Organizational behavior is influenced by groups of the organization. Therefore understanding group dynamics and its operation is an important part of the organization to foster the growth of the organization and good culture. Every individual has a role to play in a group. And the role played by the group by an individual in the group is normally determined by the group regulating constitution. Therefore for a group to function effectively members must consistently perform certain laws that contribute not only to reaching current objectives set by the group but also to the ongoing improvement in the team’s long-term operations. Each member of the group has an enormous responsibility of assisting their leaders in managing the affairs of the group effectively (Conrad, Poole, 1998).
The relationship of an individual in the group and that of a group should be well set out for the organization to succeed. The relationship between the individuals in the group and that of the group should be good. Members ought to realize that if the relationships amongst themselves are shaky, then they are doomed to fail. They should put aside their differences, ego, and the bride and work together as one team determined to move ahead with positive progress. The members must know to communicate to each member depending on one’s age, gender, and position in the group but everybody should be given his/her due respect. The group should be meeting regularly to iron out their differences which might be there. They shouldn’t be postponing issues as this will not solve the matters but worsening them. Each member is expected to open up so that all will be free to talk to each other with more freedom without any reservations (Luft, J,1984).
Groups formed to do a task or project die when the work has been complete. There will probably be a period of grief when members mourn the passing of what was a significant, gratifying moment. Groups that have a permanent mission change. Some people leave, and others join. There is no death. Ay, a new member who wants to join the group is allowed but after understanding fulfilling the laid down rules and regulations that guide the group. Joining is voluntary and a member who wishes to leave can do so without being forced and must inform the other members of the group of his/her decision to leave the group. The member can be given back his/her dues in the group if they are there without any further delay as the further delay in the release of the leaving member’s dues may bring disputes in the group. But in some cases, those members who continue breaking the rules and regulations of the group are forced to leave the group (Tropman, John E. 1996).
The group structure should be gender-sensitive. The positions of the group should be shared equally amongst the group members. The leaders should be elected/ chosen depending on their qualifications and their ability to perform to the expectations of the other group members. No one should be imposed on a leadership position as this will affect the smooth running of the group. The structure of the group should be well understood by all the group members and at the same time, it is the members who can come up with the structure of their group in unanimity. On the leadership style, they want to be practiced in their group, it is the members to decide but not to be dictated upon by few individuals (Jefferson, Thomas, 2001).
On the group cohesion and development, the members should work together as one team and this is the reason why they came together. In a group that does not operate as it, one can see people performing roles that suit their purposes but act against the group’s interests. The members should realize that the development of their group will only be enhanced if there is a clear understanding between the members and their leaders. The elections of the officials must be conducted more democratically to the satisfaction of the members. They should set clear objectives and know where they are going instead of involving themselves in issues that might hinder their development (Kennedy, T 2002). No members should be allowed to influence any decision-making as this will create many groupings in the group with their different leaders. This must be avoided at all costs because the group will break. Power should not be wielded on one person or some individuals because it will lead to misuse of power and resources. This will be the downfall of the group. Power should be with the people and not with the individuals; this is where democracy is put to test (Cummings, C. 2000).
The performance of the group, officials, and members should be reviewed regularly. The performance should have parameters to gauge whether the set targets have been achieved. The major thing here is to look at the objectives and fin out as t whether they have been achieved. If some were not achieved with reasons, then a mechanism should be put in place to rectify the same mistake not to be repeated. The group leaders should sign the performance contracts pledging that will be able to meet certain targets set by the group within a specified given time( Kennedy, T,2002).
Consensus decisions take time and patience, but the decisions that result from a consensus are usually superior to decisions made by the brightest member of the group. This is probably because a group can generate and more realistically evaluate a greater number of options. There is usually a deeper commitment on the part of the team members to carrying out decisions, since the members have been heard, and they have left believing that the product of their discussions is the very best it could have been. When there is a consensus, people don’t just go along with the decision but rather invest in it.
The group should endeavor to collaborate and relate with other groups well to attain objectives. They should regularly exchange visits to learn more about new issues. Various groups have different settings and different managerial styles, which can be shared across other groups. The groups can learn a lot from this kind of interaction and even bring in new ideas and practices which never existed in their respective groups (Thomas L. Quick, 1992).
The group environment should be an enabling one. Each member should make sure they have created an enabling and more dynamic for every member to be able to participate more actively and openly. No member should be allowed to create an environment that is not conducive to the rest of the other members. This type of person should be done away with from the group as he/she might make useful and active members leave the group (Thomas L. Quick 1992).
Communication is very important for group dynamics and this fosters collaboration and support of each. The mode of communication helps to create a good understanding and the relationship is fostered. If communication is misinterpreted there be disharmony in the workgroup and the organization’s goals may not be achieved. To build and maintain a team, its members must be willing and able to communicate with one another in ways that reflect openness, trust, and respect. Successful groups insist that group members willingly share timely information about development occurring throughout their group, except what is labeled confidential. Members should show collective behavior when handling important matters of the group. Members have to come up on Dos and don’ts of the group and agree on how they should act and behave when a certain issue arises (Toseland, R& Rivas, R.,2005).
Groups should be flexible to change with the changing time. They should embrace the new technology and create more look for its members do develop Members should know that change is good than nothing else. It comes along with different packages which will help the group to prosper further (Gideon F,2001).
Therefore for one to understand the performance of groups he must understand how the group operates its loans and responsibility to members and what is expected of the members. Because the behavior of members is usually regulated by the rules set out by the members. Benefits that accrue from group work will not be possible if the group does not have defined roles where the teams’ characteristics are well identified and are well defined including the effects of team dynamics on the team. Each member of the group should be playing a role that is well defined within the group’s constitution or rules and regulations. In group dynamics, communication breakdowns are not good for the team to function properly. It undermines the ability and efficiency of the team therefore proper communication channels should be put in place to enable team leaders to steer their teams to prosperity. In the hospitality sector group and teamwork are important in the delivery of services to the people. If there is a breakdown in the channel of communication and it becomes a disconnection in teamwork the industry or the firm in question will only be left to the mercy of the outside world (Jefferson, Thomas 2001).
Team leaders in hospitality therefore must ensure that they have proper communication channels put in place to ensure that communication challenges are solved. In general, the hospitality industry will not function if teamwork is not encouraged and it is up to the team leader to come with regulations and rules that are acceptable by all group members which will ensure the team’s objectives are attained (Luft, J 1984).
References
Conrad, Poole (1998) In Strategic Organizational Communication: Into the Twenty-First Century, New York.
Cummings, C. (2000). Winning policies for classroom management. Alexandria, VA: Association for Supervision and Curriculum Development.
Gideon F,(2001) Antisocial behavior in school: Strategies and best practices. Pacific Grove, CA: Brooks/Cole Publishing Company.
Jefferson, Thomas (2001); Team Building in Working Groups, New York.
Kennedy, T (2002) Team dynamics and the social participation in schools: a vision for development. Longman publications
Luft, J (1984). An Introduction to Group Dynamics (3rd Edition).Mountain View, CA: Mayfield
Thomas L. Quick (1992) Successful Team Building, New York.
Toseland, R& Rivas, R. (2005) Introduction to Group Practice, Allyn & Bacon.
Tropman, John E. (1996) Making Meetings Work: Making High Quality Group Decisions, New York.