Ppt on group dynamics

Group dynamics and organizational behaviour

1. GROUP DYNAMICS AND ORGANIZATIONAL BEHAVIOUR By Arushi Negi M.Sc. Nursing Ist year

2. INTRODUCTION Group dynamics are the influential interpersonal processes that take place in groups. The knowledge of group behavior as well as individual behavior is necessary for a manager and a basic knowledge of group dynamics and cultural diversity is important to deal and to lead a focus group for quality improvement .

3. DEFINITION: GROUPS A group is a collection of individuals who have relations to one another that make them interdependent to some significant degree. As so defined, the term group refers to a class of social entities having in common the property of interdependence among their constituent members -Dorwin Cartwright and Alvin Zander (1968)

4. GROUP DYNAMICS Group dynamics refers to the attitudinal and behavioral characteristics of a group and concerned with how groups form, their structure and process, and how they function. It is concerned with the constantly changing characteristics of groups.

5. CHARACTERISTICS OF GROUPS:

6. WHY DO WE NEED A GROUP ?

7. NEED FOR A GROUP

8. PURPOSES OF GROUPS Organizational Functions Individual Functions

9. REASONS TO JOIN A GROUP : Organizational Motives Personal Motives Interpersonal Attraction Similar Interests Goal Achievement Need for Affiliation Security Self Esteem

10. WHAT ARE VARIOUS TYPES OF GROUPS ?

11. TYPES OF GROUPS 1. Formal Groups Formal groups are established by an organization to achieve organizational goals and overall organizational mission. The main focus of these groups is on the performance of job and coordination of members are controlled through process, procedures etc.

12. TYPES OF FORMAL GROUPS:

13. 2. Informal Groups Informal groups are created in the organization because of social and psychological forces operating at the workplace. These are resulted as a natural outcome at the work place in the form of associations, unions etc. and not designed and planned and also not specified in the blue-print of the formal organization.

14. TYPES OF INFORMAL GROUPS:

15. GROUP DEVELOPMENT THEORIES: 1. Classic Theory Developed by - George Homans Suggests- Groups develop based on activities, interactions, and sentiments. When individuals share common activities, they have interaction and develop attitudes toward each other. 2. Social Exchange Theory Suggests - Individuals form relationships based on the implicit expectation of mutually beneficial exchanges based on trust and felt obligation.

16. 3.Social Identity Theory Suggests- Individuals get a sense of identity and self-esteem based upon their membership in salient groups. The nature of the group may be demographically based, culturally based, or organizationally based. Individuals are motivated to belong to and contribute to identity groups because of the sense of belongingness and self-worth membership in the group imparts.

17. 4.Schutz's Three Stage Model (1958, 1966) This model suggests that each group irrespective of its nature given enough time goes through the three interpersonal phases :

18. Tuckman's Stages Model Bruce Tuckman's model (1960)for group development basically for the team to grow, to face up to challenges, to tackle the problems, to find out the solution, to plan work, and to deliver results. A)Forming Forming stage is an orientation phase. During this stage, the team meets and start building rapport and friendship. Goals of the group have not been established ,roles are not clear. B)Storming This is a conflicting stage.Highest level of disagreement is seen. Development of tolerance and patience. They show anger, frustration, and dissatisfaction and internal competition for leadership . The team is motivated to resolve their differences amicably

19. C)Norming Norming stage is a consolidation phase of group development. Group members begin to develop a feeling of group cohesion and identity and they are dear on their roles, responsibilities, and positions. D)Performing This is a mature stage when the group has attained a feeling of cohesiveness. During this stage of development, groups are well organized and work collectively, and conflict is resolved through group discussion E)Adjourning This is last stage of the group development process in temporary groups. Few members feel satisfied due to task accomplishment and some feel depressed. Members of the group often experience sadness as they prepare to leave

20. GROUP STRUCTURE : Group structure is a pattern of relationships among members that hold the group together and help it achieve assigned goals. Structure can be described in a variety of ways. It includes group size, group functions, group norms, and group cohesiveness.

21. GROUP SIZE Group size can vary from two people to a very large number of people. Lager the group less will be the participation and satisfaction by the members. Small groups of two to ten are thought to be more effective because each member has ample opportunity to participate and become actively involved in the group.

22. GROUP FUNCTIONS FUNCTIONS

23. GROUP NORMS According to Michael Argyle, Group norms are rules or guidelines of accepted behavior which are established by group and used to monitor the behavior of its members. Why Group Norms? To facilitate group survival To maximize their task success and minimize failure. To make the group more organized To achieve objectives of the group To define the boundaries. To express the values of the group To discipline the members of a group To regulate each and every action of the group members

24. Types of Norms :

25. CHARACTERSTICS : Appropriate in order for the behavior to be. Social and fair in nature Shared understanding that the group supports Change the norms if majority of members do not adhere to it. Members are expected to follow the norms Group members may be punished if not adhering to norms

26. GROUP COHESIVENESS Cohesiveness is the attractiveness of the members towards the group or resistance of the members leaving it. Importance of group cohesiveness : Feeling of security on the part of the members. Helps the group members to work more consistently. Make greater contribution to the achievement of the organizational goals Psychologically more satisfying to all of its members

27. Effects of Group Cohesiveness

28. Advantages of group cohesiveness:

29. WHAT CAN A LEADER DO IN A GROUP ?

30. ROLE OF GROUP LEADER IN GROUP PROCESS: Encourage all members to ask questions. Respond with a positive comment or summary each time a member makes a contribution. Give your full attention to each person's contribution. Refrain from negative comments about member's contributions. Don't take sides, instead summarize opinion differences. Focus discussion on the purpose of the group. Clarify statements. Sort out the confusions and conflicts. Encourage open expression of member's feelings .

31. APPLICATIONS OF GROUP DYNAMICS IN HEALTHCARE :

32. TEAM A group of people who are joined for achieving a common goal within a stipulated period, having collective accountability is known as the team. The three key features of team functioning are: Cohesion Confrontation Collaboration

33. CHARACTERISTICS :

34. DIFFERENCES BETWEEN GROUP AND TEAM GROUP There is only one head in a group The group members do not share responsibility. The group focuses on achieving the individual goals. The group produces individual work products. The process of a group is to discuss the problem, then decide and finally delegate the tasks to individual members. The group members are independent. TEAM Team can have more than one head Team members share the responsibility. Conversely, the team members focus on achieving the team goals. The team produces collective work products. A team discusses the problem, then decide the way of solving it and finally do it collectively. The team members are interdependent.

35. ORGANIZATIONAL BEHAVIOUR "The study of human behavior in organization. It uses scientific methods to test hypotheses. It is also a multi disciplinary study, taking knowledge from Social and Behavioral sciences and applying it to real world situations"-Schermerhorn, et al (2005)

36. MODELS OF ORGANIZATIONAL BEHAVIOR Power with a managerial authority Economic resources with a managerial orientation of money. Partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. Leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation.

37. Hawthorne Effect : The Hawthorne Effect is the inclination of people who are the subjects of an experimental study to change or improve the behavior being evaluated only because it is being studied and not because of changes in the experiment parameters or stimulus.

38. CHARACTERISTICS Humanistic Values: Positive beliefs about the potential of employees Systems Orientation: All parts of the organization, to include structure, technology, and people, must work together Experiential Learning: The learner's experiences in the training environment should be the kind of human problems they encounter at work. Problem Solving: Problems are identified, data is gathered, corrective action is taken, progress is assessed and adjustments in the problem-solving-process are made as needed. This process is known as Action Research. Contingency Orientation: Actions are selected and adapted to fit the need Levels of Interventions: Problems can occur at one or more level in the organization so the strategy Change Agent: Stimulate, facilitate and coordinate change require one or more interventions.

39. ELEMENTS OF ORGANIZATIONAL BEHAVIOR

40. IMPORTANCE OF ORGANISATIONAL BEHAVIOUR 1. Creates Sustainable Competitive Advantage 2. Individual Component: i. Identify the underlying reasons for poor or non-performance and enable change. ii. Help a person to modify his/her behaviour to achieve full potential by identifying what motivates a person, how the person can learn and be more creative, and manage stress. 3. Group/Team Component 4. Organisational Component 5. Leadership Component 6. External Forces Component

41. CHALLENGES:

42. RESEARCH Impact of Group Dynamics on Team by Naveenan R.V. & Kumar B. Ravi . Online Published on August 11, 2018 in American International Journal of Social Science Research; Vol. 2 AIM: A study of group dynamics so as to help the organization to enhance team’s performance and to improve decision making in the group METHOD OF DATA COLLECTION : Questionnaire is the instrument used for data collection.

43. SAMPLE UNIT : The sample unit for this research is employees at ETA Star Property Developers Ltd at Chennai. RESULTS: The most of the respondents are work as a team and are interested to be a team player. Team spirit level in employee’s neutral. It is found that employees with skills and experience prove to be a better team performers. There in mutual understanding within a group but an equal majority gives an opposite answer. Employees mostly help their co-workers during the work. But nearly equal majority say that team mates do not help each other. Employees concentrate on the organization goals. But study says an almost equal majority do not concentrate on the organizational goals.

44. SUGGESTIONS : Measures such as motivational program can be adopted so as to increase team spirit. Skilled and experienced employee can be used to educate new entrance about the advantages and Team games and team gathering can be arranged during leisure timings so as to provide better room for understanding and so as to improve personal associate. Team leaders should educate their team about the improvement of being a team and the need of the helping their team mates in need. Team members have to give equal importance to organizational goal.

45. SUMMARY Through this seminar we learned about group dynamics, needs , its purpose ,its theories , group norms, group size , group cohesiveness, organizational behaviour , its models , hawthorne effect, its importance and challenges faced by it.

46. CONCLUSION The knowledge of group behavior as well as individual behavior is necessary for a nurse manager and a basic knowledge of group dynamics and cultural diversity is important to deal with them and to lead a focus group, quality improvement team And organizational behaviour is the systematic study and careful application of knowledge about how people-As individuals and as groups act within organizations"

47. BIBLIOGRAPHY Vati Jogindra, Principles and practice of nursing management and adminstration for Bsc and Msc Nursing, Jaypee brothers medical publishers,first edition , 2013, page no 496-506 Sharma Suresh K, Sharma Reena, Communications and educational technology, contemporary pedagogy for health care professionals, Elsevier, second edition 2016, page no -697-707 Research avaialable at https://www.researchgate.net/publication/327117944_Impact_of_Group_Dynamics_on_Team