group dynamics budi anna keliat
DESCRIPTION
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. - PowerPoint PPT PresentationTRANSCRIPT
![Page 1: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/1.jpg)
GROUP DYNAMICS
Budi Anna Keliat
![Page 2: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/2.jpg)
A. Central Concepts In Group Dynamics1. Types of Groups
Fiedler
2. Group NormsNorms = standards of behavior
3. The Social Structure of Groups Group leader: task & social leader Regular member Deviates Isolates
InteractingCoactingConteracting
![Page 3: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/3.jpg)
A. Central Concepts In Group Dynamics…..4. 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
5. Group Cohesiveness Hasil riset: Hubungan cohesiveness dan productivity1. The greater the congruence of the status attributes of
group member, the greater the cohesiveness of the group.
2. Higher status congruence in a group leads to improved social relationships and improved personal emotional states.
![Page 4: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/4.jpg)
A. Central Concepts In Group Dynamics…..5.Group Cohesiveness…..
3. Cohesiveness of a group is greater if membership chenges are infrequent or do not occur at all.
4. The more cohesive the group, the more communications will be directed at deviates.
5. Cohesive groups have a higher level of intermember communication than non cohesive groups.
6. The greater the cohesiveness of a group, the greater the influence the group will exert upon its members.
7. Small groups have a greater probability of being cohesive than large ones, other things being equal
8. The more dependent an individual is on the group, the more cohesive it will be perceived by him.
9. Competition within a group (intragroup conflict) has a negative influence on group cohesiveness
10.Competition between groups increase the cohesion within the competing groups
![Page 5: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/5.jpg)
A. Central Concepts In Group Dynamics…..5. Group Cohesiveness…..
Group cohesiveness and productivity1. People in highly cohesive groups generally
experience fewer work-related anxieties.2. Highly cohesive groups tend to have lower
absenteeism and turnover.3. 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.
4. The effect of cohesiveness upon productivity varies with the source of cohesiveness.
5. The effect of cohesiveness upon productivity varies with the type of leadership received.
![Page 6: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/6.jpg)
A. Central Concepts In Group Dynamics…..6. Intergroup Behavior and Conflict
Within Group Between GroupSumber konflik: Struktur organisasiAda hasil riset: Gray & Starke (hal. 449)
![Page 7: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/7.jpg)
B. MODELS OF SMALL-GROUP BEHAVIOR1. The Homans Model (Gray & Starke, 1984: 451)
Technology job Design Physical
ConditionsManagement
Assumptions and Practices
Leadership Behavior
Formal Organization
Rules
“External” Rewards and Punishments
Economic and Social Environment
Personal Backgrounds “External” Status
Factors
BACKGROUND FACTORS REQUIRED AND GIVEN BEHAVIOR
EMERGENT BEHAVIOR CONSEQUENCES
Given Sentiments or
Values
Required Sentiments
Required Interactions
Required Activities
Internal Social Structure
(Membership Categrories)
Individual Developmen
t
Satisfaction
Productivity
(“Internal System”)
Emergent Interaction
Emergent Activity
Emergent Sentiment
Norms
FEEDBACK
FIGURE 11-5. The Homans Model of Work Group BehaviorSource: Paul R. Lawrence and John A. Seiler, Organizational Behavior and Administration (Homewood, III.: Richard D.
Irwin, 1965), p. 158. Reprinted with permission.
![Page 8: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/8.jpg)
Interaction Process Analysis
SOCIAL EMOTIONAL AREA
Positive reactions
Attempted answers
Questions
Negative reactions
3 Agree, shows passive acceptance, understands, concurs, complies
2 Shows tension release, jokes, laughs, shows satisfaction
1 Shows solidarity, raises others status, gives help, rewards
6 Gives orientation, information, repeats, clarifies, confirms
5 Gives opinion, evaluation, analysis, expresses feeling, wish
4 Gives suggestion, direction, implying autonomy for others
9 Asks for suggestion, direction, possible wavs of action
8 Asks for opinion, evaluation, analysis, expression of feeling
7 Asks for orientation, information
TASK AREA
TASK AREA
1 2 Shows antagonism, deflates others status, defends or asserts self
1 1 Shows tension, asks for help, withdraws from field
1 0 Disagrees, shows passive rejection, formality, withholds help
SOCIAL-EMOTIONAL AREA
KEY: Problems of
a) Orientation c) Kontrol e) Tension-management
b) Evaluation d) Decision f) Integration
FIGURE 11-6. Bales’ Group Interaction ModelSource: R.F. Bales, “ A Set of Categories for the Analysis of Small Group Interaction,” American Sociological Review 15 (1950): 257-63. Reprinted with
permission.
a b c d e f
2
![Page 9: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/9.jpg)
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
![Page 10: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/10.jpg)
Ecological Framework for AnalyzingWork Team Effectiveness
OrganizationalContext Organizational
culture Task design/
technology Mission/clarity Autonomy Performance
feedback Rewards/
recognition Training &
consultation Physical
environment
Boundaries Work team
differentiation External
integration
TeamDevelopment Interpersonal
processes Norms Cohesion Roles
TeamEffectiveness Performance Viability
![Page 11: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/11.jpg)
Organizational Context & Work Team Effectiveness Organizational Culture Task Design & Technology Mission Clarity Autonomy Performance feedback Rewards & Recognition Training & Consulting Physical Environment
![Page 12: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/12.jpg)
Team Development A. Longitudinal Theories
– Norm– Cohesion– Roles
B. Tuckman’s Model– Forming– Storming– Norming– Forming
![Page 13: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/13.jpg)
Team Development….. C. Team Building (Beckhand, 1969)
– Interpersonal processes– Goal setting– Role definition– Problem solving
![Page 14: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/14.jpg)
Creative Activity In an Organization
ProblemFindingActivity
SolutionImplementation
Activity ProblemSolvingActivity
![Page 15: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/15.jpg)
The Hard & Soft Model andHow They Work Together
A Hard Rational Model
Tasks
People Structure
Compensationsystems
Information &Decision process
![Page 16: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/16.jpg)
The Hard & Soft Model andHow They Work Together…..
A Soft Intuitive Model & How it Works
Groups
Trust
Shared visionCommon purpose
MissionPlanning
Roles
People
NetworksRewards
![Page 17: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/17.jpg)
The Two Models Working Together
Groups
Trust
Shared visionCommon purposeMissionPlanning
Roles
People
NetworksRewards
Tasks
People Structure
Compensationsystems
Information &Decision process
Strategy
![Page 18: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/18.jpg)
Task & Roles Tasks
– Static– Clarity– Content– Fact– Science
Roles– Fluid– Ambiguit
y– Process– Perceptio
n– Art
![Page 19: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/19.jpg)
Structure & Groups Structure
– Cool– Formal– Closed– Obedience– Independenc
e
Groups– Warm– Informal– Open– Trust– Autonom
y
![Page 20: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/20.jpg)
People & People People
– Rational– Produce– Think– Tell– Work
People– Social– Create– Imagine– Inspire– Play
![Page 21: GROUP DYNAMICS Budi Anna Keliat](https://reader035.vdocuments.site/reader035/viewer/2022062501/56816439550346895dd601da/html5/thumbnails/21.jpg)
Informational Process & Networks Informational
Processes– Hard– Written– Know– Control– Decision
Networks– Soft– Oral– Feel– Influence– Implementatio
n