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GROUP STRUCTURE

GROUP STRUCTURE. Relatively stable patterns of relationships between members (formal or informal). COMPOSITION NORMS ROLES COHESION COMMUNICATION. GOALS REWARD STRUCTURE STATUS POWER. Group Structure. Group Structure. Begins to Emerge Quickly Emerges Because of: Efficiency,

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GROUP STRUCTURE

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  1. GROUP STRUCTURE • Relatively stable patterns of relationships between members (formal or informal)

  2. COMPOSITION NORMS ROLES COHESION COMMUNICATION GOALS REWARD STRUCTURE STATUS POWER Group Structure

  3. Group Structure • Begins to Emerge Quickly • Emerges Because of: Efficiency, Member Preferences & Abilities, Environment • Changes Slowly

  4. Group Composition • “Effective groups are composed of effective people” (Driskell, et al.). • “A group’s composition is the most important condition affecting the amount of knowledge and skill members apply to their task” (Hackman).

  5. Group Size • Larger groups : • Less & More Variable Participation • More Directive Leadership • Lower Cohesion • More Absenteeism & Turnover • Less Cooperation, More Conflict • More Performance Potential • More Process Losses

  6. Member Ability • Level & Mix • Level: • Greater Member Ability—Greater Potential For Group Performance • Tennis Doubles, Survey Crews, Test Performance

  7. Ability Mix • Homogeneity is common. Groups attract people with similar interests & people prefer others with similar attitudes. Attraction-Selection-Attrition • Heterogeneity has positive effects on group performance by increasing range of knowledge & skills and increasing flexibility & innovation. Group Test: HML>MMM • Negative Effects: less communication, more formal, cliques, isolation, more turnover. Problems may decrease with experience

  8. Norms • Expected &/or Typical Behavior • Sometimes Transparent • Usually Deal With Task Accomplishment or Group Maintenance • Stronger if: Coordination is Needed, Clear Path-Goal, More Cohesion • Relatively Stable, Especially if Reasonable • Some Deviations are More Problematic (Talk Too Much Vs Too Little)

  9. Roles • FormalWritten or Official Expectations of Persons Occupying Specific Positions • Leader, Supervisor, CoachSecretary, TreasurerMember • Informal • Task Leader, Compromiser,

  10. Satisfaction and Role Ambiguity& Role Conflict

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