Formation of group behaviour in the organisations
Formation of group behaviour in the organisations
Table of contents
Introduction 2
Chapter 1. What is the group and why
people unite in groups? 3
Chapter 2. Types of groups. 4
Chapter 3. Formation of group and
its basic characteristics. 6
Chapter 4. Potential of group and
its productivity. 13
The conclusion 18
The literature list 20
Introduction
People live and work in groups. 5
billion 400 million the persons occupying our planet, form more than 200 states
in which is 20 million economic organisations and hundred millions various
groups. In the big organisation individuality of the person is dissolved in a
lump of people. Other business in group (a brigade, department, office, etc.).
Here everyone with the abilities, lacks, acts clearly. Owing to features of
group in it there are processes which make essential impact on behaviour of the
person in the organisation. The first has paid to this attention of Elton of
Mayo during the known experiments in Hotorne. The further researches in the
given direction have allowed to draw the important conclusions. First, the
group takes a key place in the organisation. On the one hand, it the natural
form of association of individuals; with another a structural element for
organisation construction. Secondly, the group has positive influence not only
on the separate worker, helping it is better to learn itself, to get new
skills, to satisfy various social requirements; but also on all organisation,
promoting its unity, stability, occurrence of new ideas, perfection of methods
of decision-making and the control. Processes owing to which all it occurs,
Elton of Mayo and Kurt Levin named Group dynamics recognising a key role of
group dynamics in the organizational behaviour, different scientists
differently treat the maintenance of this concept. One put in it formation of
group and management of it. Others consider that it represents a set the
technician and techniques of type of group therapy, role training, etc. The
third at some discrepancy in separate details adhere to the concept of Eltona
of Mayo and Kurta Levin according to which group dynamics is considered from
the point of view of the internal nature of group, their characteristics and
interaction in them individuals. Such sight at group dynamics allows to
approach to its studying as it covers a wide range of questions more deeply.
The author of the given work puts before itself aim to consider most important
of them.
Chapter 1. What is the group and why
people unite in groups?
The answer to the first part of a
question is obvious: he/she is some persons, small meeting of people. Whether
however it is really possible to name any small association of people group?
The majority of researchers assert that for group it is necessary, first, that
its members co-operated and, secondly, that they felt the participation with
each other. These are two or more persons who co-operate with each other,
influence against each other and perceive itself as we, i.e. as community to
which they belong. Such understanding of group in many respects explains the
second part of a question. We will consider basic elements of structure of
concept of group: interaction and an accessory. Interaction assumes action of
individuals on the basis of overall aims and interests. If they are not
present, there is no also a group. A following condition of interaction is the
similar relation of members of group to these purposes and interests.
Individual Х will co-operate with the individual at if at that and at another
installations in value coincide. Further. That the person had a desire to
establish connection with other people, it should have in the long term
possibility to receive as a result of interaction certain moral or material
compensation. The deep sense is put and in the second element of structure of
concept of group. The feeling of an accessory is necessary for the person to
realise its natural aspiration to be with other people, to compare itself to
them and to receive their estimation itself, respect and a recognition. The
accessory to group means also potential possibility for the individual to have
reliable protection. Members of one group will intercede the friend for the
friend and at a meeting with hooligans in the street, and at conversation with
the heads more likely, defending group interests. At last, the accessory to group,
for example, to any club or a trade union provides to the person certain
position in a society, gives it the power and possibilities for achievement of
specific goals. Thus, people unite in groups to satisfy the requirements in
Dialogue. Power strengthening Reception of the certain public status
achievement of social, economic and other purposes.
Chapter 2. Types of groups
There are different criteria on
which classify groups. For example, depending on character of joint activity
they can be industrial, educational, family, etc.; depending on duration and
existence constant or time etc. However the majority of scientists in a basis
of typology of groups take the most general criterion a principle of their
creation. One groups are created directive at will of a management of the
organisation for performance of its purposes, others voluntary workers for
satisfaction of the various requirements. The first name formal, the second the
informal. Formal groups happen two types: administrative and operative. The
groups provided by organizational structure concern the administrative:
departments, sites etc. the operative include workers and employees who
together carry out any task or the project. The command concerns such type, for
example. Informal groups also share on two kinds: Groups on interests and
groups on the basis of friendship. As an example of the first type associations
of people on the basis of aspiration to self-development, increase of the
professional skill or collectors can serve. A source of formation of groups of
the second type are liking to each other and similarity of personal values and
installations. Formal and informal groups have much in common. First, both
those, and others pass similar stages of development. They have hierarchies, leaders,
roles, norms (rule), the status, the size. Thirdly, group dynamics of those and
others are peculiar characteristics are identical: unity and conflicts. At the
same time between them exists basic distinctions. As most important of them
John V. Njustrom and Kate Devis consider the following. Distinctions of formal
and informal groups. The basis for comparison Informal group Formal group:
General mutual relations Informal
Official,
Basic concepts the Power and a
policy of the Right and a duty,
Basic attention to the Person of the
Post,
Source of the power Proceeds from
group,
Management to behaviour of Norm of
the Rule,
Source of management of the Sanction
Compensation and the penalty Is delegated by a management.
Apparently from the table, in informal
groups the dominant role is played by members of groups and their mutual
relation, in formal - official roles in terms of the official rights and duties
of individuals. The informal power, thus, addresses to the person as to the
person and, hence, has personal character; the formal as to the official, it is
established officially. This the leader of informal group receives the power
from fellow workers, formal from an organisation management. The behaviour in
informal group is regulated by group sanctions, in the formal Rules and duty
regulations. At last group sanctions serve in informal group as influence
methods on management of behaviour, in formal Rewardings and penalties.
All these distinctions promote
creation in informal groups of special interpersonal relations which make at
times stronger impact on behaviour of workers, than the administrative power.
Therefore, though informal groups are created not at will of the management,
each manager should reckon with them. How informal groups with formal
co-operate, efficiency of the organisation depends finally. Informal groups
have many the advantages. They facilitate administrative loading of management:
if members of such group divide the organisation purposes carry out the
control. Informal groups promote cooperation and cooperation, reception of
satisfaction from work, serve some kind of the valve for an exit of emotions of
workers, improve communications in the organisation. Use of all these
possibilities for increase of efficiency of the organisation? A direct duty of
management. Exist a number of the rules checked up in practice which each
manager should adhere in the work with informal groups.
Their essence is reduced to, that:
1. To recognise existence of
informal group and to realise that its suppression will cause organisation
easing.
2. To listen to opinions of members
and leaders of informal groups, that the nobility their mood.
3. Before accepting any actions, to
count their possible consequences for informal group.
4. For easing of resistance to
changes in the organisation from outside informal group to involve its members
in acceptance of administrative decisions.
5. In due time to give out to
workers the exact information, interfering with that to distribution of
hearings.
Chapter 3. Formation of group and
its basic characteristics
In the literature there are some
models of formation of group, and in each of them stages of its life cycle are
called differently. For example, James L.Gibson, John Ivantsevich and James H.
Donneli - younger consider that each group passes in the development through
stages: a mutual recognition, dialogue and decision-making, motivation and
efficiency, the control and the organisation. According to L. V. Kartashovoj,
Т. V. Nikonovoj and Т. O. Solomanidinoj, such stages five: an initial stage of
formation, a stage of the intragroup conflict, maintenance of unity of group, a
stage of the highest working capacity and a final stage (for time groups). Е.
G. Moll, as well as the American scientists, allocates also 4 stages: group
formation, a stage a storm and a storm, an execution stage. A lack of all these
definitions is their some randomness, absence of methodological criterion. At
the heart of author's model the concept based on processes which define
features of development of each group lies. These processes, in the
conventional opinion of psychologists, are that: adaptation, identification,
integration and communications. Adaptation characterises the initial stage of
formation of group when its members learn and accept each other, form problems,
develop norms of behaviour when start to be shown structure, hierarchy, the
status, roles, leadership. Identification is connected with formation of
feeling of an accessory of the individual to group. This process proceeds at
three levels: the emotional as ability to empathize.
How ability to become on the point
of view of other person or all group and behavioural? As aspiration to obey to
developing group norms. Integration marks itself a stage when the race for
power in group is already finished, group norms, roles of everyone that is when
association of individuals has turned to individual collective are finalised.
Integration leads to transformation of collective into the self-regulated
social organism well adapted for in common-individual activity. For the given
stage of development of group following signs are characteristic: the purposes
are accurately designated; compatibility of individuals in group is reached;
the leader of group has proved the right to leadership in practice; the group
successfully carries out the problems put before it; the size of group allows
to know opinion of its each member and to estimate it. People feel the
accessory to group, hang together, overcoming in common difficulties and
solving group problems. Conflicts and the stresses shown at the beginning it is
especially frequent and painful, arise all less often and are resolved in the
most sparing ways with participation of all group. An indicator of efficiency
of integration is degree of unity of group. The highest unity is inherent in
group at a step of its maturity. Group disintegration begins with dissociation
display between its members. Thus, if to follow logic of development of group
and those processes which accompany it, it is possible to allocate following
stages:
1. Adaptation.
2. Identification.
3. Integration.
4. Disintegration.
Thus it is necessary to notice that
these stages are not the forms of evolution of group isolated from each other.
They only specify in dominating tendencies which define its this or that life
cycle. In a life all is more difficult. Happens that processes and adaptations,
both identifications, and integration occur simultaneously.
And happens and so that, having
reached integration level, the group passes to lower step because in it there
was a new leader or its problems have changed. As to communications process it
accompanies group development at all its stages. Communications are means with
which help members of group co-operate, communicate, build the relations, form
group characteristics, operate the behaviour. Therefore about it we will talk
separately. Generalising told, it is possible to present schematically model of
formation and group development.
According to this model we will
consider the basic characteristics of group and potential end results of its
activity. Group structure. Each group has the structure. It depends on type of
group, its size and structure, mutual relations and norms in it, the status and
a role of each member of group. The size and group structure. One of the
important factors who in many respects defines efficiency of group, its size
is. Practice shows that the groups consisting of 5-9 persons appear the most
productive. Such number allows to consider, first, at decision-making different
opinions, secondly, creates a transparency at which the contribution of
everyone is well visible and, thirdly, provides favorable conditions for
interaction and unity. Efficiency of group depends also on its structure.
Researches have confirmed such law: than more than the general signs at group
(on age, qualification, sights etc.) As that its members more fruitfully work,
faster they find that correct decisions of questions which before them arise.
At the same time group heterogeneity on what or to a sign under certain
conditions can be a source of conflicts. The status. It is accepted to
understand a place of the person as the status in a society or group.
Distinguish are formal also the informal status. Formal it is defined by a
post, an official rank. For example, the professor or the winner of
competition? The best by a trade?; the informal? Personal qualities of the
person and a recognition people of these qualities. If the established group
status corresponds to expectations of the person, the person recognises group
norms and behaves according to them if is not present, between the person and
group there is a conflict role a role. It is a way or model of behaviour of the
person in this or that situation. Each member of group carries out certain
roles which depend on its status. Complexity of management of organizational
behaviour here consists that in a life people simultaneously carry out some
roles. The person at the same time can be the head subordinated, a companion,
the parent etc. In each role from it expect certain behaviour. When the member
of group does not justify group expectations, there is a role conflict. There
are different role conflicts:
1. The conflict the person - a role.
It arises when the role requirement breaks the basic values of the individual
or its requirement. For example, the person can leave group if its
representations about morals or justice disperse from group opinion.
2. The conflict in a role. Such
conflict appears when the person appears as though between the devil and the
deep sea. On the one hand, for example, the head of group on office hierarchy
belongs to the heads and should behave according to position; with another, it
the member of group also wishes to keep with it friendly relations.
3. The conflict between roles. In
its basis contradictions between expectations from those roles which are
carried out by the person lie. In particular, the rallied group which purposes
do not coincide with the purposes of the formal organisation, can become the
reason of the interrole conflict for its members.
Researches show what to avoid role
conflicts difficultly. However it is possible to minimise their negative
influence on new groups. For this purpose it is necessary to know the reasons
of occurrence of contradictions and in due time to interfere with process of
their development. Norms. It is accepted to understand the conventional
standards which have developed in group as a result of long interaction of its
members as group norms. Unlike role expectations which are turned to separate
people, norms are turned at once to all members of group. Both formal, and
informal groups can have various hand-written or unwritten norms. One of them
are formalized in various written documents. Others officially do not appear,
nevertheless become known to all members of group. And though they have
informal character, their influence on mutual relations in group and efficiency
of its work often appears more strongly written norms.
The basic norms can be reduced to
several types:
What define norms of activity, its
productivity, quality, terms of performance of tasks etc.
Concern the first type. To the
second the norms connected with distribution of resources. They regulate an
order of assignment for wages, encouragements, sequence of granting of
privileges and privileges etc.
To the third the norms, concerning
informal social agreements. The rules regulating display of professional or
group solidarity, admissible limits of sanctions to separate members of group,
norm of group loyalty etc.
Here enter. The fourth type is
formed by organizational norms. It can be requirements to clothes of the
workers, shown for maintenance of certain image of firm, or standards at
negotiating etc. Existence of norms is dictated by a problem of achievement of
the purposes of group. Association of efforts of members of group demands some
compulsion. Necessity of such compulsion is shown the more strongly, than the
requirement for uniformity of behaviour is more sharply felt at the decision of
questions of joint activity of group. Value of norms is difficult for
overestimating. First, they promote predictability of behaviour of members of
groups, reduction of quantity of interpersonal problems and conflicts.
Secondly, norms allow people to define the value of the group distinguishing it
others, and on this basis to construct model of own behaviour. Thirdly,
influence formation of unity of group unity. The unity concept has great value
for understanding of a role of group in the organisation. This role can be
either positive, or negative, all depends on that, the group purposes coincide
with the purposes of the organisation or not. In the first case members of
group cultivate the best business and moral qualities, are proud of an
accessory to the collective. All it together promotes that arising problems
dare efficiently, creatively, taking into account the general opinion.
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