Great Lakes Institute Of Management Management Essay

These groups are bunchs of people who portion a close bond. Such groups usually comprise of household or close friendly relationship circles where there is face-to-face, confidant and personal interaction. There is besides frequently a high degree of mutuality among members. Primary groups are besides the main agencies of socialisation in society. These are the chief topographic points where values, orientations and attitudes are developed and sustained.

Secondary groups

These are groups in which members are seldom at all in direct contact. They are frequently big and officially organized. Examples of these are Trades brotherhoods and rank organisations such as the National Trust. Though they are an of import topographic point for socialisation, they are secondary to primary groups.

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Planned groups

Such groups are specifically formed for some purpose – either by their members, or by the act of certain external persons, groups or organisations. They are task or end oriented. An illustration of planned groups would be the Placement Committee or Events Committee in a college.

Emergent groups

These groups come into being comparatively spontaneously where people find themselves together in one topographic point, or where the same aggregation of people bit by bit comes to cognize of each other through conversation and interactions over a period of clip. Such groups are non formed for any specific intent as such or formed under any formal organisational model, but come into being due to continued interaction of its members either in a formal or informal environment.

GROUP DYNAMICS

Group dynamics refers to the societal procedure by which people interact and behave in a group environment. It concerns the influence of personality, power and behaviour of persons on the group procedure. Its range includes how and why groups signifier, their construction and procedure and how they function.

Why Groups Form

There are several theories about how and why groups signifier. The important 1s are:

Authoritative Theory

This theory was developed by George Homans. It fundamentally states that groups develop based on activities, interactions, and sentiments.

Social Exchange Theory

This theory states that persons form relationships based on the “ inexplicit outlook of reciprocally good exchanges based on trust and felt duty. ” Persons expect to reciprocally derive from interaction with each other to accomplish certain aims and hence they form groups.

Social Identity Theory

This theory believes that persons form/join groups because they get a sense of individuality and self-pride based upon their rank in that group.

STAGES OF GROUP FORMATION

Group kineticss is besides concerned with how groups form. The undermentioned phases are those which are considered to be the most common and the most important:

Forming

This phase is normally characterized by confusion and uncertainness. The cardinal ends of the group have non yet been established. The nature of the undertaking and leading of the group has besides non yet been determined. Therefore, the Forming phase is an orientation period when members get to cognize one another and portion their outlooks and anxiousnesss about the group. Members learn the intent for which the group has been established every bit good as the regulations to be followed. The Forming phase should non be rushed because trust and openness must be developed and this is normally a slow and long procedure. Persons are normally confused during this phase because functions are non clear and there may non be a strong leader.

Ramping

In this phase, the group is likely to see the highest degree of dissension and struggle. Members frequently challenge group ends and there is a battle for power. Persons frequently compete for the leading place during this phase of development. This can be a positive experience for all groups if members can accomplish coherence through declaration and treatment. Members frequently voice concern and unfavorable judgment in this stage. However, if members are non able to decide the struggle, so the group will frequently interrupt up or go on in being but will stay uneffective and ne’er progress to the other phases. Therefore this phase is the ‘make or interruption ‘ phase.

Norming

This phase is characterized by the acknowledgment of single differences and shared outlooks. By now persons have an thought about the others ‘ behavior and nature? The group easy begins to explicate norms to steer the behavior of perverts and set up a codification of behavior. Hopefully at this phase the group members will get down to develop a feeling of group coherence and individuality. Group concerted attempt can be used to give consequences. Duties are divided among the group members and the group decides how it will measure advancement.

Performing

During this phase of group formation, persons accept each other and struggle is resolved through group treatment. Group members make determinations through a rational procedure that is focused on relevant ends instead than on emotional issues. The group gears up to concentrate on public presentation and consequences. By this phase the group is by and large a cohesive unit and hence they work together expeditiously to accomplish their ends.

Adjourning

In a batch of instances, the Performing phase is the concluding phase. However, for groups which are formed entirely for a peculiar procedure, they experience another phase every bit good, known as the Adjourning phase. This phase is characterized by the disbandment of the group. There are several grounds why groups disband such as, achievement of the undertaking or persons make up one’s minding to travel their ain ways. Group members frequently experience feelings of closing and unhappiness as they prepare to go forth.

FACTORS AFFECTING GROUP BEHAVIOUR:

There are several factors which affect group behavior and influence group kineticss. They are:

Size of a Group

Many people feel that 8-12 is the ideal size for a group, but it depends on several other factors such as the purposes and intent of the group, the context, etc. The bigger the group, the lesser the part that single members are able to do – and hapless determinations may be the consequence. Generally, little groups are faster and more efficient while big groups are better for acquiring diverse sentiments, and are therefore more originative. One of the chief jobs with big groups is ‘social buming ‘ , which is the inclination of persons to set in less attempt while working jointly than entirely.

Background of Group Members

Who the group members are and their ground for go toing will besides act upon group kineticss. If the members are forcibly sent by their employers to be a member of the group, they may non be interested and may see holding to take part in the group to be a signifier of penalty.

Nature of the Undertaking

The point to which the undertaking is concerned with bring forthing consequences or with advancing the well-being of the members of the group, plays a major function in act uponing group behavior and lending to group kineticss.

Leadership

Groups will be given to follow people who they perceive as holding leading qualities, particularly if he or she has relevant and of import experience in that country. Normally, two or more persons in the group vie for the place of leader.

Group Norms

These are acceptable criterions of behavior shared by all group members. Performance norms indicate the degree of end product, how to acquire the occupation done how difficult members should work and so on. These norms are highly powerful in act uponing an person ‘s public presentation. Often there is a batch of force per unit area on persons to conform to group norms and this significantly affect behavior and attitudes of members.

Assigned/Adopted Functions

In each group, there are different functions that are assigned to assorted persons. Once the leader has emerged, person becomes the secretary/enforcer. This individual takes notes, organizes stuffs, and supports the leader. The expert provides relevant information, either through primary or secondary beginnings of informations. Experts frequently believe that they are outside the group kineticss, but of class, no 1 is. Experts do take a side, and advocator for it. Some members act as kids who are good – enthusiastic, or bad – troublesome. The informer function involves happening facts and giving advice or sentiments. Clarifiers interpret assorted group thoughts, specify such footings, and clear up issues for the group. Summarizers restate group suggestions, offer support with determinations, and come to decisions for the group. Reality examiners analyse thoughts and prove the thoughts in existent state of affairss to see if they are practical. The harmoniser will seek to cut down tenseness in the group, aid in accommodating and interceding over any differences, and explore assorted chances. Gatekeepers frequently render communicating channels unfastened and do suggestions that encourage engagement from the group. The consensus examiner asks if the group is approaching a determination and will prove possible decisions. Encouragers are friendly, warm, and receptive to other group members ‘ thoughts. The compromisers modify determinations, offer via medias, and admit mistakes. Blockers will pig-headedly defy the thoughts of the group, disagree with group members for personal grounds, and have hidden dockets. The dominator function efforts to command conversations by sponsoring others. Therefore with so many functions all interacting continuously with each other, group kineticss will decidedly come into drama.

Functions are Clear

The leader is clearly the leader and the hatchet man is clearly the hatchet man. Experts provide cognition, and are given unequivocal functions in the group that reinforce their desire to collaborate and lend. Good kids are nurtured and educated. Bad kids are valued for their creativeness, and allowed measured input. Failed or secondary leaders are converted to experts or hatchet mans. Therefore each function needs to be clearly defined, filled by the right person and there should be no clang among members in their several functions.

Status

Status refers to a socially defined place or rank given to group members by others in the group or in other groups. Persons with perceived higher position are by and large given more freedom to divert from group norms and be given to be more self-asserting than other group members.

RICHARD HACKMAN:

GROUP GOAL

Praise and support for group members is provided merely for fostering the ends of the group, non for taking the floor for personal, societal grounds.

1.A Bing a existent squad: Richard Hackman says that sharing the undertaking, clear uping the boundaries among the squad members and outside the group is really of import for developing a praiseworthy group.

2.A Compelling way: at that place has to be some specified way in which the group has to travel, which consequences from a clear, effectual, disputing, and eventful end?

3.A Enabling construction: Resulting from making holding undertakings which have existing degree of assortment, a group size that is non excessively big of gifted group members who have at least moderate degree of societal accomplishment, and strong norms that will stipulate allow behaviors?

4.A Supportive context: that occurs in groups nested in larger groups ( e.g. companies ) . In companies, supportive contexts involves a ) wages systems that reward public presentation and cooperation ( e.g. group based wagess linked to group public presentation ) , B ) an educational system that develops member accomplishments, degree Celsius ) an information and stuffs system that provides the needed information and natural stuffs ( e.g. computing machines ) .

5.A Adept coaching: which occurs on the rare occasions when group members feels they need help with undertaking or interpersonal issues. Hackman emphasizes that many squad leaders are overbearing and undermine group effectivity.

JACOB MORENO – PSYCHODRAMA:

This activity includes three phases: warm up, action and sharing

WARM-UP- in this phase the supporter either chosen by the group members, leader or self-decided signifiers the thoughts and ideas which he wants to convey out in the signifier of action in forepart of his group. This stage is designed to give the feeling of the existent state of affairs. This stage is concerned with set uping socio-metric connexions, constructing coherence and increasing spontaneousness. The group becomes the safe container, the uterus within which a kid is warmed up to the ultimate self-generated act of birth.

Action: at this phase the protagonist stairss on the phase to take action on his behalf, to do alterations around the issue he/she identified as a trouble in the warm-up stage. The supporter holds the purpose and portions it with the group and the manager. The action is wholly ad-lib, open and it unfolds bed by bed as the supporter moves from scene to scene, unblocking spontaneousness, acquiring closer to his Centre to the truth, through originative, fresh ways of being. The other members present at that place help the supporter by either playing the character of the supporters itself or of some colleague. Throughout the whole procedure the manager or leader provides consistent support and counsel to the supporter by utilizing few techniques such as function reversal, duplicating or mirroring as done by other group members.

Sharing: After the passage is complete the supporter makes his entry, once more, to the group. He/she had given the generous gift of courage and truth, and it is now his Tom to rest and have while other members of the group portion with him/her their feelings and penetrations that were brought up by the supporter ‘s play. After taking a immense hazard of exposing his inner battles, the supporter can hear other people portion similar painful feelings and experiences, so he feels accepted, supported and understood for who he/she is. What used to be private shame becomes public triumph for all involved as the existent human experiences are revealed and shared.

INTERGROUP DYNAMICS:

The manner in which groups interact with other groups, is best examined in footings of the interaction type groups engage in. Intergroup interactions depends mostly on the frequence to which groups must interact in order to accomplish their ends, and the type of compatibility between the ends of different group

Collaboration When two groups have to travel together, interaction is necessary when the ends of two groups are mostly compatible and grade of partnership is required for successful end achievement.

Mutuality For Group work the grade to which one group depend on other and is determined by the type of group undertakings, the organisational authorization system and organisation construction.

Mutuality may happen in 3 common signifiers:

a. Pooled mutuality: The combined attempts of mostly separate groups positively contribute to the organisation.

B.Sequential mutuality: The end product of one group is used as the input for another group.

C.Reciprocal mutuality: Common exchanges series between groups require a high grade of uninterrupted interactions.

Competition It occurs when groups have to run into marks, interaction normally occurs when two groups must interact to run into specific ends that are immensely incompatible.

Avoidance When minimum coaction is non warranted, interaction is found between groups where there are conflicting or different ends. These interactions are viewed as holding low impact on successfully accomplishing each group single ends.

INTERGROUP CONFLICT

Intergroup struggle may be caused by competition for, end mutual exclusiveness, resources, clip mutual exclusiveness, and combative influence tactics. There are activities that organisations can take part in to cut down and forestall competition between groups.

Resources: Resources are by and large limited within organisations ; depending upon demand the competition for resources between groups is ineluctable.

Goal Incompatibility: Goal mutual exclusiveness occurs when the ends of 2 groups are in direct resistance such that one group will accomplish its end while the other group is unable to make the end. Goal mutual exclusiveness may be distinguished between existent end mutual exclusiveness and perceived end mutual exclusiveness.

Time Incompatibility: Work groups perform different ends, have different undertakings and interact with different client such that groups will hold different clip frames and deadlines in which they operate.

Contentious Influence Tacticss: It includes menaces, demands, and negative behaviors may be used to try to act upon others, it creates rhythms of revenge and act uponing the sentiments of those within their ain group making bad reputes.

INTER-GROUP CONFLICT Resolution:

Negotiation: facilitate communicating of issues doing struggle between groups, so that groups can make a declaration that is suited to members for both groups. “ Principled dialogue by Fischer and ury refers to one manner of dialogue in which members attempt to problem-solve until a declaration between groups is reached instead than concentrating on single places.

Member exchanges allow group members to interchange place with those of the other group members. These exchanges are intended to supply a new chance.

Intergroup Team Development may be used to better dealingss for members within the same group or between groups. One intercession developed, Do members of both groups generate one list that describes how they think the other group will depict them and one list about how the group perceives the other group ; the lists are so shared with both groups to cut down misperceptions.

Reducing the demand for intergroup interaction it may be necessary, for work groups that can non work good together. A “ coordinating group ” may be used as an intermediary between groups so that each group would pass on through it.

Organizations may make extra resources by adding extra stock list so that groups do non hold to interact as often. Organizations may besides cut down undertaking mutuality between those groups that function under different clip frames and deadlines.

The resource allotment procedure should be just Resource is really valuable, so all groups have entree to the procedure. The Political considerations between groups should be minimized. Organizations should foremost analyze the procedure to find which groups have the resources needed to be place effectual.

INTRA-GROUP DYNAMICS:

Intra-group kineticss ( besides referred to as in-group- , within-group ) are the implicit in procedures that give rise to a set of norms, functions, dealingss, and common ends that characterize a peculiar group.

Group coherence refers to the procedures that keep members of a societal group connected. Footings such as attractive force, solidarity, dependence and morale are frequently used to depict group coherence. It is one of the most of import features of a group, and has been linked to group public presentation.

Individual Behaviour: Surveies have found that persons work harder and faster when others are present.

Attitudes: within the in-group are based on how persons in the group see their other members. Persons tend to upgrade sympathetic in-group members and pervert from unsympathetic group members,

INTRA-GROUP Conflict:

Task Conflict: Task struggle arises when intra-group members disagree on the issues that are relevant for run intoing shared ends. Effective groups make usage of these struggles to do programs, work out jobs, surrogate creativeness, and decide misinterpretations. However, people who disagree with the group do so at their ain hazard, even when their place is sensible. Conflict shapers frequently receive a high degree of animus from other group members, are less well-liked, assigned low-status undertakings, and are sometimes ostracized.

Procedure Conflict: Procedure struggle refers to disagreement over the methods and procedures the group should utilize in order to finish its undertakings. It occurs when schemes, processs and policies clash. For illustration, some group members may propose discoursing conflicting thoughts, while other group members prefer to set conflicting thoughts to a ballot. During procedural struggles group members disagree on how and why to differ. Situations of procedural struggle can be minimized by following formal regulations that focus on ends, decisional procedures, and duties.

Personal Conflict: Personal struggles, besides known as personality conflicts/emotional struggles or relationship struggles, are struggles that occur when group members dislike each-other. Personal disfavors do non ever ensue in struggle, but people frequently mention their negative feelings toward another group member while kicking about their group ‘s members. Besides, there is grounds that a big proportion of group struggles are so personal struggles. Study of high degree corporate executives revealed that 40percent of differences are due to “ single hostility between the principals without specific mention to other issues ” Criticism, when one individual evaluates another, or his/her work negatively, feedback is one common cause of personal struggle

Distinct subgroups within a more loosely defined group are formed which group together and make struggles with others.

Morale:

Harmonizing to sociologist Alexander Leighton, “ morale is the capacity of a group of people to draw together persistently and systematically in chase of a common intent. ”

It is of import to heighten employee morale so as to allow an administration thrive.

By and large, organisations with high morale experience higher productiveness and staff battle, than those with lower employee turnover and absenteeism. These houses find it easier to pull and retain the gifted employees.

WHY MORALE SUFFERS:

There are many things that can do squad morale to dunk. Some of them are:

Layoffs and restructuring.

Poor leading.

Poor communicating.

Lack of authorization or liberty.

Inflexible working conditions.

Cancellation of squad benefits.

Organization ‘s repute or public image is hampered.

Losing a large contract or client.

Difficult squad of colleagues.

Heavy work loads doing emphasis, with less or no wages or gratitude.

SIGN OF LOW MORALE:

Directors frequently do n’t recognize that morale among employees is hapless. Some of the marks that are really of import in detecting marks of low morale among employees are as follows:

Obvious sadness.

Increased ailments at work or other squad members.

Increased absenteeism.

Increased struggles among team members.

Insubordination or fractiousness.

Disorganized work environments.

Increased employee turnover.

Decreased productiveness.

Lack of enthusiasm.

Leader Morale

It is of import to understand that the morale of employees depends upon the morale of the leader. If the leader has certain morale issues, he needs to work on ways of heightening his morale.

The director must concentrate on reconstructing your assurance. The squad is ever watching the leader. If the leader is experiencing positive and confident, the squad will ever make good.

ENHANCING TEAM MORALE:

1. Reconnecting With Your Team

Morale is higher in state of affairss where squad members feel near to their directors. A director can make this type of environment by developing good relationships with his squad, and by reconnecting whenever possible.

It is frequently advised to pattern the construct of Management by Walking Around so you can “ touch base ” with squad members frequently. With regular contact and communicating with the squad, the director can set up trust and resonance with his squad.

It besides helps in developing emotional intelligence in the leader i.e. the better the director can feel the emotions and demands of his employees ; the better he will be as a leader.

2. Developing Your Team

A director must guarantee development of his squad by understanding their developmental demands, and by utilizing Training Needs Assessments to do certain that everyone is decently trained.

Cross-Training is besides another effectual manner of constructing morale, and bettering productiveness.

3. Bettering the Workplace

Morale can besides endure because of the physical environment in which the squad has to work in.

Are these suites safe and hygienic? Is the air-quality beverage? Do squad members have the tools and resources they need to work efficaciously? A director must guarantee betterment of the offices and other suites your squad uses every twenty-four hours.

4. Bettering Communication

Poor decisional communicating can be another common root cause of low morale.

Rumors can distribute rapidly through the grape-vine in the workplace, and these can destroy/reduce morale. This is why it is of paramount importance to give people accurate and timely information.

A director must besides place ways to maintain his squad informed. Sending a hebdomadal electronic mail with of import updates, or giving a few proceedingss in regular meetings to maintaining people informed with what ‘s traveling on are a few ways.

Communication must besides flux both ways. Directors must promote his squad to supply feedback to the director.

5. Puting Measurable Goals

Morale can fall when employees are ill-defined about what they should be making, or what the director ‘s outlooks are. This deficiency of way in employees causes confusion and concern in employees.

A Manager must do certain that his people are cognizant of his organisation ‘s mission and vision, and of how their work contributes towards the accomplishment of these aims. Understanding these gives members of your squad a clear position of what the organisation expects, assists them in believing about how they can utilize their ain endowments and accomplishments to full-fill the organisation ‘s mission.

A director must besides put SMART ends i.e. Specific, Measurable, Achievable, Relevant, Timely, in earning support of the employees.

6. Rebuilding Assurance

A director must larn how to construct assurance in other people. One great manner of making this is to give them more autonomy to do determinations. A director must depute undertakings and duties, and force them to work towards disputing but accomplishable ends. A director must besides larn to observe accomplishments.

7. Concentrating on Talent Management

In Tough times for the organisation, the director might hold jobs maintaining his most gifted employees or in pulling new endowment. This is another really of import ground in the instance of reconstructing morale: if morale is low in the group, talented employees are likely to go forth the house.

The director may utilize talent direction schemes to guarantee that his employees stay interested in the organisation.

8. Keeping Peoples Motivated

Keeping people motivated is one of the most of import occupations of a director, it ‘s of import to maintain people motivated so that the squad can achieve its ends & A ; aims.

A Manager must besides maintain his out for marks of low morale and must use effectual schemes to meet low morale.

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