Foundations for Interpersonal and Group Behavior

8/10/2019 Foundations for Interpersonal and Group Behavior

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Foundations for Interpersonal

and Group Behavior


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Group Dynamics

The interaction and forces among group

members in social situations.

Dynamics of group are both formal and

informal

Moves into teams in organizations


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Dynamics of a Group Formation

The social psychology theory states that a

group is formed due topropinquity

This means individuals affiliate with one

another due to spatial or geographical

proximity.


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Theories of Group Formation

Classic Theory of George Homans based on

activities, interactions and sentiments. These

three elements are directly related to one

another.

Balance Theory of Group Formation- the

persons are attracted to one another on the

basis of similar attitude towards commonlyrelevant objects and goals.


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Stages of Group Formation

Forming

Storming

Norming Performing

Adjourning


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Interpersonal Dynamics

Interpersonal relations can be personal and

positive.

Interpersonal relations can be personal and

negative


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The nature of Group

A group is two or more people who interact with oneanother such that each person influenced by eachother persons

From Managerial perspective, the work group isprimary means by which managers coordinateindividual behavior to achieve organizational goals

Managers must be aware of the individual needs andinterpersonal dynamics to manage groups effectively

and efficiently because, the behavior of the individualsis key to groupssuccess or failure


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Types of group

1. Formal Groups

Command groups

Task groups Affinity groups

2. Informal Groups

Friendship group Interest group


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Stages of Group Development

Mutual Acceptance

Communication and Decision Making

Motivation and Productivity Control and Organization


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Group Performance Factors

Group composition

Group Size

Group Norms Group Cohesiveness


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Intergroup Dynamics

Organizational Setting

Group Characteristics

Task and situational based Interaction


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Organizational Setting

Rules and procedures

Traditions and culture

Goals and Rewards systems Decision Making process


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Group Characteristics

Individual Personalities and Characteristics

Group Action Tendencies and Dispositions

Group Compositions Cohesiveness

Size, Norms and roles


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Bases of interaction

Location

Resources

Time and Goal Interdependence Task uncertainty

Task Interdependence


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Factors that influence Intergroup

Interactions

The nature of interaction between groups

depends on the characteristics of the groups

involved, the organizational setting and the

task and situational setting for the interaction.


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Group Decision Making in

Organizations

Group Polarization

Group Think Process

Participation


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Group Problem Solving

Brainstorming

Nominal Group Technique

Delphi Technique


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TEAMS IN ORGANIZATIONS


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Differentiating Teams from Groups

A team is a small number of people with

complementary skills who are committed to a

common purpose, common performance

goals and an approach for which they holdthemselves mutually accountable.


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Teams v/s Traditional Work Groups

Issues Conv. Work group Teams

Job Categories Many narrow categories One or two broad

categories

Authority Supervisor directly controlsdaily activities

Team control daily activities

Reward System Depends on the type of Job,

Individual Performance and

Seniority

Based on team

performance and individual

breadth of skills


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Types of Teams

Quality Circles

Work teams

Problem solving teams

Management Teams

Product Development Team

Cross Functional Teams

Virtual teams

Self Managed Teams


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Benefits of Team

Enhanced Performance

Employee Benefit

Reduced Costs Organizational Enhancement


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Implementing Teams in Organizations

Planning the change

Making a change

Preparing for implementation


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Phases of Implementation

Start up

Reality and Unrest

Leader centered teams Tightly formed teams

Self Managing teams


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How to make team Effective

Team Building

Collaboration

Leadership Understanding of Cultural Issues in Global

situations.


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Context

Composition

Work Design

Process

Adequate Resources

Leadership & Structure

Climate of Trust

Performance Evaluation

and Reward Systems

Abilities of the Members

Personality

Allocation of roles

DiversitySize of teams

Member flexibility

Member preferences

Autonomy

Skill VarietyTask Identity

Task Significance Common Purpose

Specific Goals

Team Efficacy

Conflict Levels

Social Loafing


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Training guidelines for developing

teams

Establish credibility

Allow Ventilation

Provide an orientation

Invest in process

Facilitate group process

Establish intra group processes

Change the role of trainers

End the trainers involvement


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Issues

Team Performance

Performance and Implementation of Teams

Foundations for Interpersonal and Group Behavior

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