Psychology: Group Process & Management - Term Paper Example

Running Head: PSYCHOLOGY: GROUP PROCESS & MANAGEMENT Part 1: Essay Introduction There has been wide-ranging debate regarding groups and the processes involved in group formation. Scholars have been captivated by the issue of groups for many centuries. Group dynamics is a subject that is still not clearly understood, especially the manner in which they are formed, the changes that occur within them over a particular period of time, goal setting as well as their leadership among other things. Some groups are formed with long term goals, yet they scatter before accomplishing any of their objectives while others remain strong until the mission is accomplished. Some groups do not allow entry of new members while others allow new members to join throughout the group’s life. Humans have a unique propensity to bond with others in groups especially when such groups have some positive meaning in their lives. Groups end up having a long term impact on the individual and the society in general. Understanding people requires understanding of their groups. This paper Presents A Critique Of The Factors That Might Affect Someone Joining An Established Group. Factors that may affect Someone Joining an Established Group A new member joining a group is usually concerned with the tasks and objectives of the group. The question that arises is whether the tasks involved are of any interest to the person, or whether they are of any relevance to the person’s needs. Newstrom and Scannell (1998) observe that people are unlikely to engage in groups that do not add value to their existence. There has to be a mutual relationship for a group to be successful. Such an affiliation is that in which the group members gain while according colleagues assistance to add the desired value to their lives. If a new member discovers that an established group may not be of any significance, there is a likelihood of developing a negative outlook and eventually may end up leaving before successful recruitment. In other situations, the person may discover that the group’s activities are undesirable in the society, which can generate feelings of fear and joining the group may not be successful (Brown, 2000). Communication is also a significant factor that may affect a person joining an established group. Generally, it is important for every member to understand the group activities. Information and ideas need to be conveyed through all possible means to the members. It is important that communication remains two-way in the sense that all group members are given an opportunity to speak their mind and also to be listened to. This eliminates chances of doubt, misunderstanding and confusion among them (Brown, 2000). Effective communication is an indication of the existence of respect among members (Frederick, 2009). Free interaction gives people confidence to express their minds and may encourage a newcomer to discuss his/her interests to the others. A strong group maintains solidarity through effective communication and splinter groups can not be formed. Disagreements within the group also significantly affect new entrants. Dissenters may influence the interest of newcomers especially if they are competent and also being in high ranking positions. Such people mobilize and convince the majority to accept their opinions. Generally, splinter groups usually lead to bickering thereby discouraging newcomers willing to join the group (Burn, 2004)). The physical atmosphere is also significant for a person to move on to join an existing group. Basically, people are interested in joining groups that present them with a physically comfortable environment. In other words, humans are rational beings and will only make rational choices. Goodwin et al (2009) argue that humans will always want something extra instead of a lesser amount of a good. If being in the group will make them better, they are likely to make the decision of joining it. Threatening atmosphere in the group may generate psychological unrest thereby making the newcomer to loose confidence. Such a person may not participate fully in the group activities. Apart from the factors emanating from the group, an individual joining an established group may be affected by factors originating from his/her inner self. If he/she is pre-occupied with previous associations that may engross the mind, there is a possibility that the person will not concentrate on the activities of the group (Driskell and Radtke, 2006). Some times people engage in associations that fail them thereby instilling them with phobia of joining other groups. This may have adverse effects when they are faced with a situation in which they are required to make a decision regarding future associations. On the other hand, uncertainty and mistrust may make a person to hold back from joining a group. It is therefore that members become familiar with each other to avoid uncertainties (Burn, 2004). A person’s comfort zone is also a significant determinant of the capacity to form associations and to join existing groups. The comfort zone is a combination of surroundings and occurrences that a person usually feels contented without fears of imminent dangers. It is a situation in which an individual is at peace without risks in his/her environment. There might be various comfort zones for one individual which he/she develops mental boundaries which generate an unsubstantiated feeling of security (Guskey, 2000). In other words, the person may not have enough bases to claim security in the comfort zone. It is usually difficult for a person who has established a comfort zone to move away from it in future. However, a shift from the zone can be accomplished after a careful experimentation of various behaviors and an evaluation of the reactions to the new environment, which is the major cause of people tending to leave groups they have joined recently (Burn, 2004). Group size is also a significant factor that may affect a newcomer in an established group. Bond (2005) observes that a very small number of people such as less than three or a very large number such as more than 20 might affect conformity of newcomers. While personality might not be as significant as the circumstances in which people are in, it may have an effect in regard to the decisions of joining an established group. Principally, personality involves efforts by an individual to capture the attributes that make him/her what he actually is. It is forms the basics of understanding people. It determines the success of leadership in organizations as well as the interpersonal relationships that are significant in group development (Cialdini, 1998)). Some personalities are focused on structure, which makes newcomers in an established group to avoid groups that do not have clearly defined hierarchy. Social approval is also significant in bolstering self confidence among people. Once people are able to ingratiate with the existing members, they are able to establish and carry on with their new roles in the group. In other words, every person needs to feel appreciated for his/her actions, which makes people to seek approval for every action they take (Bond, 2005). Conclusion A person joining an established group evaluates first whether the activities of the group are of any interest to him/her. Most likely, the existence of a mutual relationship will encourage the person to remain in the group. Fear, uncertainty and mistrust that might be as a result of past experiences may prevent the person from joining the group. Effective communication keeps every person informed regarding the group’s progress and hence motivates people to actively participate in its activities. Effective communication helps to eliminate uncertainty. The physical atmosphere is also significant in encouraging a newcomer to an established group. Past affiliations may generate hesitance especially if the person experienced undesirable circumstances in a similar group. If the group provides the preferred comfort zone for a newcomer, he/she is motivated to join it. References Bond, R. (2005). “Group Size and Conformity”, Journal of Group Processes and Intergroup Relations, Vol. 8(4) pp. 331-354 Burn, S. (2004). Groups: Theory and practice. Wadsworth. Driskell, J.E. and Radtke, P.H (2006). “What makes a good team player? Personality and team effectiveness”. Group Dynamics, Theory, Research and Practice, Vol. 10(3); pp 97-106. Frederick, P. (2009). “Developing a theory of the strategic core of teams: A role composition model of team Performance”. Journal of Applied Psychology, Vol. 94; pp 32-37. Goodwin, G.   Salas, E. Klein, C. Burke, S. Stagl, K. and Halpin, S. (2009).”Does team building work?” Small Groups Research, Vol. 40(2); pp 69-77. Guskey, T. (2000). Evaluating professional development. Thousand Oaks, CA: Corwin Press Newstrom, J. & Scannell, E. (1998). The big book of team building games: Trust Building activities, team spirit exercises and other fun things to do. New York: Mc Graw-Hill. Part 2: Report Leadership is a process through which a single individual is capable of creating some organizational influence on the other members of the group. First it is a social characteristic of a task-oriented group since leadership is non-existent without followers where it solicits some loyalty from part of the followers in an effort to achieve a destined goal in addition to voluntary participation which differentiates leadership from other forms of influences which are based on formal authority. Task oriented groups, just as the name suggests concentrates more on a specific goal, which must be achieved within a limited time thresh hold (Hendrick, 2001). For example, in a scenario whereby a new shopping center is to be built within a community, a group may be formed specifically with the task of evaluating the pros and cons of setting up such a center. This is due to the fact that people will always agree to disagree especially due to fear of change. As such, it is important for the group to have a strong and efficient leader, who would be able to communicate effectively in order to gain unconditional support of the local inhabitants. This case study focuses on Abilt Technologies which is a group based in New Jersey and its principal business is developing customized software applications for individual and corporate use, and which is intending to develop a new shopping center where its operations will be carried out. Founded in 1995, the company’s product portfolio has grown from an initial outlet of manufacturing toys to developing computer games, software for security systems and wide range of computer and information based applications. The company was founded by Mr. Anil, an Indian immigrant trained in interior design and he acts as the leader. The company has three major departments each headed by a departmental head. These include sales and marketing, research and development, in addition to human resources department. Research and development department is the oldest and it is responsible for production of cutting edge applications for the company. The department is headed by Mr. Jinsoo, an electrical engineer who has been in the company for 13 years. Mr. Jinsoo is also the group leader, heading a group of five employees, namely John, a 42 year old African American, Liu, 48 year old Chinese woman, Ahmed a 28 year old Iranian, Zain a 24 year old Indian and Tom, a 35 year old Irishman. Ahmed and Zain joined the team 3 months ago and the rest have been working together for the last one year. The group has been working on key software that is bound to bring a revolution on security applications in banks and financial institutions by curtailing fraud and money laundering. The group under the leadership of Mr. Jinsoo has been the most creative producing remarkable products that have lifted the company’s profile into greater heights. As a group leader, Mr. Jinsoo is very popular among the team members for his sharp sense of humor, creativity and participatory leadership that has brought such diverse team members into working as a harmonious unit. In his operations, he has adopted an open door policy that has greatly encouraged creativity and innovation in the team. In his office, Mr. Jinsoo has a strategically placed placard emblazoned with the words ‘you don’t need to be crazy to work here, but a little craziness helps’. Because of its focus in creativity and innovation, the group attracts many skilled members with top notch skills in computer engineering and software development. Zain and Ahmed have unique skills that require them to work together on a major part of the project. However, they do not get along and there have been complaints, accusations and counter-accusations about each other for the last two months. In the present setting, Zain, who is a Hindu, has been complaining bitterly about Ahmed, a Muslim whom she is accusing of undermining her deliberately. She claims that Ahmed does not respect her because she is a woman and a Hindu. As a result of this antagonism, the rest of the team is becoming distracted by the situation and the project is likely to get off schedule. For a new member intending to join this group, a common sense of purpose which overrides personal interests must be re-established. In so doing, the group leader would be in a position to utilize the abilities and skills of every member. Equally important, proper and efficient mechanisms of solving conflicts are of critical importance to avoid sacrificing the sense of purpose and unity of the entire group. This would create a favorable environment for not only the existing members but any person who could be willing to join the group. In the research and development department of Abilt technologies, enforcing the aforementioned could go along way in achieving its objectives and optimizing productivity of a new member. This group of professionals is characterized by several factors that greatly determine its productivity. To begin with, the group comprises of highly educated and skilled individuals, who are capable of formulating and executing their expertise and ideas to creative products. Though they are skilled at individual capacities, working together as a team is paramount especially while undertaking the assigned project. In this respect, success in this undertaking is mainly anchored on how well they will work as a team, blending their skills into a finished product. Team leadership in this group is quite impressive with the head of department being not only experienced, but also exercising very efficient leadership style. With participatory decision making system, all the team members are not only given a chance to apply their expertise, but also an opportunity to make decision in the group (Aram & Simon, 1994). In addition, the leadership style that is applied by Mr. Jinsoo is favorable while resolving conflicts among the group members. With an open door policy, the group is capable of voicing their concerns and more importantly come up with creative ideas without fear. This group comprises of individuals with diverse religions, cultures, age and different personalities. In a group with such diversity, some interpersonal conflicts may be expected. In this regard, the team member should be in a position to resolve their differences to maintain a unity of purpose. In order to solve such differences, it is important to exercise effective communication within the group’s hierarchical system. In respect to the research and development group of Abilt Technologies, relatively new members such as Zain and Ahmed are bound to be entangled into conflict. In this regard, it is important for them and the team leader to look into the tasks and objectives of the group, communication, physical environment and their personal preoccupations to accomplish the objectives of the group. According to Cohn and Reeves (2005), formulation of objectives and tasks of a given group is fundamental in ensuring that the members are not distracted and they remain focused with the task at hand. In this case, it is important for a new member joining the group to be conversant with the stages of group development in order to help him or her on how to relate as well as contribute in their respective responsibilities. Curphy and Ginnet (2009) list five stages in group development. These include forming, storming norming, performing and adjourning. The initial stage is forming where members come together for a common objective. During this stage, they become acquainted by familiarizing themselves and establishing contacts with each other (Curphy & Ginnet, 2009). In this respect, this stage is characterized by tension, uncertainty and mistrust at personal level as every member tries to establish efficient ways of interacting with group members. In context to this group, it is apparent that they come from different cultural and religious backgrounds, which greatly influence how they interact. For instance Zain and Ahmed come from different religious backgrounds that inform how they relate with one another. In this case, Ahmed is a Muslim, a religion that is quite conservative especially regarding the roles of women and how they interact with men in society. On the other hand, Zain is a Hindu, with different norms of interaction. In this case working together of these members requires good understanding and familiarity of one another in order to avoid incessant conflicts. The second stage in group development is storming. This stage is characterized by a greater participation of the group members (Curphy and Ginnet, 2009). According to Diane (2003), interpersonal conflicts and intense chaos are prevalent as members try to compete for influence and leadership in the group during this stage. In this respect, it is important for effective conflict resolution mechanisms to be instilled or else the group disintegrates. Newstrom& Scannell (1998) define conflict as a disagreement between two parties where the persons concerned perceive a threat to their interest, needs or concerns. Usually a conflict is normally worsened when a misunderstanding occurs between two parties, blowing out an existing disagreement out of proportion (Hendrick, 2001). Well resolved conflicts provide limitless opportunities for the affected group to grow and achieve it goals (Driskell and Radtke, 2006). More importantly, well resolved conflicts bring opportunities for change by increasing understanding among all group members. This enhances their understanding of each other in context to the task at hand. The awareness enables the group members to strategize on how to work as a team without disregarding each other. Well resolved conflicts also increases self knowledge by providing opportunities for team members to re-examine and reflect on their short term and long term goals in an organization. Consequently, the group members become more focused resulting to improved productivity at work. On the other hand, unresolved conflicts can easily result to breakdown of a group preventing achievement of its goals (Driskell and Radtke, 2006). In order to resolve conflict amicably, it is important to engage appropriate communication skills in the group. There exist two major factors that have to be involved in task-oriented leadership namely consideration and structure initiation which is sometimes referred to as task-oriented behavior and it consists of planning, coordinating, and organizing a group of subordinates. The consideration includes the provision of staff welfare through recognition and support throughout the entire group where instead of group supervision, members are give the opportunity to orientate themselves and recent studies have indicated that this form of leadership structure yields better positive results Norming stage comes after storming and during this stage closer alliances are formed as the members get integrated into a group (Cohn & Reeves, 2005). Members are now more at ease with one another and this encourages sharing of responsibilities. In this case, they are more focused on the task and ways of achieving the set objectives of the group. According to Hendrick (2001), forming stage is completed when group members set common goals and come into agreement on strategies of achieving them. Performing is the third stage whereby the members start on working towards achieving the set objectives (Guskey, 2000). According to Diane (2003), this stage has less internal conflicts since all members are relatively familiar with each other and hence there is greater focus. The end of performing stage is achieved when the group achieves it objectives, from where the last stage of adjourning comes in. After achieving their goal, disintegration of team members occurs where they go on separate ways (Hendrick, 2001). Achieving the intended goals makes it irrelevant to proceed staying together and unless they commence on a new project, moving apart becomes inevitable. From this observation, it is apparent that communication, tasks and objectives of a group in addition to creating a positive environment for interaction play an important role in determining suitability of a given group in an organizational set up. To promote these aspects, designing appropriate team building activities helps in bringing members even closer. According to Goodwin et al. (2009), team building activities helps in enhancing communication among members in a group which makes workplace place environment more enjoyable and relaxing. To new members joining a group, team building activities greatly enhance their integration by providing opportunities of familiarizing with one another. In addition, it becomes possible for team leaders to motivate group members while undertaking team building activities (Burn, 2004). In conclusion, it requires more than just a paycheck to encourage new members in an established group within an organization. A combination of well defined tasks and responsibilities, with good communication channels provide an enticing environment to new members. Given the fact that group members come from diverse backgrounds, conflicts are normal parts of group formation. However, initiating team building activities enhances interactions among different members, from where they can build trust and respect for each others abilities and skills. References Aram, A. & Simon, P. (1994). The relationship between stages of group development and styles of leadership. Journal of Adventure and Outdoor Leadership, Vol. 11(5) pp 19-26. Burn, S. (2004). Groups: Theory and practice. Wadsworth. Brown, R. (2000). Group Processes: Dynamics within and between groups, London: Blackwell. Cohn, J. & Reeves, K. (2005). “Growing talent as if your business depended on it”. Harvard Business Review, Vol. 41(6); pp 29-38. Curphy, G. & Ginnet, R. (2009). Leadership: Enhancing the lessons of experience (6th Ed.).New York: McGraw-Hill Irwin. Diane, M. (2003). “The stages of group development: A retrospective study of dynamic team processes”. Canadian Journal of Administrative Sciences, Vol. 23(6): pp 56-68. Driskell, J.E. and Radtke, P.H (2006). “What makes a good team player? Personality and team effectiveness”. Group Dynamics, Theory, Research and Practice, Vol. 10(3); pp 97-106. Hendrick, C. (2001). Group Processes: Inter Group Relations, California: Sage Goodwin, G.   Salas, E. Klein, C. Burke, S. Stagl, K. and Halpin, S. (2009).”Does team building work?” Small Groups Research, Vol. 40(2); pp 69-77. Guskey, T. (2000). Evaluating professional development. Thousand Oaks, CA: Corwin Press Newstrom, J. & Scannell, E. (1998). The big book of team building games: Trust Building activities, team spirit exercises and other fun things to do. New York: Mc Graw-Hill. Read More