Factors or Forces Affecting Group Dynamics

8/16/2019 Factors or Forces Affecting Group Dynamics

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FACTORS OR FORCESAFFECTING GROUP DYNAM


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GROUP DYNAMICS

• REFERS TO PROCESSES OR RECURRENT PATTERNS

INTERACTION IN A SOCIAL GROUP

• A FIELD OF SOCIAL PSYCHOLOGY CONCERNED WIT

NATURE OF HUMAN GROUPS, THEIR DEVELOPMEN THEIR INTERACTIONS WITH INDIVIDUALS, OTHER G

AND LARGER ORGANIZATIONS (DICTIONARY.COM)


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GROUP SIZE TYPE

GROUP G

MOTIVATIONA

L BASESHARED BY

INDIVIDUALS

THE KIND

OF GROUPCOHESION

SOCIACONFOR

GROUP DECISION-MAKING

LEADERS

HIP


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GROUP SIZE

• SIZE IS A LIMITING CONDITION ON THE AMOUUALITY OF INTERACTION AND COMMUNICATIOCAN OCCUR AMONG INDIVIDUALS.

• AMONG THESE ARE THE DIVISION OF LABOGROUP STRUCTURE, THE TYPE OF LEADERSH

THE COMMUNICATION PATTERN.


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TYPE OF GROUP GOALS

• A GROUP WILL DEVELOP STRUCTURAL FORARRANGEMENT THAT WILL FACILITATE THE ATTAOF ITS GOALS.

• INVERSELY, IT WILL BLOCK STRUCTURAL FORMWILL SLOW DOWN THE PURSUIT OF ITS GOALS.


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MOTIVATIONAL BASE SHARED BYINDIVIDUALS

• PEOPLE BOUND BY MUTUAL OR SHARED INTCOMMON GOALS, E!PECTATIONS, OR EVEPURSUIT OF NEFARIOUS ACTIVITIES ORG

THEMSELVES AND SECURE RESULT THROUGH

CONCERTED ACTION.


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THE KIND OF GROUP COHESION

• MEMBERS SHOW A SENSE OF HONOR ASDEVELOP THE GROUP"S #CODE OF HONOR$

• WHEN NEEDS OF THE MEMBERS ARE SATIS THE GROUP, COHESION WILL BE STRONG AGROUP IS UNLIKELY TO BREAK-UP.

•

WHEN MORALE AND CAMARADERIE OF THEIS LOW, THE POSSIBILITY OF BREAK IS HIGH.


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SOCIAL CONFORMITY

• WHATEVER THE GROUP EVOLVE GROUP NORMCONFORM TO THEM TO ACHIEVE GOALS.


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GROUP DECISION-MAKING

• ORIENTATION - MEMBERS ANALYZE THE TASK BEFORE!CHANGE DATA, AND OFFER POSSIBLE SOLUTIONS.

• EVALUATION - THE GROUP EVALUATES THE INFORMATIOCOLLECTED.

• REACHING A DECISION - MEMBER DECIDE TO PUT ASIFEARS AND MISGIVINGS AND INSTEAD CONCENTRMAKING THE BEST OF THINGS.

• RESTORING EUILIBRIUM - MEMBERS STRESS THE IMPOF GROUP SOLIDARITY. IT IS A PERIOD OF %OKING AND INBANTERS TO DRAW DISSENTERS INTO THE FIELD.


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LEADERSHIP

• IT IS THE PROCESS OF INFLUENCING THE ACTIVINDIVIDUALS IN A GROUP TOWARDS THE ATTAOF GROUP GOALS IN A GIVEN SITUATION.

• IT IMPLIES THE E!ISTENCE OF PARTICULAR INFRELATIONSHIP BETWEEN TWO OR MORE PERSO


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LEADERSHIP

#LIVES OF GREAT MEN ALL REMIND US WE CAN MAKE OLIFE SUBLIME, AND PARTING LEAVE BEHIND US FOOTPRI

IN THE SANDS OF TIME$


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• IN ALL SOCIETIES, THERE IS ALWAYS A MAN OR A

WOMAN WHO LEADS THE PEOPLE.

• ONE WHO STANDS TALL AMONG THE REST.

•

ONE WHO KNOWS THE WAY, SHOWS THE WAY, ALEADS THE WAY.

LEADERSHIP


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WHY DO WE NEED LEADERS&

• TO DIRECT VARIOUS TASKS AND PROVIDE SUPPO

GROUP MEMBERS (TASK LEADERSHIP)

• THE ACT OF MAINTAINING GOOD SPIRITS (SOCIO

EMOTIONAL LEADERSHIP)


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INTELLIGENCE

DOMI

CHARISMA

ENTHUSIASM

COU

SELF-CONFIDEN

HIGH SENSE OFINTEGRITY

TACT

DIPLOMACY

INVOLVEMEN T

DETERMINATION

UALITIES OF ALEADER


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• STUDIES HAVE SHOWN THAT ATTEMPTS TO ATTRIBUT

LEADERSHIP ON THE BASIS OF PERSONALITY TRAITSHAVE CONSISTENTLY FAILED.

• LEADERSHIP DEPENDS MORE ON THE SITUATION AN

NEED TO BE SATISFIED AT THAT GIVEN SITUATION TH

THE PERSON.

• MANY PEOPLE DEEMED MOST APPROPRIATE TO LEAD

GIVEN MOMENT MAY CHANGE AS THE SITUATION CH


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STYLES OF LEADERSHIP


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• FUNCTIONAL LEADERSHIP

• STATUS LEADERSHIP

•

TASK-ORIENTED LEADERSHIP• RELATIONSHIP OR PERSON-ORIENTED LEADERSHIP

• TRANSACTIONAL LEADERSHIP

• AUTHORITARIAN LEADERSHIP

• DEMOCRATIC LEADERSHIP

• TRADITION-ORIENTED LEADERSHIP

• DEVELOPMENT ORIENTED LEADERSHIP


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FUNCTIONAL LEADERSHIP

• THE FUNCTIONAL LEADER NEED NOT TO OCVANTAGE POSITION BUT HE'SHE IS ACCEPTED GROUP BECAUSE HE'SHE WIELDS INFLUENCE

THINKING AND BEHAVIOR OF THE MEMBERS.

• FUNCTIONAL OR OPERATIONAL LEADERSSOMETIMES CALLED EMERGING LEADERSHIP


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STATUS LEADERSHIP

• THE STATUS LEADER OCCUPIES A POSITIAUTHORITY SUCH AS THE MANAGER, DIRPRINCIPAL, OR SUPERVISOR.

• HE'SHE HOLDS A VANTAGE POSITION AND IS AC

AS LEADER ONLY BECAUSE OF INNATE BUREAUFEAR OF A PERSON IN AUTHORITY


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TASK- ORIENTED LEADERSHIP

• A TASK-ORIENTED LEADERSHIP IS PRODUCORIENTED AND GIVES EMPHASIS TO THE NEEGOALS OF THE ORGANIZATION.


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RELATIONSHIP OR PERSON-ORIENTLEADERSHIP

• A PERSON-ORIENTED LEADER STRESSES BAND MAINTAINING GOOD PERSONAL RELBETWEEN HIMSELF AND HIS FOLLOWERS.

• HE HAS MORE CONCERN FOR THE NEED

FEELINGS OF THE INDIVIDUALS IN THE ORGANIZ


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TRANSACTIONAL LEADERSHIP

• HE SETS HIGH STANDARD OF PERFORMAN TAKES INTEREST IN EVERYONE.

• A TRANSACTIONAL LEADER SCORES HIGH BO TASKS AND RELATIONSHIPS.


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AUTHORITARIAN LEADERSHIP

• THE AUTHORITARIAN LEADERSHIP LEADER DEC THE GOALS TO BE ACHIEVED AND PRESCRIBE THIS IS TO BE ACHIEVED.

• S'HE ASSUMES THAT S'HE IS MORE E!PER

MORE INTELLIGENT AND BETTER TRAINED THAND ALL MEMBERS OF THE GROUP.


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DEMOCRATIC LEADERSHIP

• A DEMOCRATIC LEADER ENGAGES IN COOPPLANNING. HE BELIEVES THAT THE MEMBERS GROUP ARE AS CAPABLE AS HE IS IN DECISIONS IN RELATION WITH THEIR PART

TRAINING AND E!PERIENCE.


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TRADITION- ORIENTED LEADERSH

• A TRADITION-ORIENTED LEADER CLINGS TENAC TO ESTABLISHED PRACTICES AND NORMPERCEIVES CHANGE WITH NO LITTLE APPREHAND DISTRUST.


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DEVELOPMENT- ORIENTED LEADERS

• A DEVELOPMENT-ORIENTED LEADER CONCHANGE AS A COMPONENT OF DEVELOPMENT, SURE THAT WHATEVER CHANGES ADOPTEDIMPROVE THE DELIVERY SYSTEM OF

ORGANIZATION, AND CONSEUENTLY ORGANIZATIONAL PRODUCT.


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• THAN

Factors or Forces Affecting Group Dynamics

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