An Analysis of Key Group Processes in Organizational Settings

This essay delves into the multifaceted realm of group processes within organizational settings, emphasizing the critical interplay between individuals and the collective pursuit of objectives. It underscores the significance of communication, diversity, leadership, and power dynamics in shaping team performance and organizational success. The essay examines how communication frequency and style influence group dynamics, highlighting the importance of effective leadership in guiding, motivating, and coordinating team efforts. It also explores the impact of diversity, both psychological and physical, on leadership roles and group outcomes, acknowledging the challenges and benefits that arise from varied perspectives. Furthermore, the analysis considers the influence of group size and structure on effectiveness, emphasizing the need for a balance of skills and roles to minimize conflict and maximize productivity. The essay concludes by asserting that the effectiveness of teams hinges on meticulously composed groups, attracting high performers, and fostering an environment where individual contributions are recognized and valued, thereby driving positive impacts across the organization. The essay uses research and theories from social psychology to explain the importance of understanding group processes for enhancing productivity, learning, and problem-solving within organizations.

Running Head: GROUP PROCESSES 1
Group Processes
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Introduction
Group processes are the interrelationship between individuals and organization to achieve
their objectives. Although individuals put a lot of effort into the setting and coming up with
strategies that will lead to the achievement of their goals, the most significant resource in an
organization that is individual contribution tends to get minimal attention. Organization aim at
obtaining their objectives the drive to attain objectives should not overlook the needs of
organization members. Organization membership is an opportunity to create new friendship,
redefine skills and development of self-confidence. Attainment of objectives and development of
organization membership can take place simultaneously. The theme of group process is a rational
derived from social psychology (Brown, 2010). Communication and social integration are
factors that determine group performance. Research on top management teams came up with
theories that explain the relationship between organizational performance and team demography.
The significant aspects that the theme will look into are communication, diversity, leadership,
and power.
An active organization will take a keen interest in how it members correlate, role
interrelation and contributions of individuals to its success. Group process analysis and
observation of operations are vital in identifying and alleviating problems at their early stages
instead of overhauling all processes in case of inability to attain objectives (Paladino, 2011). The
performance of each member of an organization provides opportunities to gauge the performance
of an entire organization. Understanding individuals in an organization are instrumental in
ensuring group success. Observation of processes in an organization needs to focus on all
individuals in the group; this requires patience. Critical attention to these processes and roles
bring out a better understanding of group members. The primary elements of an organization that

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influence effectiveness of a group include decision making, communication, organizational
functions, and participation. Conservation of the elements brings to light the contribution of each
aspect to success in an organization (Yūki & Brewer, 2014).
Communication
Communication, the essence of social systems, is the heart of a group’s behavior. Group
communication varies in frequency and informality otherwise viewed as multidimensional. The
rate of contact describes the rate at which team members interact regardless of the mode of
communication in place. Although some research shows a negative relationship between
performance and communication frequency, by highlighting conflicts and disagreements that
lead to numerous meetings and conversations through other channels leading to a deviation on
the core activities in an organization (Clegg, Hardy & Nord, 2013). When the top management
has to communicate frequently to control to manage conflict in an organization, this is an
indication of communication breakdown. However, in some instances, frequent communication
imply that activities are running smoothly and the discussion is a channel of sharing information.
The studies by Thye and Lawler (2011) prove organization communications though important; at
times generate conflicting ideas; these necessitate the contribution of individual common sense
and their importance of contexts instead of generalizing risks.
Power and leadership
According to Hogg and Tindale (2007), A leader in a group guides, coordinate, directs,
motivates and organizes the group towards the attainment of the goals that translates into
organization objectives. Group leaders are either formally recognized or gain authority as
members rely on them for guidance. The contribution of the group leader to the performance

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members in essential and studies show that groups perform under good leadership. A good group
leader will find a balance between the factors that will enhance the performance of their groups.
Two major inter-rated components define leadership that is relation orientation and task
orientation. A task-oriented leader will focus on the problems by coming up with communication
networks, identifying issues to the groups, motivating actions and coordinating efforts. On the
other hand, a relationship leader will focus on the quality of relations among group member by
increasing cohesion, boosting morale conflict management and empathizing with group
members. Among the two leaders, the effectiveness of their leadership skill will depend on the
group's nature. According to contingency theory of leadership by nature human beings are either
relationship oriented or task oriented. The leadership qualities cannot interchange although a few
individuals can shift from one style to another. The forms of leadership are valid depending on
the operating environments that are the members of the group (Yūki, 2014 ).
Diversity
Diversity can either be psychological or physical; leaders are either taller, older or more
massive than other group members. Generally, the leader is accomplished in task facing the
groups and have more extensive experience hence talk more compared to average members.
Other than being shy leaders re outgoing and exhibit dominance and little or no submission.
Physically we have more male leaders than women (Hogg & Tindale, 2007). Despite the changes
in leadership in recent years, the gap in direction is still significant, a significant number of
women remain at home giving male workers more representation at workplaces thus more
leadership opportunities. The rise in women at the managerial position I recent years is steady;
however, women occupy a smaller percentage at the upper management. A significant reason
that explains this misrepresentation is leadership labyrinth that women must overcome. Social

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outcomes are brought by individual perceptions, psychological processes, and mental processes.
According to social role theory when people are asked to talk about women, they describe them
regarding nurturance, expressive, abilities, warmth and emotionality (Xenikou, 2012). Culture
expect women to be affectionate, sentimental, soft hearts, sympathetic, gentle and feminine. A
description of men centers on instrumental qualities such as energy productivity and strength. A
group is deciding to choose a leader focuses on helpful rather than the relational side.
Structure and size
The effectiveness of a group depends on its size and its composition. A group can
compose of few individuals on more than three. The effectiveness of the group will depend on
the scale. A group with a minimum number of people will is more credible as this does not
jeopardize the goal achievement and workload. The probability of a large group efficiently
working is low due to various factors such as opportunities for development and low level of
participation and less ground for recognition. The performance and skill of individual play a
significant factor in group performance and one must consider it when forming a group. When
coming up with a group structure factors that influence the formation of the group includes skill
seat needed to perform the task, the impact of a weak performer to the group performance and
how to counter the weakness (Wheelan, 2015). Also, a group should compose of followers and
leader that minimize conflict and rivalries since diversification plays a significant factor in skill
requirement and group development. A comparison between an ethical and racially diverse
group of women and men compared to a white-dominated make will; the white male group will
develop faster compared to the other group. Although the complete group has a chance to set
standards to communicate well and grow cohesively, it will fall short in meeting organizational
requirements. A diverse group faces challenges due to the language difference, number of

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cultures, and task interpretation. Despite the challenges facing various groups once they develop
they are productive and come up with unique problem-solving ideas brought by broad idea base.
Conclusion
The effectiveness of teams relies on the composition of groups that are put meticulously
combining skilled individuals with a clear picture of what is expected of them and are ready to
deliver tangible results. A competitive environment attracts performers who are prepared to
exploit their potential. The reputation if a group determines its success rate. Behaviour is easily
identified through gesture, posture, tone and facial expressions. Conversations in a group are
either contradictory or complimentary; conversations between individual of the same caliber are
more reasonable and rational, they complement each other and will find common ground to
resolve their issues. Interaction is either complementary or contradictory (Franz, 2012). A
conversation between an employee and then manager displays reward and punishments systems,
on the other hand, the inverse is correct unacceptable approach will result in conflict.
An opportunity for individual success within a group framework is essential.
Recognition of employee’s professionalism both by fellow employees and the outside world
bring the desire to achieve. The factors though definite contribute to winning teams that will
bring a positive impact by other groups. Theories and studies on groups confirm the importance
of the elements in social life. A group formation is essential in understanding individual strength
and weakness. A lot of processes if not all in organizations worldwide depend on group’s
efficiency. Getting a clear understanding of a group is essential to providing a solution to
challenges facing organizations. Understanding groups will improve productivity, learning, and
problem-solving process in the society. The answers to emerging issues in the community such
as sexism, racism, and conflict depend on group processes. According to Papa et al. (2008),

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emerging trends are dynamic, therefore, require research methods that take into account
sensitivity and human aspect hence coming up with solutions that are acceptable to external
stakeholders and are sustainable to the organizations.

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References
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