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GROUP DYNAMICS Budi Anna Keliat

GROUP DYNAMICS Budi Anna Keliat. A. Central Concepts In Group Dynamics. Types of Groups Fiedler Group Norms Norms = standards of behavior The Social Structure of Groups Group leader: task & social leader Regular member Deviates Isolates. Interacting. Coacting. Conteracting.

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GROUP DYNAMICS Budi Anna Keliat

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  1. GROUP DYNAMICSBudi Anna Keliat

  2. A. Central Concepts In Group Dynamics • Types of Groups Fiedler • Group Norms Norms = standards of behavior • The Social Structure of Groups • Group leader: task & social leader • Regular member • Deviates • Isolates Interacting Coacting Conteracting

  3. A. Central Concepts In Group Dynamics….. • 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 • Group Cohesiveness • Hasil riset: Hubungan cohesiveness dan productivity • The greater the congruence of the status attributes of group member, the greater the cohesiveness of the group. • Higher status congruence in a group leads to improved social relationships and improved personal emotional states.

  4. A. Central Concepts In Group Dynamics….. • Group Cohesiveness….. • Cohesiveness of a group is greater if membership chenges are infrequent or do not occur at all. • The more cohesive the group, the more communications will be directed at deviates. • Cohesive groups have a higher level of intermember communication than non cohesive groups. • The greater the cohesiveness of a group, the greater the influence the group will exert upon its members. • Small groups have a greater probability of being cohesive than large ones, other things being equal • The more dependent an individual is on the group, the more cohesive it will be perceived by him. • Competition within a group (intragroup conflict) has a negative influence on group cohesiveness • Competition between groups increase the cohesion within the competing groups

  5. A. Central Concepts In Group Dynamics….. • Group Cohesiveness….. • Group cohesiveness and productivity • People in highly cohesive groups generally experience fewer work-related anxieties. • Highly cohesive groups tend to have lower absenteeism and turnover. • 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. • The effect of cohesiveness upon productivity varies with the source of cohesiveness. • The effect of cohesiveness upon productivity varies with the type of leadership received.

  6. A. Central Concepts In Group Dynamics….. • Intergroup Behavior and Conflict • Within Group • Between Group Sumber konflik: • Struktur organisasi Ada hasil riset: Gray & Starke (hal. 449)

  7. BACKGROUND FACTORS REQUIRED AND GIVEN BEHAVIOR EMERGENT BEHAVIOR CONSEQUENCES (“Internal System”) Technology job Design Physical Conditions Required Activities Emergent Interaction Emergent Activity Productivity Management Assumptions and Practices Leadership Behavior Formal Organization Rules “External” Rewards and Punishments Required Interactions Norms Satisfaction Required Sentiments Emergent Sentiment Individual Development Given Sentiments or Values Economic and Social Environment 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. B. MODELS OF SMALL-GROUP BEHAVIOR1. The Homans Model (Gray & Starke, 1984: 451)

  8. Interaction Process Analysis SOCIAL EMOTIONAL AREA 2 • Shows solidarity, raises others status, gives help, rewards Positive reactions • Shows tension release, jokes, laughs, shows satisfaction • Agree, shows passive acceptance, understands, concurs, complies TASK AREA • Gives suggestion, direction, implying autonomy for others Attempted answers • Gives opinion, evaluation, analysis, expresses feeling, wish • Gives orientation, information, repeats, clarifies, confirms a b c d e f TASK AREA • Asks for orientation, information Questions • Asks for opinion, evaluation, analysis, expression of feeling • Asks for suggestion, direction, possible wavs of action SOCIAL-EMOTIONAL AREA • 0 Disagrees, shows passive rejection, formality, withholds help Negative reactions • 1 Shows tension, asks for help, withdraws from field • 2 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.

  9. 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

  10. 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 Ecological Framework for AnalyzingWork Team Effectiveness

  11. Organizational Context & Work Team Effectiveness • Organizational Culture • Task Design & Technology • Mission Clarity • Autonomy • Performance feedback • Rewards & Recognition • Training & Consulting • Physical Environment

  12. Team Development • A. Longitudinal Theories • Norm • Cohesion • Roles • B. Tuckman’s Model • Forming • Storming • Norming • Forming

  13. Team Development….. • C. Team Building (Beckhand, 1969) • Interpersonal processes • Goal setting • Role definition • Problem solving

  14. Problem Finding Activity Solution Implementation Activity Problem Solving Activity Creative Activity In an Organization

  15. Tasks People Structure Compensation systems Information & Decision process The Hard & Soft Model andHow They Work Together A Hard Rational Model

  16. Roles Groups People Trust Shared vision Common purpose Mission Planning Rewards Networks The Hard & Soft Model andHow They Work Together….. A Soft Intuitive Model & How it Works

  17. Roles Groups People Trust Shared vision Common purpose Mission Planning Rewards Networks Tasks Strategy People Structure Compensation systems Information & Decision process The Two Models Working Together

  18. Task & Roles • Tasks • Static • Clarity • Content • Fact • Science • Roles • Fluid • Ambiguity • Process • Perception • Art

  19. Structure & Groups • Structure • Cool • Formal • Closed • Obedience • Independence • Groups • Warm • Informal • Open • Trust • Autonomy

  20. People & People • People • Rational • Produce • Think • Tell • Work • People • Social • Create • Imagine • Inspire • Play

  21. Informational Process & Networks • Informational Processes • Hard • Written • Know • Control • Decision • Networks • Soft • Oral • Feel • Influence • Implementation

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