Introduction
Art or technique is the ability to do something, it empowers us to do in the sense of producing or manufacturing something. In this case we will talk about the group management technique, first defining what one is and the different types of them to handle them correctly.
Typology based on group size
- Small group (maximum 12 members). Direct interaction between group members is feasible. Medium group (maximum 40 members). Example the school group. They can carry out tasks such as expositions or discussions. Large group (more than 40 people). In these groups direct interactions between their members are not possible.
It is important to remember that any group technique will depend on the coordinator, the group members and the organization in which it takes place. The nature of the group itself will determine content and objectives that will influence the techniques that will be used. And above all, the context of the group depends on the techniques, the size of the group, level of stress, concerns, aspirations, problems to be dealt with.
Group management techniques
Group dynamics are part of the group's own life. Whenever you work with a diverse set of people, a certain dynamic develops. Now, it is necessary to know what dynamic is appropriate to work with each group (according to its characteristics) and for each circumstance. Because not all techniques are valid for all groups at all times.
In this sense, it is interesting to point out how to choose the appropriate technique:
According to the objectives pursued:
According to the objectives they vary. To promote ideas and opinions (Discussion); to make decisions (General Staff), to facilitate participation (Philips 66); to promote positive attitudes (Risk); for the ability to analyze (Case Style).
According to the maturity and training of the group:
For beginning groups, look for simpler techniques. As the group evolves more complex techniques will be used.
According to the size of the group:
In small groups, there is more cohesion and security. Therefore, a consensus is easily reached. You can use “guided discussions”, small group discussions, “case styles”.
In large groups there is less cohesion and more intimidation. The symposium, panel will be used. And if they are divided into groups (Philips 66, Seminar,…)
According to the physical environment:
When choosing a technique, the possibilities of the venue and times must be taken into account. Some techniques (forum) require a large space. Some techniques take longer than others. Others need auxiliary elements (blackboard, cassette, stage,…)
According to the characteristics of the members:
The groups vary according to ages, levels of education, interests, experiences,… Thus the risk technique will be more valid for older age groups. The debate aimed at younger people. For a listless group, the Philips 66 will arouse greater interest than the symposium.
According to the capacity of the animator or teacher:
This must be trained. It will begin with the most common techniques in teaching (discussion, seminar,…), and it will go into more complex techniques. The teacher will try to choose techniques according to their abilities and aptitudes.
The main motivations that lead us to use an appropriate technique for the group we encourage can be:
- To create trust and achieve a good climate of interrelationships between group members (socio-emotional balance) To establish cooperation, letting group members know the value of teamwork For the efficiency stage, that is, to achieve greater productivity in the achievement of the proposed objectives. To structure, organize and carry out tasks, make decisions… etc. To motivate the task, and interest the group in the work they have to do. To resolve conflict situations, raising constructive criticism regarding the problem and providing solutions. To evaluate the group's own progress, situations or themes developed…
T groups
The T Groups were born in the USA in 1946, as a result of a research plan directed by Kurt Lewin. Beginning in 1947, T-groups and the laboratory method spread rapidly as important educational methods in many Western countries, and today they are still used primarily in managerial training and organizational development. T groups are an educational technology that reflects the democratic values and aspirations of the American culture where they were born.
T groups are essentially controlled instruments for change, providing opportunities for self-awareness and self-development. They increase self-awareness and perception of the influence of one's behavior on others.
Smith indicates three main goals: increasing the ability to appreciate how others react to our behavior; to calibrate relationships between third parties; and to act skillfully according to each situation.
The T groups help the individual to raise awareness and understand the various aspects of their own behavior, and then introduce changes in it. These various aspects of behavior can be graphed in the "Johari window", where four types of behavior appear:
Public: known to oneself and to others.
Blind: unknown to oneself but influencing others.
Hidden: facts and emotions of which the person is aware but which they decided not to share with others.
Unknown behaviors by oneself and by others.
Focus group
The Stakeholders or Focus Group interview is one of the techniques most frequently used in market research. Some experts define it as a loosely structured interview, conducted by a specialized moderator among a small number of respondents simultaneously. According to authors Kinear and Taylor in the book Market Research, this technique has its origins in the methods of group therapy used by psychiatrists.
These interviews can be used to achieve different objectives and have the following uses:
- Generate hypotheses that can be quantitatively tested later Generate useful information in structuring consumer questionnaires Provide global information on the characteristics of a product category Obtain conceptual information on how consumers perceive new products from Little information is available Stimulate new ideas for old products Generate ideas to be used in new creative concepts Interpret previously obtained quantitative results
The group of respondents must be made up of people with fairly homogeneous characteristics. This prevents interactions or conflicts between group members on issues that are not relevant to the objects of the study. But this, additionally, must comply with certain principles to be effective.
Group size
It can be 10 or 12 people for an investigation on consumer goods. Experience has shown that a group with fewer than 8 people results in the discussion being dominated by a few respondents, and having more than 12 people tends to decrease the opportunity for participation for some respondents. It is recommended that for an investigation of non-consumer goods (used by doctors, architects, industrial buyers, engineers, investors, contractors, etc.), the ideal number is 6 or 7 people, to obtain the maximum interaction between the participants.
Selection of respondents
Most researchers consider careful selection essential for the focus group interview to be a success. First, group members must have adequate experience with the object or topic being analyzed. Second, respondents who have previously participated in a group session should not be included a second time. Some research organizations allow respondents to participate a second time, if they have not participated in a session, during the course of a year. The reason for this rule is that veteran participants often play the role of experts, dominating the discussion and trying to "get noticed" in front of first-time participants.
Another aspect in the selection of respondents is related to allowing people to take part in a group that includes a family member, neighbor or friend. Because friends sometimes tend to talk to each other and not to the whole group, many researchers do not select respondents who belong to religious groups or other organizations in which participants have established relationships.
Ambient
The physical environment is very important to the effectiveness of the group session. The atmosphere should give rise to a feeling of relaxation and should be a place where informal and spontaneous comment can be made freely. The environment of a room is considered more appropriate than that of a conference room, since this can inhibit many of the respondents or motivate them to play the role of experts.
Session Duration
A typical meeting can last between 1½ and 2 hours. This time is needed to establish harmony with the respondents and to deeply explore their perceptions, feelings, ideas and points of view about the subject under analysis.
Collaborative, productive, motivated, self-directed
Collaborative
Collaborative work has a series of characteristics that differentiate it from group work and from other forms of group organization, such as:
- It is based on a strong relationship of interdependence of the different members that make it up, so that the final achievement of the goals concerns all the members. There is a clear individual responsibility of each member of the group for the achievement of the final goal. The formation of groups in collaborative work is heterogeneous in ability, characteristics of the members; In contrast, in traditional group learning they are more homogeneous.All members have their share of responsibility for the execution of actions in the group.The responsibility of each member of the group is shared.Objectives are pursued through of the performance (individual and joint) of tasks There is a positive interdependence between the subjects Collaborative work requires participants to:communication skills, symmetrical and reciprocal relationships and desire to share the resolution of tasks.
Productive
- There are hundreds of examples of successful conglomerates or productive groups that bring prosperity to their communities. Although conglomerates are not created, they can be strengthened. Strengthening must begin by defining a comprehensive strategy for all stakeholders. Then support must be given to them. companies and government, academic and union institutions. The services of the institutions must be coordinated, adapted and, at times, transformed. In this environment, unions strengthen their ability to communicate and reconcile business interests, and municipalities lead industrial policies with those that stimulate development. There are several conglomerates in the region: tourism, dairy, agro-industry. The effort should continue to ensure local development.We must learn from other world experiences that have been systematized by different agents, including the United Nations Industrial Development Organization.
Motivated
The mastery of work techniques, the ability to persuade, influence, and motivate the members of a work team constitutes the basis for an efficient performance of the supervisor. One of the basic reasons is motivation, maintaining an optimistic attitude towards your team and achieving that the spirit and the group unity take over the work, the tasks to be carried out, that inner energy that moves mountains despite the difficulties that present themselves, this is vital and is the true and real thing that each member of the team possesses internally and allows the achievement of objectives on time and in optimal quality.
There are a number of human and technical factors that the supervisor cultivates to motivate his staff:
- Clear, open and frank communication, emphasizing knowledge and problem solving in your area, needs, personal and professional goals. Earn their trust, respect, admiration and loyalty. Delegate broadly, tasks that allow them to decide at their hierarchical level to achieve a result, exercise initiative and creativity to be able to select the best alternatives in their actions. For this, we establish a monitoring system to know the progress in the assignments and tasks entrusted. Recognition and rewards for your job well done, your ability to think, express yourself, your effort, your work at the right time. train and instruct in processes and control performance anticipating corrections and deviations Encourage analysis of the facts,selection of solution alternatives and continuous improvement process.
Self directed
A self-directed work team (ETAD) is a small number of people, who share complementary knowledge, skills and experiences and who, committed to a common purpose, set realistic, challenging goals and an efficient way to achieve them, also shared, ensuring timely results, predictable and quality, for which the members are mutually responsible.
This unique way of working, producing results interdependently, is what makes it possible for the team's performance to be qualitatively superior to the sum of the individual contributions and tasks carried out by its members. But the team's performance is also superior, because superior are the values of its members.
It requires people with a lot of personal security, people who are leaders of themselves, willing to accept responsibility for the actions they take and for the results they produce, who know how to ask for help without complexes when they need it and who, in addition, are involved in tasks to Strengthen the team, especially in tasks that are not their responsibility, but that by doing them strengthen the team.
conclusion
By applying group management techniques we can choose the most appropriate for each group for which it is always necessary to know which dynamic is appropriate to work with each group for each circumstance. Because not all techniques are valid for all groups at all times.
As we can see there are several types of groups and each one has its own characteristics, In groups in which a minimally planned group dynamic is applied, the end of the dynamic must be based on the objectives previously established by the coordinator and the own group.
Bibliography
- Andreola, Balduino (1984): Group Dynamics. Get out Terrae. Santander.Antons, Klaus (1978): Group Dynamics Practices. Exercises and techniques. Herder. Barcelona.Beauchamp, A. (1985): How to animate a group. Get out Terrae. Santander, France, Alfonso (1983) Group Dynamics. Salesian Catechist Center. Madrid.Feder, BJ 2000, «FI Herzberg, 76,“ Professor And Management Consultant »Mc Graw Hill.
