Transcript GROUP DYNAMICS

GROUP DYNAMICS
Budi Anna Keliat
A. Central Concepts In Group Dynamics
1.
Types of Groups
Fiedler
2.
Interacting
Coacting
Conteracting
Group Norms
Norms = standards of behavior
3.
The Social Structure of Groups




Group leader: task & social leader
Regular member
Deviates
Isolates
A. Central Concepts In Group Dynamics…..
4.
Group Development
 strangers to cohesive, well coordinated  requires time & a
great deal of interaction
Stages of development:
 Mutual acceptance
 Communication & decision making
 Motivation & productivity
 Control & organization
5.
Group Cohesiveness
 Hasil riset: Hubungan cohesiveness dan productivity
1. The greater the congruence of the status attributes of group
member, the greater the cohesiveness of the group.
2. Higher status congruence in a group leads to improved social
relationships and improved personal emotional states.
A. Central Concepts In Group Dynamics…..
5. Group
Cohesiveness…..
3. Cohesiveness of a group is greater if membership chenges are
infrequent or do not occur at all.
4. The more cohesive the group, the more communications will
be directed at deviates.
5. Cohesive groups have a higher level of intermember
communication than non cohesive groups.
6. The greater the cohesiveness of a group, the greater the
influence the group will exert upon its members.
7. Small groups have a greater probability of being cohesive
than large ones, other things being equal
8. The more dependent an individual is on the group, the more
cohesive it will be perceived by him.
9. Competition within a group (intragroup conflict) has a
negative influence on group cohesiveness
10. Competition between groups increase the cohesion within the
competing groups
A. Central Concepts In Group Dynamics…..
5.
Group Cohesiveness…..
 Group cohesiveness and productivity
1. People in highly cohesive groups generally experience
fewer work-related anxieties.
2. Highly cohesive groups tend to have lower absenteeism
and turnover.
3. Workers who have been sociometrically assigned to
work groups generally have higher job satisfaction,
lower turnover rates, lower indices of labor costs, and
lower indices of material costs.
4. The effect of cohesiveness upon productivity varies
with the source of cohesiveness.
5. The effect of cohesiveness upon productivity varies
with the type of leadership received.
A. Central Concepts In Group Dynamics…..
6.
Intergroup Behavior and Conflict
 Within Group
 Between Group
Sumber konflik:
 Struktur organisasi
Ada hasil riset: Gray & Starke (hal. 449)
B. MODELS OF SMALL-GROUP BEHAVIOR
1. The Homans Model (Gray & Starke, 1984: 451)
BACKGROUND FACTORS
Technology job Design
Physical Conditions
Management
Assumptions and
Practices
Leadership Behavior
REQUIRED AND
GIVEN BEHAVIOR
EMERGENT BEHAVIOR
(“Internal System”)
Required Activities
Emergent
Interaction
Required
Interactions
Emergent
Activity
“External” Rewards and
Punishments
Economic and Social
Environment
Productivity
Norms
Satisfaction
Formal Organization
Rules
CONSEQUENCES
Required
Sentiments
Emergent
Sentiment
Given Sentiments
or Values
Individual
Development
Internal Social Structure
(Membership
Categrories)
Personal Backgrounds
“External” Status Factors
FEEDBACK
FIGURE 11-5. The Homans Model of Work Group Behavior
Source: Paul R. Lawrence and John A. Seiler, Organizational Behavior and Administration (Homewood, III.: Richard D. Irwin, 1965),
p. 158. Reprinted with permission.
Interaction Process Analysis
2
SOCIAL EMOTIONAL AREA
1 Shows solidarity, raises others status, gives help, rewards
Positive reactions
2 Shows tension release, jokes, laughs, shows satisfaction
3 Agree, shows passive acceptance, understands, concurs, complies
TASK AREA
4 Gives suggestion, direction, implying autonomy for others
Attempted answers
5 Gives opinion, evaluation, analysis, expresses feeling, wish
6 Gives orientation, information, repeats, clarifies, confirms
TASK AREA
a
b c
d
e
f
7 Asks for orientation, information
Questions
8 Asks for opinion, evaluation, analysis, expression of feeling
9 Asks for suggestion, direction, possible wavs of action
SOCIAL-EMOTIONAL AREA
10 Disagrees, shows passive rejection, formality, withholds help
Negative reactions
11 Shows tension, asks for help, withdraws from field
12 Shows antagonism, deflates others status, defends or asserts self
KEY: Problems of
a) Orientation
c) Kontrol
e) Tension-management
b) Evaluation
d) Decision
f) Integration
FIGURE 11-6. Bales’ Group Interaction Model
Source: R.F. Bales, “ A Set of Categories for the Analysis of Small Group Interaction,” American Sociological Review 15 (1950): 257-63. Reprinted with permission.
Team Effectiveness

Performance
– Acceptability of output to customers
– Output:
 Product
 Services
 Information
 Decisions
 Performance Events

Team Viability
– Member’s satisfaction, participation,
willingness to continue working together
Ecological Framework for Analyzing
Work Team Effectiveness
Organizational
Context
 Organizational
culture
 Task design/
technology
 Mission/clarity
 Autonomy
 Performance
feedback
 Rewards/
recognition
 Training &
consultation
 Physical
environment
Boundaries
 Work team
differentiation
 External
integration
Team
Development
 Interpersonal
processes
 Norms
 Cohesion
 Roles
Team
Effectiveness
 Performance
 Viability
Organizational Context & Work
Team Effectiveness
Organizational Culture
 Task Design & Technology
 Mission Clarity
 Autonomy
 Performance feedback
 Rewards & Recognition
 Training & Consulting
 Physical Environment

Team Development

A. Longitudinal Theories
– Norm
– Cohesion
– Roles

B. Tuckman’s Model
– Forming
– Storming
– Norming
– Forming
Team Development…..

C. Team Building (Beckhand, 1969)
– Interpersonal processes
– Goal setting
– Role definition
– Problem solving
Creative Activity In an Organization
Solution
Implementation
Activity
Problem
Finding
Activity
Problem
Solving
Activity
The Hard & Soft Model and
How They Work Together
A Hard Rational Model
Tasks
People
Structure
Compensation
systems
Information &
Decision process
The Hard & Soft Model and
How They Work Together…..
A Soft Intuitive Model & How it Works
Roles
Groups
People
Trust
Shared vision
Common purpose
Mission
Planning
Rewards
Networks
The Two Models Working Together
Roles
Groups
People
Trust
Shared vision
Common purpose
Mission
Planning
Rewards
Strategy
People
Networks
Tasks
Structure
Compensation
systems
Information &
Decision process
Task & Roles

Tasks
– Static
– Clarity
– Content
– Fact
– Science

Roles
– Fluid
– Ambiguity
– Process
– Perception
– Art
Structure & Groups

Structure
– Cool
– Formal
– Closed
– Obedience
– Independence

Groups
– Warm
– Informal
– Open
– Trust
– Autonomy
People & People

People
– Rational
– Produce
– Think
– Tell
– Work

People
– Social
– Create
– Imagine
– Inspire
– Play
Informational Process & Networks

Informational
Processes
– Hard
– Written
– Know
– Control
– Decision

Networks
– Soft
– Oral
– Feel
– Influence
– Implementation