Reframing Organization Report: Leadership, Groups, and Dynamics

This report delves into the multifaceted aspects of organizational structure, leadership, and group dynamics. It explores how businesses develop, considering factors from leadership personalities to economic situations, and the resulting organizational structures, including vertical hierarchies and horizontal groups. The report examines differentiation and integration as key approaches to organizational design, analyzing how responsibilities are allocated and efforts coordinated, respectively. It then transitions to the study of groups, defining their dynamics and impact on organizational productivity, including informal work groups, roles, norms, and networks. The report also explores leadership, focusing on contingency theory and the impact of leadership styles on achieving organizational goals. It emphasizes the significance of leadership in guiding organizations, adapting to external and internal factors, and developing effective communication and interpersonal skills within the workforce. The report concludes by summarizing the key aspects of effective leadership and its application in various organizational contexts.

Running head: REFRAMING ORGANIZATION
Reframing Organization
Name of the Student
Name of the University
Author note

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Table of Contents
Question 1........................................................................................................................................2
Question 2........................................................................................................................................4
Question 3........................................................................................................................................7
References and bibliography.........................................................................................................10

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Question 1
Similar to individuals, businesses have their own way of development and that too at
their own pace. There are different factors that have an impact on the way businesses develop,
starting from the personalities of their leaders to their chosen industry and then continuing to the
economic situation. The outcomes of that can range from being a structured, vertical hierarchy to
being a loose and horizontal free-form group. Businesses have the option of developing when
teams split off and pursue their goals or when individuals come together for one common cause.
For the structures of an organization, there are certain universal structural parameters that exist,
which present tensions and challenges for the organization (Loeb 2016). It is the responsibility of
the organizations that they effectively respond to these, which is inclusive of environment
(regulates comparative requirement for tractability), core processes (need alignment with
arrangement), size and age (intricacy and conventionalism increase), workforce physiognomies
(controls level of administration and discretion required in daily routine), information technology
(obtainability of information and rapidity of dissemination), and tactic and goals (lucidity and
constancy concerns regulate necessity for adaptation). These structural necessities come in
combination for dictating the optimal social architecture for every organization that are under
this circumstances. Different ways are there for designing any organization (Muscat 2014). Two
key approaches among these are:
Differentiation - how to allocate responsibilities across the organization?
Integration – how to integrate varied efforts in quest of common goals?
Differentiation

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Inside every living systems task allocation happens and roles get specialized. It is
effective in getting the work done. The behaviour of specialization channels is by the
prescription of what one person would be doing and not doing for accomplishing work tasks.
These normally restrict the individual worker discretion in the context of predictability,
uniformity, and reliability. After the decision is taken regarding who is doing which work in
relation with their roles or positions, another level of the same situation comes into play (Boston
2016). Working units in organizations additionally handles the work effort in terms of a lot of
things which includes:
 knowledge or skill
 time period, i.e. shift
 product
 customer or client
 geography or region
 process, e.g. customer order or customer delivery
Along with specialization, different problems also arise. It is necessary for organizations to
mesh or coordinate different attempts are avoiding negative influence on performance. Balancing
so many issues regarding structural feeds, relative to the second equation or issue of coordination
of effort.
Integration

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It is the characteristics of organizations to manage and coordinate the individual efforts along
with the group ones with the help of a variety of strategies. This takes place in primarily two
ways: lateral – less formal, and vertical - chain of command.
Inside vertical coordination, coordination is seen among the tops and control of work among
the bottoms. This takes place with the help of rules, authority, planning, rules and policies and
control systems. Authority is existent among bosses who have formal authority. The rules and
policies are there to specify the right way of doing things, limiting discretion and adding
predictability. The planning and control systems make use of data for measuring and forecasting.
Inside lateral coordination, using the terms of less formal, quicker, simpler and additionally
flexible in description of the lateral methods that fill gaps that are rules, commands, and network.
Meetings are the corner store of informal contacts and stalks exchanging. Task forces ate
collaborated with diverse specialties of people. The matrix structure is there for makings and the
cost common thing in global organizations have wishes of meshing arcos the countries and
regions. Organizations that have social networks, and lateral communication tools, try adapting
to the hierarchies and there are special teams who coordinate for dealing with turf battles or any
concerns (Ovchinnikov 2013).
Question 2
A group is a gathering of no less than two individuals. A group is an aggregate of people.
They connect with each other. They think about each other. They have a run of the mill target.
They find in themselves to be a group. The word dynamics is a Greece word meaning 'force'.
Hereafter group dynamics infers the examination of forces working inside a group for the social
correspondence. A group is an aggregation of individuals who work together with each other to
such a degree, to the point that one person's exercises influence the others. In affiliations, most

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work is done inside groups. How groups work has basic consequences for progressive
productivity. Groups where people get along, feel the need to add to the team, and are fit for
arranging their undertakings may have prevalent levels, while teams depicted by unprecedented
levels of contention or debilitating vibe may cripple members of the workforce (Levi 2015).
In affiliations, you may encounter particular sorts of groups. Informal work groups are
contained no less than two individuals who are connected with each other in ways not prescribed
by the formal affiliation. Group dynamics incorporates the dynamics of affiliation plan inside the
group, the path in which decisions are made in the group, how work finishes, and how member's
needs are satisfied. The participations that effect the perspectives and lead of people when they
are grouped with others through either choice or inadvertent conditions (Hogg & Terry, 2014).
The group dynamics fuse both the group content and the group processes.
 Group content insinuates the specific endeavors, issues, focuses, or conditions tended to
by the group all things considered.
 Group processes implies the relationship between the group members. Process also
suggests most of the components that add to the group processes.
 Both content and process happen at the same time and are comparatively basic (Murphey
et al. 2012).
Focuses of group dynamics are:
 To recognize and separate the social processes that impact on group headway and
performance.
 To pick up the capacities imperative to intervene and upgrade individual and group
performance in a definitive setting.

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 To fabricate more productive relationship by applying methodology that give beneficial
outcome on target achievement (Bolman & Deal 2017).
Informal roles: roles are fluid and propelling; groups enhance the circumstance when task roles
line up with particular differentiations—bring various interests, aptitudes, and fluctuating
degrees of excitement; benefit by assets while restricting liabilities; basic to bring these things
out past any binding impact as opposed to avoiding them
Norms: informal life insisting rule that manage how the group limits and how members act
Networks: informal cases of who relates to whom; teams with more informal ties were more
feasible and more slanted to stay together than teams in which members had less affiliations
• Interpersonal conflict: conflict that is smothered tends to reemerge again and again; conflict is
something worth being grateful for
Guidelines to manage conflict in groups:
 Develop capacities - in group process
 Agree on fundamentals – destinations and procedures
 Search for points of interest in like way - on which to fabricate understanding
 Experiment - in separating divergent viewpoints
 Doubt your perfection – see OK assortment of appraisals as an advantage
 Treat differentiates as a group commitment – conflict ought to be effectively regulated and not
kept up a key separation from

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Leadership and Decision making: Leadership empowers groups to develop a typical
capacity to know east from west and obligation; key limit is administering relationship with
external constituents; same individual may not be comparably feasible in all conditions (Shapiro
& Stefkovich, 2016)
Incredible leaders are tricky to both task and process. They select others adequately in managing
both. Convincing leaders help group members pass on and work together, while less capable
leaders attempt to run and get their own particular musings recognized.
Question 3
Leadership is one of the most crucial aspect of the organization as it guides the
organization to achieve the goals and objectives of the organization. According to the
contingency theory, there is no particular way of leading the organization and it is completely
reliant on the external and internal factors of the organization. This means that based on the
situation the leaders will have to adapt and apply the leadership theories. This can be considered
as their own style of leadership which they apply based on the situation they have to face. The
leadership is based on the relationship at the human level where the leaders can provide clarity to
its subordinates about their goals and objectives. The leadership should have the ability to
provide rewards and at the same time has the ability to provide punishment when it is required.
These qualities will have to be present within a leader in the right amount and balance otherwise
it will lead to the failure in the leadership (Northouse 2015). The least preferred scale (LPC) has
been developed in the contingency theory to identify the traits that is not liked by the leaders
(Chemers 2014).

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As stated by the contingency theory it can be said that effectiveness of leadership will
depends on situation, personality of the leader, make-up of the group and nature of the task. The
personality of the leader is the main factor which will decide how the workforce is accepting the
leader. This will also ensure how the leader will get involved in the task and if the leader can
exercise control over the workforce of the organization. Least preferred scale is way of identify
in g the effectiveness of the leader and the leaders with high LPC signifies that they have good
communication skills, interpersonal skills and they are able to make good human relations. The
good relation that the leader can create with the workforce of the organization will compensate
for other factors such as the orientation of the task and the issues involved in it. The leaders will
low LPC signifies have low ability of bonding with their subordinates which signifies that they
have to rely on the nature of the task to ensure leadership. However, there are certain
complications that are involved in this case, as the task will have to defined in a proper way to
avoid any kind of issues. However, it is not possible to provide proper definition to all the task so
it means that human relation is one of the most important factor for ensuring effective leadership.
However, in a corporate environment where the situations are structured in a well-defined way
the need for personal relationship is minimal. However, interpersonal skills of the leader will
ensure a motivated workforce which will able to be more productive than the workforce who is
less motivated. In general, the leaders with low LPC are effective as the organization structure is
maintained and most of the task of the organizations are well defined. However, in times of
emergency situation and when the three factors come in to consideration, the leader with high
LPC will have an upper hand and will be able to manage the situation in a better way (Antonakis
2017).

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However, the parameters that have been mentioned in the contingency theory are vague
as being supportive could have different meaning in different context. Therefore, providing
motivation to their workforce can be considered supportive and at the same time providing
criticism to their workforce can be considered to be supportive. However, this theory will have to
integrated in the social networking models so that the organizational integrity can be tested. The
parameters of this theory will have to be quantified and measured with sophisticated modern tool
to identify the effectiveness of leadership (Ayman & Adams, 2012). Thus, from the above
discussion it can be said communication skills and developing good human relations is one of the
most effective way of leadership and managing workforce of any organization.

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References and bibliography
Antonakis, J. (2017). The nature of leadership. Sage publications.
Ayman, R., & Adams, S. (2012). Contingencies, context, situation, and leadership. The nature of
leadership, 218-255.
Bergman, J. Z., Rentsch, J. R., Small, E. E., Davenport, S. W., & Bergman, S. M. (2012). The
shared leadership process in decision-making teams. The Journal of social
psychology, 152(1), 17-42.
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons.
Bolton, W. (2016). Differentiation and integration (Vol. 5). Routledge.
Chemers, M. (2014). An integrative theory of leadership. Psychology Press.
Hogg, M. A., & Terry, D. J. (Eds.). (2014). Social identity processes in organizational contexts.
Psychology Press.
Levi, D. (2015). Group dynamics for teams. Sage Publications.
Loeb, P. A. (2016). Differentiation and integration. In Real Analysis(pp. 79-93). Springer
International Publishing.
Murphey, T., Falout, J., Fukada, Y., & Fukuda, T. (2012). Group dynamics: Collaborative
agency in present communities of imagination. Psychology for language learning:
Insights from research, theory and practice, 220-238.

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Muscat, J. (2014). Differentiation and Integration. In Functional Analysis (pp. 257-274).
Springer International Publishing.
Northouse, P. G. (2015). Leadership: Theory and practice. Sage publications.
Ovchinnikov, S., 2013. Differentiation and Integration. In Measure, Integral, Derivative (pp. 97-
127). Springer New York.
Pettigrew, A. M. (2014). The politics of organizational decision-making. Routledge.
Phipps, K. A. (2012). Spirituality and strategic leadership: The influence of spiritual beliefs on
strategic decision making. Journal of business ethics, 106(2), 177-189.
Shapiro, J. P., & Stefkovich, J. A. (2016). Ethical leadership and decision making in education:
Applying theoretical perspectives to complex dilemmas. Routledge.