Group Dynamics & Decision Making
Question
Please develop a research paper based on your chosen topic and resources described in your annotated bibliography. In your paper, you should discuss the major concepts, issues, and interventions, if applicable, relative to your topic. You should judge the merit of interventions used to resolve the organizational issues that you discovered. Finally, discuss the merit of your topic to organization performance.
The requirements for your paper are:
• APA formatted
• Major concepts
• Major issues
• Applicability to organizational performance
• Minimum of 5 scholarly resources (excluding assigned readings) including those from the annotated bibliography
• Any additional resources cited must adhere to the same criteria as those from the annotated bibliography.


Solution
Group
Dynamics & Decision Making
Many
studies have investigated the impact of group dynamics on decision-making. The
theoretical bases for these studies include social psychology, cognitive
science, and economics. However, it is difficult to determine when groups function
optimally or what external factors contribute to this functionality. In
addition, the effect that internal team interactions have on an organization’s
overall success is hard to measure, as many factors come into play. Group
Dynamics & Decision Making can help explain some of these issues. However,
its impact on organizational success has not been fully determined. When group
dynamics are working optimally, an organization can reap the benefits of
increased productivity and creativity through effective decision-making. But
when group dynamics are not optimal, decision-making can be negatively
impacted. Currently, there is no clear consensus on how to best measure Group
Dynamics & Decision Making in organizational success; however, many studies
have been conducted that propose theoretical models and provide certain
guidelines for managers to follow when leading a group towards effective
decision-making.
Theoretical
Models
Several
different theoretical models attempt to explain how group dynamics influence
decision-making. One model, known as the Social Judgment Theory, was developed
by psychologist Solomon Asch in the 1950s (Miller & Curry, 2016). This
theory posits that individuals judge an issue by comparing their own opinions
to those of the rest of the group. If a person’s opinion differs from the
majority, they will likely change their opinion to match the majority to fit in
and avoid social rejection. This theory has been used to explain phenomena such
as herd behavior and groupthink.
Another
model, known as the Social Influence Model, was developed by Lee Ross in the
mid-1970s (Miller & Curry, 2016). This model is based on studies that show
individuals are more likely to confirm if they have a high need for social
approval, have low self-esteem, or perceive group pressures to be high. As an
example of this model in action, consider the case study of the Stanford Prison
Experiment. In this study, participants were randomly assigned to guards or
prisoners. The prisoners quickly began to conform to the expectations of the
guards, and the experiment had to be terminated prematurely because of the
intense psychological stress inflicted on the prisoners.
External
Factors
External
factors can affect the effectiveness of group dynamics in decision-making. One
factor is time pressure when a certain time limit is set on the decision-making
process. This type of pressure can cause members to become frustrated and make
it difficult to reach a consensus (Miller & Curry, 2016). In some cases,
time pressure can be beneficial to the decision-making process. However, it has
been shown that the most effective use of time pressure comes from self-imposed
deadlines rather than imposed ones (Suzuki & Hur, 2020). Another external
factor is group size. As group size increases, group cohesion typically
decreases, and member satisfaction with the decision-making process decreases
(Miller & Curry, 2016). However, group cohesion does not necessarily
decline with increased group size. The level of cohesion within the group
depends on other factors such as the familiarity or liking that members have
for each other or whether they are heterogeneous or homogeneous to one another (Suzuki
& Hur, 2020).
Larger
groups tend to be less effective than smaller groups because they are more
likely to experience communication problems and a lack of cohesion. In
addition, the group’s composition can also affect its ability to make decisions
effectively. A mixed group, which includes individuals with different levels of
expertise, is more likely to come to a better decision than a group composed of
individuals who share the same level of expertise. A mixed group is more likely
to have different ideas and perspectives that can be synthesized into a better
solution. Finally, the physical environment in which the group meets can also
affect its ability to make decisions effectively. A quiet, private environment
is typically more conducive to effective decision-making than a noisy, public
environment.
Internal
Factors
Internal
factors can affect the effectiveness of group dynamics in decision-making. The
most important factor is the level of trust within the group. If group members
trust one another, they will be more willing to share ideas and information (Osborne
& Hammoud, 2017). This increased exchange of information makes the group’s
decision-making process more effective. Another internal factor is cohesion,
which refers to how well the different members within the group get along
(Miller & Curry, 2016). The ability of individual members to work well with
one another is important because it creates the conditions that allow for
effective coordination and communication.
Organizational
Factors
Organizational
factors can also affect group dynamics and decision-making. One of these
factors is leadership. An effective leader will lead the group towards a
consensus, producing a more well-rounded and complete solution than an
individual or subgroup (Raaphorst & Loyens, 2020). Also, the leadership
style of the leader can affect group dynamics. Leaders who are democratic will
promote an open exchange of ideas among members, which produces better
decisions than those made by leaders with either autocratic or laissez-faire
styles (Miller & Curry, 2016). The second organizational factor that
affects group dynamics is bureaucracy (Suzuki & Hur, 2020). This is the
degree to which an organization is structured and regulated. A bureaucratic
organization will have a lot of rules and regulations that impact the way
employees work together. This can lead to frustration among employees and make
it difficult to cooperate effectively. The final organizational factor that
affects group dynamics is a lack of organizational support for decision-making
groups. If employees do not believe that their organization values group
decision-making, they will be more likely to try and work around it (Suzuki &
Hur, 2020). This may have the effect of reducing the effectiveness of group
processes on decision-making.
The
major concepts, issues, and interventions related to group dynamics and
decision-making in organizations are trust, cohesion, leadership, bureaucracy,
and organizational support. Each of these factors can positively or negatively
impact the effectiveness of group dynamics in decision-making. In general,
trust among group members, cohesive groups, effective leaders, low levels of
bureaucracy, and organizational support for decision-making groups lead to
better decisions (Pérez et al., 2018). However, it is important to note that
there is no one-size-fits-all solution for group dynamics and decision-making.
Every organization is different and will respond differently to various
interventions. The best way to determine what works in a particular
organization is to experiment with different interventions and see the best
results.
Implications
Group
Dynamics has important implications for organizational performance. When trust
is high among group members, they are more likely to share information and work
cooperatively towards a common goal. This leads to higher quality
decision-making processes, which leads to better organizational performance
(Miller & Curry, 2016). In addition, group cohesion can lead to increased
cooperation among members, improving decision-making processes and thus
organizational performance. Effective leaders can help create a positive group
atmosphere and resolve conflicts that arise among members, both of which can
lead to improved decisions and better organizational performance. Finally, the
resources that decision-making groups receive from the organization have
important implications for the groups themselves and organizational performance
(Osborne & Hammoud, 2017). When organizations provide decision-making
groups with clear goals and critical resources, they are more likely to
function effectively. This can lead to better decisions, which leads to higher
levels of organizational performance.
Bureaucracy
is often seen as a negative factor in group dynamics and decision-making.
However, low levels of bureaucracy can be beneficial to the decision-making
process. When there is less bureaucracy, group members can communicate more
freely and make decisions more quickly. This can lead to better decisions and
better organizational performance (Miller & Curry, 2016).
Finally,
organizational support for decision-making groups is essential for ensuring
that groups can function effectively. When groups lack the necessary resources,
such as financial resources or personnel, they can have difficulty making
decisions. In addition, conflict can arise when groups do not have clear goals
or are working towards goals different from those of the organization (Pérez et
al., 2018). Organizations can help avoid these conflicts by providing the necessary
resources and setting clear goals for the groups. This can lead to better
decisions and thus better organizational performance (Miller & Curry,
2016).
In
conclusion, Group Dynamics & Decision-Making process is essential to
organizational performance. By understanding the factors contributing to
effective group decision-making, organizations can create an environment where
groups can make the best decisions possible. This can lead to improved
organizational performance.
References
Bragge,
J., Kallio, H., Seppälä, T., Lainema, T., & Malo, P. (2017).
Decision-making in a real[1]time business simulation game: Cultural and
demographic aspects in small group dynamics. International Journal of
Information Technology & Decision Making, 16(03), 779-815.
Miller,
B., & Curry, B. (2016). Small-Group Dynamics, Ideology, and Decision Making
on the US
Osborne,
S., & Hammoud, M. S. (2017). Effective employee engagement in the
workplace. International Journal of Applied Management and Technology,
16(1), 4.
Pérez,
I. J., Cabrerizo, F. J., Alonso, S., Dong, Y. C., Chiclana, F., &
Herrera-Viedma, E. (2018). On dynamic consensus processes in group decision
making problems. Information Sciences, 459, 20-35.
Raaphorst,
N., & Loyens, K. (2020). From poker games to kitchen tables: How social
dynamics affect frontline decision making. Administration & Society,
52(1), 31-56.
Suzuki,
K., & Hur, H. (2020). Bureaucratic structures and organizational
commitment: findings from a comparative study of 20 European countries. Public
Management Review, 22(6), 877-907.




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