Group Dynamics

Inhaltsangabe:Abstract: A group consists of some people who interact during a certain time. The number of group members is that small that there is the possibility for every member to interact with every other group member face to face. If people meet by accident who are not close friends, it will be not a group. If you want to learn more about the formation of groups you will find two leading models which display the phases of group formation. On the one hand there is the Bernstein and Lowy model on the other hand Bruce Tuckman also designed a phase model which shows the formation of groups. Roles in groups can be positive and negative. They are supporting the group as collectivity and are not only the result of individual need, abilities and characteristics. There are different ways for the classification of groups. Groups can be classified in general according to following characteristics: size, topic / task of the group. Also a way for classifying groups is the classification according the Riemann-Thomann-Cross. The next chapters this assignment shows a rough overview of the various possibilities for the classification of groups. As there are many influencing facts for the effectiveness of groups and very contradictory interests, the advantages for one group of interest are the disadvantages for the other group of interest. The economical group of interest measures the effectiveness of a group by its productivity, flexibility and quality. The individual in a group identifies effectiveness in the group by reasonable tasks, feeling of togetherness in the group and diverse interpersonal relationships. At workplaces, with friends together or even with complete strangers informal groups emerge nearly everywhere in real life. The aims of informal groups are usually but not always different from those of formal groups. The development within the group is apart from small differences not much different from formal groups. The process of forming, storming, norming, performing and eventually adjourning, as Professor Tuckman has described, is nearly the same. One crucial point is that informal groups are NOT part of a formal organisation and members in most of these cases are free to leave whenever they want. Therefore it is unusual to undergo e. g. a destructive storming. Before it comes to such a storming, often one or more members will leave the group in advance. Leadership is especially in informal groups a difficult topic. But here again, the main characteristics of leadership are not much different from those in formal organisations. Inhaltsverzeichnis:Table of Contents: Executive SummaryI Table of contentsIII List of AbbreviationsVII List of FiguresVIII List of TablesIX 1.Problem Definition1 2.Objectives2 3.Methodology3 4.What is a Group about?4 4.1.A Global Definition4 4.2.Social groups4 4.3.Other Social Gatherings Are these also Groups?6 5.Formation of Groups8 5.1.Group Formation The Bernstein and Lowy Model8 5.1.1.Phase of Orientation9 5.1.2.Phase of Power Struggle9 5.1.3.Phase of Familiarity10 5.1.4.Phase of Differentiation10 5.1.5.Phase of Closing10 5.2.Group Formation According to the Phase Model of B. Tuckman11 5.3.Roles of Group Members13 5.3.1.Roles in Groups According to their Function13 5.3.2.Roles in Groups According to their Ranking14 6.Types of Groups18 6.1.The Size of a Group18 6.2.Group Characterization According to Tasks19 6.3.Group Classification as per the Riemann-Thomann-Cross20 7.Group Effectiveness22 7.1.Group Effectiveness A Measurable Parameter?22 7.2.The Size of the Group as Rating Basis for Group Effectiveness23 7.3.Synergistic Effects in Groups23 8.Implications from Research24 9.Informal Groups Definition25 10.Aims of Informal Groups26 11.Development of Informal Groups27 11.1.Forming (Orientation) or All for One, One for All! 27 11.1.1.Forming Process27 11.1.2.Why groups form28 11.2.Storming (Conflict)29 11.2.1.Storming Process29 11.2.2.Constructive Storming30 11.2.3.Destructive Storming31 11.3.Norming (Structure)31 11.3.1.Norming Process31 11.3.2.Norms31 11.3.3.Roles32 11.3.4.Role Conflicts33 11.3.5.Intermember Relations33 11.4.Performing (Work)34 11.4.1.Performing Process34 11.4.2.Atmosphere within the Group35 11.5.Adjourning (Dissolution)36 11.5.1.Adjourning Process36 11.5.2.Planned Adjourning36 11.5.3.Unplanned Adjourning36 12.Leadership in Informal Groups39 12.1.What is Leadership?39 12.2.Specific characteristics of Leaders in Informal Groups40 12.3.Personal Qualities of Leaders in Groups40 12.3.1.Height, Weight, Age40 12.3.2.Intelligence40 12.3.3.Gender41 12.3.4.Personality41 12.3.5.Expertise42 12.3.6.Participation42 13.Cohesion in Informal Groups43 14.Results44 15.Conclusion45 16.Integral Total Management (ITM) Checklist46 16.1.General Economics46 16.2.Strategic Management46 16.3.Financial Management46 16.4.Human Resources Management46 16.5.Business Law46 16.6.Research Methods/Management Decision Making47 16.7.Soft Skills/Leadership47 17.Bibliography48 Textprobe:Text Sample: Chapter 5.3.1, Roles in Groups According to their Function: In the related literature you will find three types of roles in general according to their function in the group. They are all a result of monitoring and analyzing groups: 1. task roles. 2. sustainment and system roles. 3. negative roles. There are also some models known that are based on characteristic and personality typology. There is a great difference between such personality psychological typologies and the social-psychological-group dynamic views. The first mentioned one assumes that all group members implement their own personality into the group and define according to their personality their role in the group. The group dynamic view assumes on the contrary that roles will be formed by the tasks in the group and the personal formation of the group. This implies that the roles in the group are only partly formed by the individual personalities. According to this a group is only working when there are a certain number of roles in the group. Let s have a closer look at the three types of roles mentioned before in groups according to their function. Task roles are characterized by initiative and action. Group members who play that role are searching for information and different views but they also put forward opinions and publish information. Group members who have a task role are responsible for generating tasks, for coordinating them and for summarizing them. Sustainment and system roles are important for the group because members who play this role are responsible for motivation and encouragement. They observe the group rules and express the feeling of belonging together. Group members who play a sustainment and system role avoid friction by arbitrating between the other group members. Negative roles are also part of almost every group, but it is the task of the group leader to control them and to restrain them. Group members who play the negative role in the group display aggressive behaviour that block respectively foil the group development. This role is characterized by the following bad manners of behaviour: searching for adherence, rivalling among each other and also baking out of the group. 5.3.2, Roles in Groups According to their Ranking: The ranking in groups is based upon the need that a group must be lead, coordinated, decisions must be made, and the decisions and or views of the group must be forwarded to other people outside the group. That is the first motive for having a ranking inside groups. The second motive is that individuals are used to have rankings. A ranking in the group provides a basis for the requirement of differentiation of the group members who pursuit career possibilities within the group. When you observe animals, you will find rankings in almost every species.