Impact of Group Properties On Performance

The mere presence of others

Perhaps the most fundamental feature of groups is the presence of other people. Some interesting
research has focused on the effects of the mere presence of others on an individual's task
performance. In these studies, an individual asked to perform a task without interacting with others
who are present. Results of such studies indicate that having others nearby tends to facilitate
performance on relative simple and well-rehearsed tasks. However, for fairly complex tasks, the
presence of others can have a determinant effect. The positive effect of others being present is
called the social facilitation effect, while the detrimental effect is termed the social inhibition
effect.
Size

Group size has detectable effects on group performance. In larger groups, the potential impact and
contribution of each individual are somewhat diminished, but the total resources of the group are
increased. Administering a larger group also creates unique problems for managers.

Composition
How well a group performs a task depends in large part on the task-relevant resources of its
members. The diversity versus redundancy of members’ traits and abilities, then, is an important
factor in explaining group performance. Groups composed of highly similar individuals who hold
common beliefs and have much the same abilities are likely to view a task from a single
perspective. Such solidarity can be productive, but it may also mean that members will lack a
critical ingredient for unraveling certain kinds of problems.

Roles
Every member of a group has a differentiated set of activities to perform. The set of expected
behaviours relating to an individual's position within a group is called a role. Although the term
role seems familiar enough (we can each easily define the roles of school teachers, managers,
students, and others) it can be viewed in several different ways.

A person's expected role is the formal role that is defined in a job description or manual. A
perceived role is the set of activities that an individual believes he or she is expected to perform.
Finally, an enacted role is a person's actual conduct in his or her position.

Status
Status is the social ranking or social worth accorded an individual because of the position he or
she occupies in a group. Although we typically speak of status as a single notion, it is in fact made
up of numerous factors, such as salary, title, seniority, and power. However, a difference on only
one of these dimensions is often sufficient to confer status. For example, a group of tool-and-die
makers may all have equivalent job titles, but the oldest member of the department, due to his
seniority, may enjoy higher status and, as result, greater deference.

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Norms
Norms are rules of conduct that are established to maintain the behavioural consistency of group
members. They may be written (as in a code of professional ethics) or unwritten. Deviation from
norms is frequently punished by ostracism and verbal attacks.

Cohesiveness
Cohesiveness is the extent to which members are attracted to a group and desire to remain in it.
Cohesiveness is sometimes described as the sum of all forces acting on individuals to remain in
the group. As the term implies, Cohesiveness pertains to how group members "stick together".
Listed below are the factors that induce and sustain Cohesiveness in groups and the effects of
Cohesiveness on group members and the organisation.

Factors that induce and sustain Group Cohesiveness

1. Similarity of attitudes and goals
2. Threats: The presence of external threats can help to increase group cohesion in that sharing a
mutual fate can lead to greater awareness of interdependence
3. Unit size
4. Reward systems
5. Work unit assignments
6. Isolation
The Effects of Cohesiveness
1. Satisfaction
2. Communication
3. Hostility
4. Productivity
5. Resistance to change

Use of Groups in Organisations

Modern organisations rely on groups to perform many activities such as the following:
Task Forces and Committees

Two formal embodiments of an organisation's desire to have a task handled by a group are the task
force and the committee. Task forces are usually formed to handle a fairly specific problem.
Committees, or standing committees, are typically designed to operate over a long period of time
in order to handle a continuing need or problem.

Boards and Commissions

Boards typically comprise individuals who are elected or appointed to manage an institution. For
example, the stockholders of a corporation will select a board of directors to manage company
operations.
Commissions resemble boards in that members of commissions also possess decision-making
authority for larger organisational issues. However, they are usually appointed by government
officials rather than elected. Examples of commissions include the Competition Commission and
the Securities and Exchange Commission.