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PCTI Group

PCTI Group. Organizational Dynamics MS- 26. BLOCK - 1. Group Dynamics. Introduction.

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PCTI Group

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  1. PCTI Group Organizational Dynamics MS- 26

  2. BLOCK - 1 Group Dynamics

  3. Introduction • “A group is… the largest set of two or more individuals who are jointly characterized by a net work of relevant communications,a shared sense of collective identity and one or more shared goal dispositions with associated normative strengths.” • Primary group: Emotionally attached • Secondary group: Job oriented. Presentation Title | November 7, 2014 | <document classification>

  4. Why study Groups? • To better understand the psychology of the individuals • To better understand larger social units such as organization,institutions ,communities and societies. “Groups should be conceived of as a system whose parts interrelate.” Presentation Title | November 7, 2014 | <document classification>

  5. The Description & Nature of Groups • “any number of people who interact with one another and are psychological aware of one another and perceive themselves to be group” • “A Group has a common needs relating to task, group and individuals and each develops its own”group personality” Presentation Title | November 7, 2014 | <document classification>

  6. Classification of Groups • Formal Group • Command group • Task Group • Committee • Informal Group • Friendship Group • Interest Group • Reference Group • Membership Group • Cliques Presentation Title | November 7, 2014 | <document classification>

  7. Group process as a function of communication • Group definition of reality for members The group control the interpretation of massages by defining the categories of language that govern the selection of sense data The group demonstrate the goals can be reached through by co-operation,which implies dealing with stringent concepts of membership based on group experience Conformity=accepting the group’s definition of reality Presentation Title | November 7, 2014 | <document classification>

  8. The total ‘Factors Affecting’ • “The group we study is not only interactive it is also dynamic. It is a group whose members are continuously changing 7 adjusting relationships with reference to one another.” • Process , Constraints , leadership act as the factors affecting establishment, development, and outcome of group behavior. Presentation Title | November 7, 2014 | <document classification>

  9. Theoretical Approaches to Groups • The Field Theory • Research should lead to social action;action should serve research. • Exchange Theory Individual to individual dealings among the people who happen t make up the group. • Social System theory Focusing the group as a system of networks. Presentation Title | November 7, 2014 | <document classification>

  10. Stages of group development Collaboration Differentiation Confrontation Orientation I IV III II Newly formed group Mature group Presentation Title | November 7, 2014 | <document classification>

  11. Development of Teams • Teams-set of players forming a side in a football match or other game or sport;set of persons working together. • Factors effecting group or a team • Interaction Development • Structure Sub-group formation • Group goals Decision making • Norms,values,standards Cohesion • Influence Climate • Environment Membership • Size Leadership acts Presentation Title | November 7, 2014 | <document classification>

  12. Effects of Group Process on Team Performance • The fact the operating strength of a team is based upon a dependent trust and that this can easily become the source of its easy destruction by a sufficient change of attitude on the part of one or more members, especially when this change is successfully hidden from the others. Presentation Title | November 7, 2014 | <document classification>

  13. Committees • Committees are decision –making and problem-solving group. • Temporary groups which perform divisible task. • Primarily concerned with coming to agreements over issues where individuals or groups may disagree. Presentation Title | November 7, 2014 | <document classification>

  14. Group Cohesiveness & Alienation • Cohesiveness as Interpersonal Attraction. • “ total field of forces which acts on the members to remain in the group.” • The major hurdle in proper utilization of human resources stems from alienating attitudes of employees. • These two terms are opposed to each other. Presentation Title | November 7, 2014 | <document classification>

  15. “Conformity” • Conformity can be defined as a change in a person’s behavior or opinions as a result of real or imagined pressures from a person or group of people” Presentation Title | November 7, 2014 | <document classification>

  16. “Compliance” • Compliance equates obedience and appears to arise as an attempt on the part of an individual to attract reward & avoid punishment. • “ This term best describes the mode of behavior of a person who is motivated by a desire to gain reward or avoid punishment. Typically his behavior is only as long –lived as is the promise of the reward or the threat of punishment. “ Presentation Title | November 7, 2014 | <document classification>

  17. “Identification” • It is a response to group pressure. • To identify indicates a desire to be like the influencer and is concerned with attractiveness. Presentation Title | November 7, 2014 | <document classification>

  18. Reference & Membership group • In social psychological theory ,it has long been recognized that an individual’s membership groups have an important influence on the values and attitudes he holds. More recently, attention has also been given to the influence of his reference groups;the group in which he aspires to attain or maintain membership.” Presentation Title | November 7, 2014 | <document classification>

  19. The Motivational approach to involvement and Alienation. Socialization Process,Cultural, organizational and Group norms. Need Saliency Instrumental Behavior & Attitude Of the job activities: Family Activities,community Activities, Etc. On the job Activities. Satisfaction of needs Perceived Potential or Lack of job to satisfy needs Perceived Potential or Lack of job to satisfy needs Perceived Potential or Lack of job to satisfy needs Family Involvement or alienation Job Involvement or alienation Community related behavior and attitude Presentation Title | November 7, 2014 | <document classification>

  20. BLOCK – 2 ROLE DYNAMICS

  21. Role as an Integrating Point of an Organization & the Individual structure Organizational goals Organization Role Needs Individual Personality Presentation Title | November 7, 2014 | <document classification>

  22. Role as an Interacting Region Between an Organization& the Individual Organization Individual Role Presentation Title | November 7, 2014 | <document classification>

  23. Key terms in Role Analysis • Role Directory • Role • Organizational Position • Focal role • Role Occupant • Mission of the Role • Role Set • Key Function • Critical Attributes • Norms Presentation Title | November 7, 2014 | <document classification>

  24. Role Analysis Technique (RAT) • Developed by Thomas & Dayal –1968 • Four steps of RAT. • Individual initiates discussion of his role ,total range of activities. • Superior questions on definition of the task • Individual and role sender gets on to mutual agreement. • Individual rights up his role. Presentation Title | November 7, 2014 | <document classification>

  25. Comprehensive role Analysis (CRA) • Done to define & clarify the boundaries of the focal roles, to identify its key contributions to organizational goals. 1. Identify the focal role for analysis. 2. Finalize the role set for each focal role 3. Discussion & finalization of the mission or the role 4. The focal role occupant writes down the functions he offers to do in that role. 5. Other member writes down what he expects the focal role to do while performing the said role. 6. The focal role occupant consolidates the expectations for discussion 7. The focal role occupant & role set members sit together & discuss and prepare a list of key functions of the focal role. 8. Norms of role are also listed. Presentation Title | November 7, 2014 | <document classification>

  26. Stress Management

  27. Overview • What is Stress? • Effects • Dealing with Stress • Your Stress Management Plan Presentation Title | November 7, 2014 | <document classification>

  28. Stress Our response to any situation we find challenging, threatening, or difficult Presentation Title | November 7, 2014 | <document classification>

  29. General Adaptation Syndrome Levels of Normal Resistance Exhaustion Alarm Resistance Presentation Title | November 7, 2014 | <document classification>

  30. The "Fight or Flight" Response Presentation Title | November 7, 2014 | <document classification>

  31. Stress • Everyday fact of life • Stress can be good • Excessive stress can be harmful Presentation Title | November 7, 2014 | <document classification>

  32. Organizational Stress • Role stagnation • Inter-role Distance • Role expectation Conflict • Role Erosion • Role overload • Role Isolation • Personal Inadequacy • Self-Role distance • Role Ambiguity • Role Inadequacy Presentation Title | November 7, 2014 | <document classification>

  33. Distress Eustress Not all Stress “bad” Presentation Title | November 7, 2014 | <document classification>

  34. Positive Stress Results • Enables concentration • Increase performance • Energize you into action Presentation Title | November 7, 2014 | <document classification>

  35. Negative results of Stress • Loss of motivation • Reduce effectiveness • Physical, mental and behavioral problems Presentation Title | November 7, 2014 | <document classification>

  36. Some Stress Warning Signals Presentation Title | November 7, 2014 | <document classification>

  37. Physical Stress signs • Increased breathing • Increased heart rate • Muscle tighten (jaw) • Cold clammy hands • Sweating/shakiness Presentation Title | November 7, 2014 | <document classification>

  38. Long term Physical Signs • Less efficient immune system • GI tract disorder • Fatigue • Sleeplessness • Endocrine system problem • Longer recovery from injury Presentation Title | November 7, 2014 | <document classification>

  39. Mental stress sign • Anxiety • Forgetfulness • Depression • Apathy • Confusion • Indecisiveness • Pessimistic • Self Criticism Presentation Title | November 7, 2014 | <document classification>

  40. Behavioral signs of stress • Hostility • Restlessness • Irritability • Under/over eating • Fidgety • Drug abuse Presentation Title | November 7, 2014 | <document classification>

  41. Sign of Job stress • Tired all the day • Resist going to work • Watch the clock • Loss of concentration • Not open to change • Excessive absenteeism • Incorrect/incomplete work Presentation Title | November 7, 2014 | <document classification>

  42. Watch more TV Over/under eat Blame others Smoke, drink, drug use Drive too fast or reckless Withdraw Exercise Eat properly Change the perception Talk to a friend Be active with family Yoga React or Deal with it Presentation Title | November 7, 2014 | <document classification>

  43. Why Do We "Stress Out"? • We perceive a situation as dangerous, difficult, or painful. • We don't believe we have the resources to cope. Presentation Title | November 7, 2014 | <document classification>

  44. Our perception = How stressed we feel Presentation Title | November 7, 2014 | <document classification>

  45. How to manage stress • Identify your stressors • Know how you react • Learn techniques to deal with it • Integrate stress management into your daily life Presentation Title | November 7, 2014 | <document classification>

  46. Mental techniques • Time management • Organize • Re-label • Problem solving Presentation Title | November 7, 2014 | <document classification>

  47. Diversions • Music • Hobbies • Play • Learning • Vacation Presentation Title | November 7, 2014 | <document classification>

  48. Physical techniques • Body scan- relax let-go • Deep breathing • Exercise • Nutrition • Rest • Laughter • Yoga and Meditation Presentation Title | November 7, 2014 | <document classification>

  49. Workplace Skills • Delegate • Anticipate problems • Be assertive • Be decisive • Organize • Balance work and personal time Presentation Title | November 7, 2014 | <document classification>

  50. Other Find a support system Change your attitude Presentation Title | November 7, 2014 | <document classification>

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