9: Group Dynamics
- Page ID
- 48559
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)Explain group dynamics within organizations
- Explain and explore the tension between individual versus groups and group dynamics in organizational life.
- 9.1: Why It Matters- Group Dynamics
- This page highlights the importance of understanding group dynamics in organizations to boost efficiency and innovation. It discusses how collaboration at Ford Motor Company improved production processes, reduced costs, and positively impacted employee conditions and company culture. Effective group management can drive organizational success and societal change, underscoring the need to maximize team potential.
- 9.2: Introduction to Group Dynamics
- This page explores the tension between individual and group dynamics in organizations, highlighting the managerial choice between individual and group management. It presents the pros and cons of each approach and encourages reflection on the effectiveness of group work compared to individual assignments in achieving organizational objectives.
- 9.3: Types of Groups
- This page explains different types of workplace groups, defining them as formal (like command and task groups) with structured roles, and informal (such as interest and friendship groups) based on social needs. It highlights the importance of both types of groups for social interaction and the dynamics of the workplace, emphasizing their roles in motivation and support.
- 9.4: Group Development
- This page examines the stages of group development through sports movies, detailing the five stages: forming, storming, norming, performing, and adjourning. It highlights the dynamics and challenges groups encounter as they become cohesive. The concept of punctuated equilibrium is also introduced, indicating that temporary groups may rapidly change due to crises or deadlines, fostering innovation and new goals.
- 9.5: Group Structure
- This page highlights the essential elements of effective work group structures, including roles, norms, status, size, and cohesiveness. It illustrates how defined roles influence behavior and productivity, while norms establish expected behaviors. Status impacts dynamics and flexibility in following norms. Group size affects decision-making, and cohesiveness can either boost or hinder productivity, depending on norms.
- 9.6: Group vs. Individuals
- This page explores the advantages and disadvantages of group versus individual work, emphasizing social loafing where individuals may contribute less in groups. It outlines the benefits of group decision-making, such as diverse perspectives, alongside challenges like decision fatigue and groupthink.
- 9.7: Putting It Together- Group Dynamics
- This page emphasizes the importance of understanding group dynamics for organizational success. It outlines different types of work groups and their defining characteristics, detailing the stages of group development: forming, storming, norming, and performing, using sports analogies. It clarifies the distinction between groups and teams, noting that all teams are groups, but not all groups are teams. This sets the foundation for further exploration of these concepts.
- 9.8: Discussion- Group Dynamics
- This page outlines the formation of a group by the management of Informational Systems to organize the upcoming annual meeting focused on departmental performance reviews and goal-setting. The group will share findings company-wide and track progress, reporting results quarterly to management. Participants must discuss the group's nature, classification, and improvement strategies from the forming to storming stage, with peer responses required for full participation.