K.M MATLAKALA
INTRODUCTION
The work environment is characterised by flat
organisational structures, broad-based decision-making,
multi-directional communication and collaboration.
The building blocks of this type of organisation are
groups or teams
Use of self-directed teams has become a commonplace in
the quest to improve competitiveness through continuous
quality improvements
Groups as part of the Organisational
System
The Systems Model presents the organisation as a living
open system consisting of:
 groups, individuals, processes, technology and other
components which are interdependent
The open-systems approach views the organisation as
the open system that is engaged in active transactions with
the environment
 The organisation receives input (customer demands and
material), transforms them into outputs (goods,
services or ideas)
 In order for the organisation to survive it must be able to
utilise optimal social and technical systems
The Systems Model (cont)
• The social component consists of individuals, groups
and their work relationships, as well as the
organisational culture
• The technical component consists of tools, machinery,
processes and techniques
The systems view accepts that the organisation acts as a
macro-system, the group as meso-system and individual
employees as a micro-system
• These operate within a changing environment,
• the systems are interdependent,
• in constant interaction,
• and responsible for the system’s outputs
NO MAN IS AN ISLAND – so are the groups
Groups as a field of study
Group structures are the variables that provide
parameters for orderly group functioning; such as:
leadership, norms, roles, status, and composition
When these variables disintegrate, the group will cease to
exist.
Group processes refer to the patterns of interaction in a
group, which include;
• communication; decision-making; and problem solving
and the effect these processes have on group
performance
Group Dynamics refer to the psychodynamics of groups
and the unconscious elements that influence the
individual.
The organisation is a macro-system consisting of
individuals and teams which can also be perceived as a
group
This is evident when comparing one organisation to
another and differences in values, beliefs and behaviours
are noted.
Each organisation has a different culture which stems from
individual interaction.
Group – The definition
A group is defined as two or more people who interact
interdependently to share and achieve particular objectives
Each person may have a defined area of responsibility but
members help each other by sharing ideas and information.
Groups share some structure and a common identity, social
interaction, which allows people to communicate and exert
influence on one another.
Groups have shared common goals and targets to achieve
objectives
group structure, such as tasks, roles and rules that direct
interaction
group members’ acknowledgment of or perceived sense of
being part of a group which defines a common identity
Types of Groups
Formal groups
Those described by the organisational structure with
designated work assignments and established tasks
Informal groups develop spontaneously as people seek social
contact with one another
Members provide support to fellow members
Command group is a formal group that is determined by the
organisation’s structure
It is usually composed of a manager and subordinates
Task group is a formal group which is specifically formed to
deal with a particular situation, e.g. conflict resolution
Interest group is group of people sharing a common interest
Self-management group is a team of highly skilled and
trained employees who function interdependently with a
minimum supervision but within clearly defined boundaries.
Team members are responsible for the regulation, organisation
and control of their jobs.
In order to function effectively, members need to have a high
level of inter-personal, self-management, technical and
business knowledge and learning skills.
Virtual group members work geographically apart from each
other.
Members only interaction is through computer-mediated
communication
Irregular communication patterns influence work patterns,
decision-making, relationships and understanding about the
work
Five stages of group development
Forming
• This stage is characterised by a great deal of uncertainty
about the group’s purpose, structure and leadership
• Members “test the waters” to determine the acceptable
behaviour.
• Discomfort is suppressed by making use of defencemechanism such as suppression, denial and projection
• Once members start to think of themselves as a group, this
stage is complete
Storming
• Members accept the existence of the group.
• There is resistance to constraints that the group imposes on
individuality.
• Conflict on who will control the group
• Aggression manifests in the form of a fight (against
authority or peers) or flight ( leave the group)
• Pairings are common occurrence to deal with
uncertainty.
• A relatively clear hierarchy symbolises the completion of
this stage
Norming
• A desired behaviour is defined by the development of a
common set of expectations
• Rules are set down in explicit or implicit ways.
• Close relations are developed and forged when members
buy into these set of rules.
• The group demonstrates cohesiveness
• A strong sense of group identity is developed.
Performing
 manifests in a fully functioning and accepting group.
 Group energy is moved from getting to know and
understand one another to performing task at hand.
 Members interact effectively to solve problems, make
decisions and execute tasks
 For a permanent group this is the last stage of
development
Adjourning (mourning) happens when the task is
complete, in temporary groups like the task team
 The group prepares for its disbandment
 Activities are wrapped up and there is a reflection on its
performance and success over time.
 There is a great sense of leaving, “dying” and preparation
on what follows
Group Structure
Leadership
Leaders
influences team members towards the attainment of the
groups objectives – enthusiastically; identified by a title
like….
Leaders are concerned by both the task and relationships
within the team
Leaders are intelligent, achievement orientated and
emotionally intelligent
Roles
Roles define expected behavioural patterns attributed to
someone occupying a position in the group.
In order to understand and manage group behaviour it is vital
to grasp the role individuals fill in.
People can assume various types of roles which may facilitate
or inhibit group effectiveness.
People can assume various types of roles which may
facilitate or inhibit group effectiveness.
• Task-oriented roles facilitate and coordinate – decisionmaking
• Relations-oriented roles encourage group morale
• Self-oriented roles serve individual needs at the expense
of group and its functioning
Role identity
When a person displays attitudes and actual behaviours
associated and consistent with a role.
The individual has the ability to shift roles rapidly when
the situation and its demands require changes.
Role perception
Peoples view on how they should act in a given situation
These are formed from stimuli around them such as
friends, books, movies and television.
Interpretation on how to behave will lead to specific
behaviour.
Role expectation is the way in which others believe one
should act in a given situation, e.g. at home, at work, in the
community, in church….
Expectations vary according to the roles people play.
Role conflict
When people belong to one group, they are often confronted
by different role expectations.
Employees at work may find themselves belonging to multiple
groups which expose them to broad social network and
multiple sources of information.
This could enhance productivity and learning as employees
multi-skill and are exposed to new learning situations.
This, however could challenge the individuals ability to cope as
different roles require different behaviours.
This could be a source of tension and frustration which may
lead to –
• withdrawal, stalling, negotiation or redefinition of facts or
situation to make them appear congruent
• giving of formalise bureaucratic responses – e.g. a conflicting
situation on an employee on instructions from head-office
and a dissatisfied customer, resolves the conflict by relying
on organisational rules, regulations and procedures.
Cultural diversity
 Culture is a system of values, beliefs, customs and habits that
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are carried over from generation to generation.
These are reflected in language, technology, economics,
politics, educational systems, religion, art and social
relationships.
When people go to work, they do not set aside their cultural
values and lifestyle orientations.
Different cultures place different values on aspects such as
group work, independence and authority.
Some may prefer to work in groups or on their own.
These differences influence people’s behaviour at work and
how they interact with others.
Culture is not static but constantly develops and changes.
 Diversity management
 It involves creating a climate in which all group members feel
that they are valued and are making a valuable contribution
to the group.
 Diversity management aims at:
 establishing trust and constructive interpersonal
relations amongst diverse people in the group.
 increasing quality, productivity and efficiency
 Culture is complex and the complexity is increased by
individual uniqueness
 Each person is unique and is very much aware his/her
uniqueness.
 It is imperative to appreciate these differences whilst at the
same time finding common ground.
Trust & Ethics
 Trust is defined as the willingness of a party (the trustor) to
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be vulnerable to the actions of another party (the trustee)
based on the expectation that the trustee will act in a manner
that is predictable.
Trust is inherently a characteristic of relationship and not
property of the individual.
In teams :
affective trust involves the confidence that a person puts in
a team member based on shared feelings of caring and
concern
cognitive trust is the willingness to rely on a team member’s
expertise and conscientiousness.
When team members have different goals and perspectives
more misunderstandings will occur and trust will be lower.
Trust is an essential factor in group creativity.
Factors contributing to trust
• integrity – characterised by honesty and truthfulness
• competence – technical and interpersonal knowledge and
skill
• consistency – reliability, predictability and good judgement
in handling situations
• loyalty – the willingness to protect and save face for a person
• openness – willingness to share ideas and information freely
Ethics
Ethics is the study of moral values and behaviour.
Ethics contribute to an organisation’s reputation.
Organisations with a good reputation attract better-quality
employees and instil trust in customers.
Ethics is especially important in decision-making.
In order for individuals to make ethical decisions need:
• the ability to identify an ethical issue and consequences of
alternative decisions
• the confidence to seek out different opinions about the
matter in terms of what is right in a particular situation
• the willingness to make decision when there is no clear
answer to an ethical issue and complete information is
impossible
 Individual differences, loci of control, cognitive development
have a profound influence on ethical behaviour.
 People with strong personal values, an internal locus of
control and a high level of moral development tend to be
more ethical than others.
 People who are more sensitive to the needs of others and do
not exploit them tend to be more ethical.