Analysis of Group Development Theories in Ob Perspective

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Analysis of Group Development Theories
Abstract:
The structure of a group helps the management predict to individual behavior within the group and the performance of the group itself. All the variables that can affect the functioning of groups are formal leadership, roles, norms, group status, group size and the composition of the group. The style or behavior of the group leader tends to be imitated or repeated by the group members. As everyone is required to play a diverse set of roles within and outside an organization, one of the tasks in understanding behavior is grasping the role that is currently being played by a person. Group development research has proposed various models to explain how new groups form, work together, and disband. These models fall into two categories: Five stages model, often exemplified by Tuckman, (1965); and the punctuated equilibrium model of Gersick (1988). In this paper it will be analyzed which model is more applicable or otherwise there are some conditions, that requires a development of an integrated model of group development that can combine these two types of models into one model or not. Introduction

Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. Organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. The organization's base rests on management's philosophy, values, vision and goals. A social system is a complex set of human relationships interacting in many ways. Within an organization, the social system includes all the people in it and their relationships to each other and to the outside world. The behavior of one member can have an impact, either directly or indirectly, on the behavior of others.[1] Today, most organizations embrace the notion of groups. Groups have become the core unit in many organizations. Most of us are more comfortable managing individuals than groups and many of us are more comfortable working on our own than in a group.

The Basics Elements of Groups

The Structure and Anatomy of a Group
While groups appear to vary greatly from work and personal situations, there are actually elements that all groups have in common. Understanding these factors helps to understand the dynamics of groups, why problems might be occurring and what might be done. Membership factors: Groups are likely to be more effective to the degree that members possess the required knowledge and analytic skills required by the task or are able to develop them. These skills go beyond technical skills of the problem and need to include interpersonal and team skills such as conflict resolution skills. Other membership factors include the extent to which members are already overloaded with other work. Lacking the necessary skills a group may need to try to change membership to include the skills, or to develop the skills of group members. Individual Needs, "Agendas" and the "Interpersonal Underworld": All people bring their own needs and experiences to the group and these factors may play a major role in the dynamics and outcomes of the group. Some of the more common needs include: finding a place in the group; discovering what the group has to offer and what s/he has to offer the group; resolving power and leadership issues; setting standards on intimacy and trust-how close will we get to each other; mutual acceptance, communication, decision-making, motivation, productivity, control. Together the dynamics generated by these needs create a group level that is separate from the "task" level of the group but can interact with this task level. Often groups try to ignore this "interpersonal underworld" and sometimes this makes sense. More often, it will be necessary to acknowledge this "interpersonal underworld" and possibly spend time dealing with some of the issues that underlie this level. It is...
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