‘Group Dynamics’ is a very complex topic. There are various definitions for groups, namely scientific ones and non-scientific ones. This assignment specializes in the scientific definitions. A lot of scientists concern themselves with the formation, the types, and the complexity of groups. However, the views of the scientists differ according to this topic. This assignment investigates the nature of groups as well as the specific form of informal groups. Informal groups have nearly the same nature as formal groups. The differences are demonstrated in the second part of the book.
Chapter 7, Group Effectiveness:
Before we go into detail, let’s raise some questions to the title of this chapter:
1. Do groups work effectively?
2. Which influencing factors have to be known for controlling the effectiveness of groups?
3. Is it possible to enhance group effectiveness?
7.1, Group Effectiveness – A Measurable Parameter?:
At first glance it seems to be rather an economical than a social psychological question of group effectiveness. This is supported by the fact that groups are formed for having economic or social success. When groups are not effective any longer they begin to break up or split up and are organized to bigger upper-level groupings. This is the fact for self-organized groups. Groups with only economical purpose run the risk of being broken up, being displaced or being taken over by competitors when the group shows a lack of effectiveness. A lack of effectiveness in social and economic groups results in the general risk of being broken up. The effectiveness in groups is therefore a very important topic, which depends on different quantitatively and qualitatively influencing factors, the structure of the group and the processes inside the group.
Output orientated effectiveness can be easily measured. The qualitative effects of group goals with social background like motivation, self-fulfilment and so on are often only verbally describable. For the valuation of the group effectiveness it is common to compare the result of the group with the results of an individual person or of parallel acting individuals without any further interaction.
As there are many influencing facts for the effectiveness of groups and very contradictory interests, the advantages for one group of interest are the disadvantages for the other group of interest. The economical group of interest measures the effectiveness of a group by its productivity, flexibility and quality. The individual in a group identifies effectiveness in the group by reasonable tasks, feeling of togetherness inside the group and diverse interpersonal relationships. If groups are only matched with clear quantitative economic facts the profitability will be a possible yardstick. This method is not possible for matching qualitative facts. Therefore we have to distinguish between quantitative and qualitative effectiveness.
7.2, The Size of the Group as Rating Basis for Group Effectiveness:
As shown in the previous chapters of this assignment, groups may be classified by the size. Just to remember, there are small groups, teams and big groups.
As the success of a group depends on clear formulated target agreements we can say that the size of the group has a great influence on the effectiveness. Target agreements are more effective in small groups than in big groups. With increasing group size the possibility increases as well that there is a lack of motivation and coordination. Such lacks in the process may cause a negative influence on reaching the group aims and in general on the group performance. Communication and coordination processes are more functional in small groups than in big ones. This positively affects the effectiveness of groups.
7.3, Synergistic Effects in Groups:
Synergy is determined in general as coactions in the meaning of mutual support. In connection with group effectiveness it means that ‘the group is greater than the sum of its individual members that groups are formed of – to achieve goals that could be reached by unilateral activity.” We can also say that synergy is the heart of effectiveness in a group but synergy is not alone accountable for effectiveness.
Mag. (FH) Silvia Schweighofer MBA, maiden name: Großschädl, born in Graz (Austria) in 1979. After four years of work experience in the financial sector, the author completed her first degree of an extra-occupational, commercial study with a thesis to the subject ‘Due Diligence’. After more than eight years of experience in the financial sector, the author has taken an employment as CFO und HR-Manager in a medium sized automotive supplier in NRW. Extra-occupational to her commercial leading occupation, the author has successfully completed her studies with the MBA degree at the FOM in Düsseldorf. She spends her spare time rock climbing, ski touring or hiking in the mountains. Dipl.-Ing. (FH) Uwe Christian Bußmann MBA, born in Rheinhausen (Germany) in 1973. After he had worked more than ten years as a master craftsman in the car repair business, the author has studied mechanical engineering. During his studies, he did an internship in a steelwork company in Ireland. The final project towards the end of his studies was the design of a new hydraulic system. In addition to his daily work as a maintenance manager, he has studied Business Administration. The author likes to spend his spare time at the fire department as a voluntary fire officer. He likes to travel extensively, and is a member of the Travelers’ Century Club.
Versandkostenfreie Lieferung! (eBook-Download)
Als Sofort-Download verfügbar
- Artikel-Nr.: SW9783954896196
- Artikelnummer SW9783954896196
- Wasserzeichen ja
- Verlag Anchor Academic Publishing
- Seitenzahl 50
- Veröffentlichung 01.02.2014
- ISBN 9783954896196
- Wasserzeichen ja