Group Dynamics - Nepal Administrative Staff College

January 5, 2018 | Author: Anonymous | Category: Business, Management, Project Management
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Group Dynamics A training session presentation

Forethought ‘Coming together is a beginning. Keeping together is progress. Working together is success.’ - Henry Ford

OUR primitive learning !

Wisdom of Goose





What Makes People Join Groups?


Goal Achievement

Gholipour A. 2006. Organizational Behavior. University of Tehran

When teamwork is required? Highly complex task

Work done by dynamic cross functional or cross organizational team. Leadership and team make up is constantly adopting to needs of the project in line with desired results

Level of task complexity Work done by team or work group

Depending upon length of project, team building may or may not required Simple & straight forward task

Work done by single individual or work group

Stable & predictable

Team building is critical for the quality of work

No need for team building or team work

Nature of environment

Highly complex & dynamic

Stages of team building

The team performance curve Performance Impact

High-Performance Team Real Team

Working Group Potential Team Pseudo-Team

Team Effectiveness

Assessing team maturity

Tower Game  Work in your group  Build a tower with the help of given resources (flip chart, meta card and cello tape)  The tallest tower making team will win (doesn’t mean that other lose)  Reflect upon your learning from the game  TIME: 5 minutes

Role of team members

Team Effectiveness Model Organizational and Team Environment

Team Design

• Reward systems

•Task characteristics

• Communication systems

•Team size •Team composition

• Physical space • Organizational environment • Organizational structure • Organizational leadership

Team Processes •Team development •Team norms •Team roles •Team cohesiveness

Team Effectiveness • Achieve organizational goals • Satisfy member needs • Maintain team survival

Group Dynamics  The social process by which people interact in a group environment  The influences of personality, power and behavior on the group process  Associated with the size, structure, norms, values, role etc. of the group  Group dynamics affects group cohesiveness and performance

Functional dynamics         

Synergy More resources for problem solving Improved creativity and innovation Improved quality of decision making Greater commitments to tasks Increased motivation of members Better control and work discipline More individual need satisfaction Synchronization of efforts

Dysfunctional dynamics    

Conformity Groupthink Social loafing Risky shift

Preventing groupthink    

Every group member a critical evaluator Avoid rubber-stamp decisions Different groups explore same problems Rely on subgroup debates and outside experts  Assign role of devil’s advocate  Rethink a consensus

Conditions for Social Loafing  Low task interdependence  Individual output not visible

 Routine, uninteresting tasks  Low task significance

 Low collectivist values

Group cohesiveness Member Similarity Member Interaction

External Challenges

Group Cohesiveness Team Success

Team Size Somewhat Difficult Entry

Cohesiveness outcomes Members of cohesive teams  Want to remain members  Willing to share information  Strong interpersonal bonds

 Want to support each other  Resolve conflict effectively  More satisfied and experience less stress .

Cohesiveness-Productivity Relationship Cohesiveness

Alignment of group and organizational goals




Strong Increase In Productivity

Moderate Increase In Productivity


Decrease in Productivity

No Significant Effect On Productivity

High performing team has…       

Clear, elevating goals Results-driven structure Competent team members Unified commitments Collaborative climate Standards of excellence External support and recognition  Principled leadership

For effective teamwork…         

Be realistic and prepared Appropriate individual workload Clear expectations Communication of short/long-term goals Enthusiasm builds commitment Confidence in the team Open-minded and mutual respect Spirit of Cooperation is must Learn key skills to be a good team player

We are Team Leaders  MODEL the behavior you want to see  CONNECT with the people you lead  INVOLVE them wherever you can

Concluding thought

Jack Welch, Former CEO of General Electric

 "We've developed an incredibly talented team of people running our major businesses, and, perhaps more important, there's a healthy sense of collegiality, mutual trust, and respect for performance that pervades this organization.”


things we learned together

Basanta Raj Sigdel Nepal Administrative Staff College Cell 9841310840, Email: [email protected]

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