Group Dynamics

Group Dynamics  The social process by which people interact face to face in small groups. .

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 How to manage small groups.  Role of a leader of a small group.Group Dynamics  Informal organization. .  What are the different objectives.  How does it operate.

.  Informal Group.Types of Group  Formal Group.

or to solve problem.  Team: Work together as a part of job.  .Formal Group Committee or Task force: Temporary  Meeting: Discussion.

Committee  Committee is a formal group. where group members may be asked to generate ideas. make decisions. debate issues. .

Leadership roles: Task roles. Social role. . hidden agenda.Factors to Be Considered to Form Effective Committee     Size Composition Agenda: Surface agenda.

System View of Effective Committee Input Size Leadership roles Composition Group structure Agenda Quality Process Outcomes Support Feedback .

 Escalating commitment  Divided responsibility  .  Polarization: Positive or negative thinking.  Group think.Weakness of Committee Slowness & expensiveness.

Difference Between Informal and Formal Organization Basis of comparison Nature Concept Focus Informal organization Unofficial Power and politics Person Formal organization Official Authority and responsibility Position Delegated by management Rules Reward and penalties Source of power Given by group members Guidelines Control Norms Sanctions .

Formal and Informal Organizations and Their Effects Formal(required) Organizational system Activities Interactions Sentiment Informal(emergent) Organizational system Activities Interactions Sentiment Employee performance Employee satisfaction .

Benefits and Problems of Informal Organization Benefits   Problems           More effective system Lighten load of management Encourage cooperation Fill in gaps of managers ability Satisfaction & stability Improves communication Considers employee emotion Encourage managers to plan and act      Undesirable rumor Encourage negative attitude Resist change Interpersonal & inter group conflict Rejects & harass some body Weak motivation & satisfaction Operates outside management control Supports conformity( Rules of society) Develop role conflict .

How Does Informal Organization Emerge Naturally  Informal activities  Sentiments  Attitudes  .

 Integrate the interest of informal groups with the formal group.  Identify levels of attitude & behavior.  .How to Manage Informal Organization Accept & understand informal organization.  Consider possible effects.

Team and Team Building .

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Ingredient of Effective Team  Supportive environment  Skills and role clarity  Superordinate goals  Team reward .

Types of Team Functional Team: Works together daily.  .  Cross Functional Team: Solves mutual problem  Self Managed Team: Performs a variety of managerial task.  Problem Solving Team: Focuses on specific issue.

 Ordering the materials  Deciding on team leadership  Setting key team goals  Budgeting  Hiring and replacement  Sometimes evaluating one another performance.  .Self Managed Team Form the team  Scheduling the work  Rotating the task and assignment among the members.

Compromise. Assign responsibilities. Norming: Acceptance of different options.Life Cycle of a Team      Forming: Understanding each others. Storming: Mission. Task. Adjourning: Termination of the team . Set rules. Feelings etc Performing: How efficiently group members achieve the result.

evaluating results.deigning change.coaching.  Interpersonal Skill:Trust building.conducting.  .listening  Research skills:Planning.contracting.Skills Required in Team Building Consultation Skills:Diagnosing skills.

7. Clear Expectations Context Commitment Competence Charter Control Collaboration Communication Creative Innovation Consequences Coordination Cultural Change 42 . 3. 8. 4. 11.Twelve Cs for Team Building 1. 2. 6. 12. 10. 9. 5.

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