each person can validate his own perceptions and feelings best by checking them with others.
FUNCTIONS FULFILLED BY GROUPS Psychological, Personal Functions (contd.)
A means of increasing security and a sense of power in coping with a common and powerful enemy or threat. Through banding together into bargaining units such as unions, groups can offset some of the power management has over members individually. A means of getting some job done that members need to have done such as gathering information, and providing stimulation to one another.
FUNCTIONS FULFILLED BY GROUPS Multiple or Mixed Functions
Psychological groups are key unit for facilitating the integration of organizational goals and personal needs, and fulfilling psychological needs. Groups often become the source of much higher levels of loyalty, commitment, and energy in the service of organizational goals.
FUNCTIONS FULFILLED BY GROUPS Multiple or Mixed Functions
Informal groups begin to serve formal, organizational functions enabling top management to use informal channels of communication to obtain information quickly on conditions in various parts of the organization. Groups enable line managers to determine changes in production policy. Such groups clearly help maintain organizational effectiveness.
GROUP “A group is defined as two or more persons who interact with one another so that eahc person influences and is influenced by each other.”
GROUP STRUCTURE Based on
Authority relationship Task distribution Control patterns Interpersonal attraction of group members*
*(Dependent on common goal, common beliefs and value system and a common cultural background)
GROUP PROCESS Relates to
To achieve the task for which it has been set up To maintain itself as a cohesive unit so that its members feel part of a team Self-serving activities What to look for in the group Criteria for effective feedback
DYNAMICS OF RELATIONSHIP BETWEEN GROUP MEMBERS Interaction Interdependence Mutual influence Acceptable level of interaction depends on three crucial dimensions of interpersonal behaviour 1.Inclusion 2.Control (and influence) 3.Affection
CONCERNS The principal self-oriented concerns in group are: 1.
2.
3.
Identity- who and what am I to be in this group? Control and influence- will the group goals include my own needs? Acceptance and intimacy- will I be liked and accepted by the group?
ELEMENTS FORMING GROUP Participation Influence Styles of influence Decision-making procedure Task functions Maintenance functions Membership Feelings/ sensitivity Norms Communication
GROUP NORMS A group norm is an implicit rule, shared by members of a group which identifies behaviour acceptable and expected from each member of the group Norms set limits within which a member can behave without upsetting others Norms serve following functions for group
Task Maintenance Defining relationships with others Help members test validity of their opinion
THANK YOU A.K. MAJUMDAR
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