Communication
Discuss about the Group Dynamics And Team Interventions.
Group processes are the interrelationship between individuals and organization to achieve their objectives. Although individuals put a lot of effort into the setting and coming up with strategies that will lead to the achievement of their goals, the most significant resource in an organization that is individual contribution tends to get minimal attention. Organization aim at obtaining their objectives the drive to attain objectives should not overlook the needs of organization members. Organization membership is an opportunity to create new friendship, redefine skills and development of self-confidence. Attainment of objectives and development of organization membership can take place simultaneously. The theme of group process is a rational derived from social psychology (Brown, 2010). Communication and social integration are factors that determine group performance. Research on top management teams came up with theories that explain the relationship between organizational performance and team demography. The significant aspects that the theme will look into are communication, diversity, leadership, and power.
An active organization will take a keen interest in how it members correlate, role interrelation and contributions of individuals to its success. Group process analysis and observation of operations are vital in identifying and alleviating problems at their early stages instead of overhauling all processes in case of inability to attain objectives (Paladino, 2011). The performance of each member of an organization provides opportunities to gauge the performance of an entire organization. Understanding individuals in an organization are instrumental in ensuring group success. Observation of processes in an organization needs to focus on all individuals in the group; this requires patience. Critical attention to these processes and roles bring out a better understanding of group members. The primary elements of an organization that influence effectiveness of a group include decision making, communication, organizational functions, and participation. Conservation of the elements brings to light the contribution of each aspect to success in an organization (Yu?ki & Brewer, 2014).
Communication, the essence of social systems, is the heart of a group’s behavior. Group communication varies in frequency and informality otherwise viewed as multidimensional. The rate of contact describes the rate at which team members interact regardless of the mode of communication in place. Although some research shows a negative relationship between performance and communication frequency, by highlighting conflicts and disagreements that lead to numerous meetings and conversations through other channels leading to a deviation on the core activities in an organization (Clegg, Hardy & Nord, 2013). When the top management has to communicate frequently to control to manage conflict in an organization, this is an indication of communication breakdown. However, in some instances, frequent communication imply that activities are running smoothly and the discussion is a channel of sharing information. The studies by Thye and Lawler (2011) prove organization communications though important; at times generate conflicting ideas; these necessitate the contribution of individual common sense and their importance of contexts instead of generalizing risks.
Power and leadership
According to Hogg and Tindale (2007), A leader in a group guides, coordinate, directs, motivates and organizes the group towards the attainment of the goals that translates into organization objectives. Group leaders are either formally recognized or gain authority as members rely on them for guidance. The contribution of the group leader to the performance members in essential and studies show that groups perform under good leadership. A good group leader will find a balance between the factors that will enhance the performance of their groups. Two major inter-rated components define leadership that is relation orientation and task orientation. A task-oriented leader will focus on the problems by coming up with communication networks, identifying issues to the groups, motivating actions and coordinating efforts. On the other hand, a relationship leader will focus on the quality of relations among group member by increasing cohesion, boosting morale conflict management and empathizing with group members. Among the two leaders, the effectiveness of their leadership skill will depend on the group’s nature. According to contingency theory of leadership by nature human beings are either relationship oriented or task oriented. The leadership qualities cannot interchange although a few individuals can shift from one style to another. The forms of leadership are valid depending on the operating environments that are the members of the group (Yu?ki, 2014).
Diversity can either be psychological or physical; leaders are either taller, older or more massive than other group members. Generally, the leader is accomplished in task facing the groups and have more extensive experience hence talk more compared to average members. Other than being shy leaders re outgoing and exhibit dominance and little or no submission. Physically we have more male leaders than women (Hogg & Tindale, 2007). Despite the changes in leadership in recent years, the gap in direction is still significant, a significant number of women remain at home giving male workers more representation at workplaces thus more leadership opportunities. The rise in women at the managerial position I recent years is steady; however, women occupy a smaller percentage at the upper management. A significant reason that explains this misrepresentation is leadership labyrinth that women must overcome. Social outcomes are brought by individual perceptions, psychological processes, and mental processes. According to social role theory when people are asked to talk about women, they describe them regarding nurturance, expressive, abilities, warmth and emotionality (Xenikou, 2012). Culture expect women to be affectionate, sentimental, soft hearts, sympathetic, gentle and feminine. A description of men centers on instrumental qualities such as energy productivity and strength. A group is deciding to choose a leader focuses on helpful rather than the relational side.
Diversity
The effectiveness of a group depends on its size and its composition. A group can compose of few individuals on more than three. The effectiveness of the group will depend on the scale. A group with a minimum number of people will is more credible as this does not jeopardize the goal achievement and workload. The probability of a large group efficiently working is low due to various factors such as opportunities for development and low level of participation and less ground for recognition. The performance and skill of individual play a significant factor in group performance and one must consider it when forming a group. When coming up with a group structure factors that influence the formation of the group includes skill seat needed to perform the task, the impact of a weak performer to the group performance and how to counter the weakness (Wheelan, 2015). Also, a group should compose of followers and leader that minimize conflict and rivalries since diversification plays a significant factor in skill requirement and group development. A comparison between an ethical and racially diverse group of women and men compared to a white-dominated make will; the white male group will develop faster compared to the other group. Although the complete group has a chance to set standards to communicate well and grow cohesively, it will fall short in meeting organizational requirements. A diverse group faces challenges due to the language difference, number of cultures, and task interpretation. Despite the challenges facing various groups once they develop they are productive and come up with unique problem-solving ideas brought by broad idea base.
Conclusion
The effectiveness of teams relies on the composition of groups that are put meticulously combining skilled individuals with a clear picture of what is expected of them and are ready to deliver tangible results. A competitive environment attracts performers who are prepared to exploit their potential. The reputation if a group determines its success rate. Behaviour is easily identified through gesture, posture, tone and facial expressions. Conversations in a group are either contradictory or complimentary; conversations between individual of the same caliber are more reasonable and rational, they complement each other and will find common ground to resolve their issues. Interaction is either complementary or contradictory (Franz, 2012). A conversation between an employee and then manager displays reward and punishments systems, on the other hand, the inverse is correct unacceptable approach will result in conflict.
An opportunity for individual success within a group framework is essential. Recognition of employee’s professionalism both by fellow employees and the outside world bring the desire to achieve. The factors though definite contribute to winning teams that will bring a positive impact by other groups. Theories and studies on groups confirm the importance of the elements in social life. A group formation is essential in understanding individual strength and weakness. A lot of processes if not all in organizations worldwide depend on group’s efficiency. Getting a clear understanding of a group is essential to providing a solution to challenges facing organizations. Understanding groups will improve productivity, learning, and problem-solving process in the society. The answers to emerging issues in the community such as sexism, racism, and conflict depend on group processes. According to Papa et al. (2008), emerging trends are dynamic, therefore, require research methods that take into account sensitivity and human aspect hence coming up with solutions that are acceptable to external stakeholders and are sustainable to the organizations.
References
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Brown, R. (2010). Group processes: Dynamics within and between groups. Oxford [u.a.: Blackwell Publishers.
Clegg, S. R., Hardy, C., & Nord, W. R. (2013). Handbook of organization studies. London: Sage.
Franz, T. M. (2012). Group dynamics and team interventions: Understanding and improving team performance. Malden, MA: Blackwell Pub.
Hogg, M., & Tindale, S. (2007). Blackwell Handbook of Social Psychology: Group Processes. Oxford: John Wiley & Sons.
Hogg, M., & Tindale, S. (2007). Blackwell Handbook of Social Psychology: Group Processes. Oxford: John Wiley & Sons.
Paladino, B. (2011). Innovative corporate performance management: Five key principles to accelerate results. Hoboken, N.J: Wiley.
Papa, M. J., Daniels, T. D., Spiker, B. K., & Daniels, T. D. (2008). Organizational communication: Perspectives and trends. Los Angeles: Sage Publications.
Thye, S. R., & Lawler, E. (2011). Advances in group processes: Volume 28. Bingley: Emerald.
Wheelan, S. A. (2015). Group processes: A developmental perspective. Boston: Allyn and Bacon.Bottom of Form
Xenikou, A. (2012). Group Dynamics and Organizational Culture. Palgrave Macmillan.
Yu?ki, M., & Brewer, M. B. (2014). Culture and group processes.
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