2. CHAPTER OBJECTIVES
GROUP DYNAMIC
THE NATURE AND EFFECT OF INFORMAL GROUPS
INFORMAL LEADERS
DIFFERENCES BETWEEN TASK AND SOCIAL
LEADERSHIP ROLES
BRAINSTORMING, NOMINAL, DELPHI, AND
DIALECT TECHNIQUES
WEAKNESS OF GROUP MEETINGS
3. I. GROUP DYNAMIC
QUESTIONS USED BY RESEARCHERS TO STUDY THE
SCIENTIFIC PROCESSES, WHICH SMALL GROUP
EVOLVE AND WORK
1. What is the informal organization and how does it
operate?
2. What is the role of a leader in a small group?
3. Does the role vary with different objectives?
4. What structured approaches are most useful for
accomplishing group objectives?
5.In what ways and under what conditions are group
decisions better or worse than individual ones?
4. I. GROUP DYNAMIC-A.)
social process by which people interact face-face in
small groups.
B.)From the Greek word means force
C.)Study of forces within group
D.) Elton Mayo & Kurt Lewin- founder of the group
dynamics movement.
a.)ELTON MAYO and his associates in 1920’s and 1930’s-
Workers tend to establish informal group that affect
job satisfaction and effectiveness.
b.) KURT LEWIN in 1930’s-observed that different kinds
of leadership produced different responses in groups.
5. E.) Groups
a.)have properties of their own that are different from
the properties of the individuals who make up the
group.
b.)ex. NaCl.
F.) relationship-a.)
3rd element in a group
b.)a critical one
c.) ex. 1+1=3.
6. II. TYPES OF GROUPS
A.) Formal Groups-a.)
established by the organization which have a public
identity and goal to achieve.
b.) It refers to the organization structure deliberately
created by management for achieving the
objectives of enterprise
7. c.) According to Chester Bernard, “Formal
organization is a system of consciously
coordinated activities of two or more persons
towards a common objectives. The essence of
formal organization is conscious common purpose
and formal organization comes into existence
when persons (A) are able to communicate with
each other (B) are willing to act and (C) share a
purpose.”
8. d.) types of Formal Group
1.)with temporary life. Ex. Task force, disaster team.
-created to accomplish short term task and then disband
meeting- event at which group member discuss ideas or
solve problems.
2.) Team- regularly perform task together as part of their
job assignment. They are more natural and they
endure work together.
9. B.) Informal Groups
a.)emerge on the basis of common interests,
proximity and friendships.
b.)It refers the pattern of activity interactions and
human relationship which to emerge
spontaneously due to social and psychological
forces operating at the work place.
c.)It arises naturally on the basis of friendship or some
common interest which may or may not be related
with work.
10. d.) An Informal organization is an aggregate of
interpersonal relationships without any conscious
purpose but which may contribute to joint results.
Chester Barnard
e.) Informal organization is a network of
interpersonal relationship that arise when people
associate with one another .
Keith Davis
11. III. NATURE OF INFORMAL
ORGANIZATION
A. Comparison of Informal & Formal Organization
Basis of Comparison Informal
Organization
Formal Organization
General Nature Unofficial Official
Major Concepts Power and politics Authority and
responsibility
Primary Focus Person Position
Source of Leader Power Given by group Delegated by
management
Guidelines for Behavior Norms Rules and policies
Sources of Control Sanctions Rewards and penalties
12. B. How does the informal organization emerge?
-Informal groups emerge within a workplace for many
reasons including shared goals, interests, friendships
or threats. . Informal groups emerge when people find
common ground despite their formal positions.
a.) effect of the informal organization
-Some groups can be productive and helpful to the
formal organization within which they form. Other
informal groups can become disruptive or distracting
to group outsiders and the overall formal organization.
13. b.) Informal organization emerges from within the
formal structure as predictably as flowers grow in the
spring. The result of this combination is different
from what managers may have expected in at least
three ways.
1.) Employees act differently than required.
2.) Employees often interact with different people or
with different frequencies, than their job require.
3.) Workers may embrace a set of attitudes, beliefs and
sentiments different from those the organization
expect of them.
15. C. ) Key Role of Informal Leader
a.) Informal leader is the employee with the largest
social status in the informal organization.
b.) Informal leader may help socialize new members
into the organization.
c.) Informal leader is expected to model and explain
the key norms.
d.) Informal leader helps to build and sustain the level
of cohesiveness.
e.) Informal leader usually enjoy certain informal
rewards and privileges.
16. D.) Multiple Informal Leaders
E.) Identifying and Rewarding Informal Leaders.
a.) How to identity the informal leaders?
1.) . acting as a spoke person.
2.) center of social attention.
3.) offering well-received wisdom and guidance.
b.) What are the rewards receive by the I.L.?
1.) form of job enrichment
2.) helps satisfy the social needs
3.) sources of recognition
17. * By recognizing these rewards for I.L., managers can
better understand the behavior of some individuals.
* As a manager why you should recognize the I. L.?
* caution: An informal leader does not always make
the best formal manager.
18. F.) Potential Benefits and Problems Associated with
Informal Organization
Benefits Problems
* Make a more effective total system Develops undesirable rumor
* Lighten workload on management Encourages negative attitudes
* Helps get the work done Resists change
* Tends to encourage cooperation Leads to interpersonal and intergroup
conflicts
* Fills in gaps in manager’ abilities Rejects and harasses some employees
* Gives satisfaction and stability to work
Weakens motivation and satisfaction
group
* Improves communication Operates outside of management
control
* Provides a safety valve for employee
emotions
Support conformity
* Encourages managers to plan and act
more carefully
Develops role conflicts
* Contributes to higher cohesiveness
19. Factors that decreased
cohesiveness
1. when the group is large
2. members are forced to compete for scarce resources
3. when participants dislike each other
4. when supervisors show favoritism to one or more
members
20. Factors that increased
cohesiveness
1. Creating competitions
2. Providing opportunity
3. Selecting members with similar attitudes,
backgrounds, and values
4. Identifying a challenging group goal that unifies
member efforts.
5. Recognizing a major threat or common enemy to the
group.
21. NETWORK CHARTS OR INFORMAL
ORGANIZATION CHARTS
CAROLIN
A
KRISSY
TANIA
KETAN JACKIE
22. MANAGEMENT GUIDELINES FOR
INFORMAL ORGANIZATION
1.) Accept and understand informal organization.
2.) Identify various levels of attitudes and behaviors
with in them.
3.) Consider possible effect on informal systems when
taking any kind of action.
4.) Integrate as far as possible the interests of informal
groups with those of the formal organization.
5.) Keep formal activities from unnecessarily
threatening informal organization.
