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Reasons for Formation of Groups - Group Dynamics
Management Concepts & Organisational Behaviour - Group Dynamics
Reasons for Formation of Groups - Group Dynamics
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The need for relationship with other people is one of the strongest and most constant of human drives.
Reasons for Formation of
Groups
Companionship. The need for relationship with other people is one of the strongest and most constant of human drives. Many research studies have indicated that the employees who have no opportunity for close social contacts find their work unsatisfying and this lack of satisfaction often reflects itself in low productivity and high rate of absenteeism and turnover. Elton Mayo observed that the employees in a textile plant who worked on isolated jobs were highly dissatisfied and consistently failed to meet production standards and staggered rest period helped a little. But when the company permitted these workers to take rest period as a group, production and satisfaction both increased.
Sense of identification. Workers get identity in small groups and so small groups tend to enjoy high morale. Employees working in large departments where everybody does the same type of job, find it hard to form stable social groupings compared to those working in small groups.
Source of Information. Informal group is a source of information to its members. Informal communication is very fast. A piece of information available to a member will reach nearly all the members of the group instantly. The group may develop a special code or language for speedy communication. Psychological barriers to communication are also overcome by the group.
Job satisfaction. The group’s solution to a problem may be different from what management expects and it may even be more efficient. Shortcuts are evolved and informal channels of communication are established to cut across department boundaries. Many jobs which appear superficially dull and routine are made interesting by the group and spontaneity is encouraged and protected by the group.
Protection of members. Groups help protect their members from outside pressures. Groups often resist management’s demands for additional output, increased working hours, and higher quality. Group members often agree on the level of output that each will put forth so that no member may outperform the others.
Outlet for frustration. An individual at times, feels tremendous stress in life and gets frustrated. If he shares his feelings and anxieties with someone, his tension is released to a great extent. The social relations provide
Perpetuation of cultural values. Sometimes, groups are formed by individuals belonging to a common cultural background. Such people can preserve their cultural identify and also feel a sense of security by associating with those pursuing the same cultural values and social norms. Maintenance of cultural values will also provide them psychological satisfaction.
Generation of new ideas. Informal groups are a breeding ground for new ides as they provide a supportive environment in which the members can engage themselves in creative thinking. New product teams, task force, quality circles, etc. are important examples in this regard.
Companionship. The need for relationship with other people is one of the strongest and most constant of human drives. Many research studies have indicated that the employees who have no opportunity for close social contacts find their work unsatisfying and this lack of satisfaction often reflects itself in low productivity and high rate of absenteeism and turnover. Elton Mayo observed that the employees in a textile plant who worked on isolated jobs were highly dissatisfied and consistently failed to meet production standards and staggered rest period helped a little. But when the company permitted these workers to take rest period as a group, production and satisfaction both increased.
Sense of identification. Workers get identity in small groups and so small groups tend to enjoy high morale. Employees working in large departments where everybody does the same type of job, find it hard to form stable social groupings compared to those working in small groups.
Source of Information. Informal group is a source of information to its members. Informal communication is very fast. A piece of information available to a member will reach nearly all the members of the group instantly. The group may develop a special code or language for speedy communication. Psychological barriers to communication are also overcome by the group.
Job satisfaction. The group’s solution to a problem may be different from what management expects and it may even be more efficient. Shortcuts are evolved and informal channels of communication are established to cut across department boundaries. Many jobs which appear superficially dull and routine are made interesting by the group and spontaneity is encouraged and protected by the group.
Protection of members. Groups help protect their members from outside pressures. Groups often resist management’s demands for additional output, increased working hours, and higher quality. Group members often agree on the level of output that each will put forth so that no member may outperform the others.
Outlet for frustration. An individual at times, feels tremendous stress in life and gets frustrated. If he shares his feelings and anxieties with someone, his tension is released to a great extent. The social relations provide
Perpetuation of cultural values. Sometimes, groups are formed by individuals belonging to a common cultural background. Such people can preserve their cultural identify and also feel a sense of security by associating with those pursuing the same cultural values and social norms. Maintenance of cultural values will also provide them psychological satisfaction.
Generation of new ideas. Informal groups are a breeding ground for new ides as they provide a supportive environment in which the members can engage themselves in creative thinking. New product teams, task force, quality circles, etc. are important examples in this regard.
Tags : Management Concepts & Organisational Behaviour - Group Dynamics
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