2.2 Analysis of a small group
2.2.1 Introduction: M & T Plumbers
Brown (1997, as cited in Snyman, 2015, p. 27) defined a group as:
“An aggregate of individuals who see themselves as being group members, and who experience a sense of belongingness and a common sense of identity (‘we’ rather than ‘I’).”
Brown (1997, as cited in Snyman, 2015, p. 27) further stated that: “these members have cognitive, affective and behavioural effects on each other – thus they influence one another in different ways”. By this definition the administrative management team of M & T Plumbers can be considered as a group. The administrative management team of M & T Plumbers consists of four individuals: a receptionist, two personal assistants and a manager. Both …show more content…
Group Development
M & T Plumbers went through four of Wheelan (2005)’s five developmental stages and is currently in stage five of termination. Group development followed the predictable pattern over the years as postulated by Wheelan (2005a), the following discussion identifies the stages the group went through in its development.
2.2.2.1 Stage 1: Dependency and Inclusion
When M & T Plumbers’ new administrative team was born both personal assistants and the receptionist depended on the manager for direction and support. Although the personal assistants had no knowledge of the manager’s competence they took what she said on faith as a result of their desire to be included and accepted. Other than those of the manager, no independent actions occurred since all the other parties involved feared punishment, consequently this stage of development was characterised by minimal conflict (Snyman, 2015; Wheelan, 2005a).
2.2.2.2 Stage 2: Counterdependency and …show more content…
In the first stage group development could be characterized as ground zero, from this stage of dependency and inclusion the group’s effectivity, productivity and effective time use started to increase systematically, however when this group reached stage two of group development the previously mentioned factors decreased as a result of counterdependency and conflict. Stage three was the start of an upward movement as a result of cooperation, effective negotiation and role establishment. Stage four marked a peak in productivity where the group was able to focus on goal achievement and task completion. The group could focus on the work, however after this peak possible termination resulted in a drastic decrease in productivity, effectivity and time use while an increase in anxiety and conflict was evident. The group is currently stuck in the same circumstance than in stage two, their inability to deal with the issues surrounding the pending termination led to their regression to a stage of counterdependency and conflict (Snyman, 2015; Wheelan, 2005a; Wheelan,
2.2.1 Introduction: M & T Plumbers
Brown (1997, as cited in Snyman, 2015, p. 27) defined a group as:
“An aggregate of individuals who see themselves as being group members, and who experience a sense of belongingness and a common sense of identity (‘we’ rather than ‘I’).”
Brown (1997, as cited in Snyman, 2015, p. 27) further stated that: “these members have cognitive, affective and behavioural effects on each other – thus they influence one another in different ways”. By this definition the administrative management team of M & T Plumbers can be considered as a group. The administrative management team of M & T Plumbers consists of four individuals: a receptionist, two personal assistants and a manager. Both …show more content…
Group Development
M & T Plumbers went through four of Wheelan (2005)’s five developmental stages and is currently in stage five of termination. Group development followed the predictable pattern over the years as postulated by Wheelan (2005a), the following discussion identifies the stages the group went through in its development.
2.2.2.1 Stage 1: Dependency and Inclusion
When M & T Plumbers’ new administrative team was born both personal assistants and the receptionist depended on the manager for direction and support. Although the personal assistants had no knowledge of the manager’s competence they took what she said on faith as a result of their desire to be included and accepted. Other than those of the manager, no independent actions occurred since all the other parties involved feared punishment, consequently this stage of development was characterised by minimal conflict (Snyman, 2015; Wheelan, 2005a).
2.2.2.2 Stage 2: Counterdependency and …show more content…
In the first stage group development could be characterized as ground zero, from this stage of dependency and inclusion the group’s effectivity, productivity and effective time use started to increase systematically, however when this group reached stage two of group development the previously mentioned factors decreased as a result of counterdependency and conflict. Stage three was the start of an upward movement as a result of cooperation, effective negotiation and role establishment. Stage four marked a peak in productivity where the group was able to focus on goal achievement and task completion. The group could focus on the work, however after this peak possible termination resulted in a drastic decrease in productivity, effectivity and time use while an increase in anxiety and conflict was evident. The group is currently stuck in the same circumstance than in stage two, their inability to deal with the issues surrounding the pending termination led to their regression to a stage of counterdependency and conflict (Snyman, 2015; Wheelan, 2005a; Wheelan,