Group Behavior In Companies Research Paper

Length: 8 pages Sources: 8 Subject: Business - Management Type: Research Paper Paper: #36267350 Related Topics: Group Dynamics, Company Background, Excessive Force, Peacekeeping
Excerpt from Research Paper :

Group Behavoirs in Companies

Group Behaviors in Companies

There are so many different companies that have embraced executive coaching and mentoring as their principal way to support development creativities in hospital settings. However in today's corporate world these do not talk to the real-world, group dynamics that managers have to deal with. Behavior within a group in a hospital setting can be manipulated by group dynamics, interactions, group cohesiveness, the work environment, social influences, and leadership. This paper will explore each of these components of group behavior in the interior of an organization such as a hospital.

Defining Group Behaviors

Group Behavior can be described as, conditions that enable groups of people to have interaction rather it be large or small group settings. These individuals collaborating among each other may appear to coordinate their behavior by performing in a certain way that will bring them to a design that differs from what each person would do if acting by them. Group dynamics, united with immense management or administration, can accomplish objectives that are set for structural accomplishment. The organizations social systems are comprised of a lot of difficult sets of human behavior and relationships that work together in different ways within the workplace also in the businesses world that they have to confront every day. These working clusters can be encompassed of like-minded people, a diverse group of persons, or a group of unique skilled workers who are advanced by management to perform one shared goal in the association or situation at hand.

Harmonizing the rights of each person in the hospital setting can sometimes be a difficult task for the employer since most organizational objectives are found to be accomplished through efforts from a group. Individuals become in need of on prevailing cultural systems that allow each particular stability, appreciation, security, and the capacity to respond to any given state of affairs. Working Groups perform certain prospects and rules on each distinctive associate of the group which can expose the shakier member's lack of common responsibilities. This can mimic the working teams set objectives that must be met by everyone concerned in the division's resolution to overcome every aspect ended and accomplished.

What Is "Role Conflict" in Organizations?

Role conflict is a kind of social conflict produced from a person being compelled to take on distinct and conflicting roles. Role conflicts can occur independently, as in the circumstance of one person being ripped between different roles for different organizations or groups, or in the inside an organization, when a person is inquired to obtain various parts in the exact group. A worker in the organization with both work and management roles in a department, for example, accepts the opposing roles of supervisor and co-worker.

Even though most circumstances conflicts take place because of multiple obligations to different groups, role conflicts can also occur inside an obscure organization when people have various contradictory accountabilities. In many companies, mid-level administrators regularly work alongside the people they supervise, leading to frequent role conflicts with the boss expected both to work mutually with the association and report members that are not doing their jobs (Alam, M., Khan, A.I. 2010). Role disagreements can also arise when a member of an organization is inquired to perform tasks that are incompatible, as when a member of staff is requested by one supervisor to expand construction and by another to boost quality training.

Constructive conflicts occur when

1. Individuals change and develop separately from the conflict

2. The conflict stems into a resolution to a dilemma

3. It support contribution of everyone distressed by the conflict

4. It constructs cohesiveness to the members of the team

Damaging conflicts arise when

1. Problem still exist and no answer to the problem.

2. It sidetracks drive away from more value-add happenings

3. It abolishes the trust assurance of the team members

4. It separates or divides the group

Solutions to conflict

Every organization or group needs to develop a plan for development and grooming team members for group procedure. One sample that can be used as a suitable model was an action at Monmouth University (Finn, R. 2008)). It involved the Student Life organization -the Program Director, the staff, the administration, and the...


The university utilized training to proactively administer dispute, and the effects were confident. The following is an diagram that can be used as common in the hospital setting as well.

Phase 1 - conflict settlement knowledge- abstract, models, encouraged need to change and learn.

Phase 2 - conflict resolution training- workshops to take up skills and methods for handling context of conflict.

Phase 3 - mediation training- intended at designated leaders of each section of the population, which would become specialized go-betweens, and provide upcoming plans.

Phase 4 - reinforcement workshops- informal meetings to continue the perceptions and continue refining people's consciousness and capability to handle conflict.

Communication Problems among Group Members

Good communication is the answer to a thriving business. Recognizing the symbols of communication issues is the first step in resolving communication matters. Several of things to look for are errors, indifference, lack of collaboration, recurrent complaining, and poor communication can expand the matters. Analyzing the problem and looking for fresh ways to lessen the effect can help reduce conflict and reinstate function production. Communication troubles typically stem from mistakes that lead to aggression and accusations. Distinguishing these situations ahead of time usually helps the employees in resolving the difficulties without displaced blame (Gruber, T., Henneberg, S.C. 2010). Some kinds of communication complications arise on the scene when the sending a message utilizes the wrong communication device or neglects to express their views sufficiently. This can cause misunderstanding and lead to uncertainty and low confidence.

A company agonizing from communication collapses cannot function exceptionally long. Indicators are people not cooperating, not contributing, disregarding messages, objectives not reached, loosing patrons or patients, and employee personnel renewal rate is high. These are just a few symptoms to be on a look out for; it is reasonable to take steps to resolve these troubles as soon as it can be done. Larger companies or hospitals may have to contract out the difficulties to an unbiased negotiator. Permanently maintain the employee's discretion using instruments to resolve difficulties. If there are symbols of communication difficulties do not wait for them to get corrupt, effective correspondence should be applied from the very start.


Effective communications foster an environment where employees are occupied in the process, submit thoughts that promote patient satisfaction, improvement work practice and independent functioning. This generates a greater level of project approval and backs a variety of in-house relations proceedings where staff interrelates with each other. It is particularly useful for a hospital to realize that they should not wait until their company is already having communication difficulties to implement the suggestions listed above. If a hospital already has communication problems then the issues will just get worse. A nurse, doctor or any other employees can substantially be recovered by being more working at what they already do. If the supervisor of the hospital does not have a functioning patient communication plan and give notice to your patients they will lose business. If the hospital is prearranged and has an impressive patient relations program and give consideration to their patients, then they will benefit practice. Good or bad communications determine the parts of actions in business, customers, employees, success, and stockholders. Communication among group members signifies some of the most respected business issues today because it is an area that has such a significant effect on the future of how the hospital is run (Appelbaum, S.H. 1984). The starting point is not communication itself, but the process. Providing a training program will help group members learn how to communicate; the accomplishment fibs in a clear procedure. Studying how to successfully pay attention and communicate will boost your workplace associations'. This will also expand skill, acquire dedicated crew members, and maintain a better hospital.

What is group cohesion?

Obviously, we know the disparity among cohesive groups and non-cohesive groups. Cohesive groups are combined. Members benefit from cooperating with each other, and they stays in the group for quite a while. However, what about the cluster, where all the employees like each other-they all get along- but they have no obligation to the group as a whole. Lewis as early as 1943, used the device consistency to clarify the impact that support group essential by pushing member and prevent them from getting apart. Cohesion groups are groups that seem to relate mutually and in which the member may want to stay. Cohesion should be stated as the purely relational notice that there is among member's groups. In another way, cohesion group is an convention which they have a like for one another, and cohesion could be calculated by how much they are fond of each other.

The expression group cohesiveness has highly rare role in the supposition of group dynamic. Many people think that group cohesiveness is…

Sources Used in Documents:


Alam, M., Gale, A., Brown, M., & Khan, A.I. (2010). The importance of human skills in project management professional development. International Journal of Managing Projects in Business, 3(3), 495-495-516. doi:10.1108/17538371011056101

Appelbaum, S.H. (1984). The organizational climate audit ... Or how healthy is your hospital. Journal of Healthcare Management, 29(1), 51-51.

Bradshaw-Camball, P. (1989). The implications of multiple perspectives on power for organizational development. The Journal of Applied Behavioral Science, 25(1), 31-31.

Costigan, R.D., Insinga, R.C., Berman, J.J., & Ilter, S.S. (2005). An examination of the relationship of a western performance-management process to key workplace behaviours in transition economies. Canadian Journal of Administrative Sciences, 22(3), 255-255-267.

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