b) Discuss the major factors that influence group cohesiveness and performance(20)
Group cohesiveness is the extent to which a group is committed to remaining together, it results
from forces acting on members to remain in the group, according to Mullins, (2010). Group
cohesiveness is also defined by Robbins (2023) as the degree to which members are attracted to
each other and are motivated to stay in the group.
Therefore, group cohesiveness is more about the positive relationship which develops when
people are working in a group and or team, which motivates them to continue to work together.
Thus, is an important aspect of group dynamics and can greatly impact the success and the
effectiveness of the group. Mullins (2010) is of the view that highly cohesive groups appear to be
more effective at achieving goals than groups that are low in cohesiveness.
There are dimensions of group cohesiveness, which include group unity, attraction and team
work. Theorists such as Alterman and Taylor who developed the social penetration theory and
Bavelas who introduced the concept of cohesion believe that group cohesion results from a deep
sense of “we-ness” or belonging to a group as a whole. By becoming enthusiastically involved
in the efforts of their group and by recognizing the similarities that exist among group members,
individuals tend to develop a close connection with their group and its members, thus building
trust, creating mutual support among group members.
According to Hogg (1992), group cohesiveness typically develops from a depersonalized
attraction to group members based on their status as group members, rather than a personal
attraction based on specific relationships. Thus the attraction comes with the extent to which
group members identify with and that feel of being part of the group. This includes having
shared values, beliefs and a sense of common purpose.
Some theorists such as Bruce Tuckman stress that cohesion comes from group members’
commitment to work together to complete their shared tasks and accomplish their collective
goals. Robbins (2013) mentioned that, members of task-oriented groups typically exhibit great
interdependence and often possess feelings of responsibility for the group’s outcomes, thus, the
level of dedication and motivation that group members have towards achieving group goals and
objectives. Therefore, group members are commitment to the task at hand and are more likely to
work together and collaborate effectively.
Group cohesiveness within organizations affect them positively or negatively. Like all other
theories and activities, applied and practiced in organization some if correctly employed they
bear fruits and some are fruitless. Higher retention and loyalty is one of the benefits of group
cohesiveness. Group cohesiveness can contribute to higher member retention and loyalty,
Blanchard & Hersey ( 2001). When individuals feel a strong sense of belonging and satisfaction
within the group, they are more likely to stay committed and loyal to the group's objectives and
values. Group cohesiveness enhances problem-solving capabilities. When members trust and
collaborate with each other, they can effectively identify and address challenges or obstacles.
The diverse perspectives and expertise within the group can lead to innovative and creative
solutions.
Cohesive groups experience fewer conflicts. When members have positive relationships and
effective communication, conflicts are less likely to arise or escalate. This creates a harmonious
and supportive environment within the group Blanchard & Hersey( 2001).
Group cohesiveness contributes to higher levels of satisfaction and engagement among
members. When individuals feel a sense of belonging, support, and recognition within the group,
they are more likely to be satisfied with their contributions and enjoy their work. This, in turn,
leads to higher levels of engagement and commitment, Hitt & Middlemost( 1988),
Cohesive groups tend to make better decisions. Cohesive groups generate more complete
information and knowledge. By aggregating the resources of several individuals, groups bring
more input as well as heterogeneity into the decision process. They offer increased diversity of
views. This opens up the opportunity to consider more approaches and alternatives. Finally,
groups lead to increased acceptance of a solution. Group members who participated in making a
decision are more likely to enthusiastically support and encourage others to accept it, Robbins et
al (2013). When members trust and respect each other, they are more likely to engage in
constructive discussions, consider different perspectives, and reach consensus. This leads to
more informed and effective decision-making processes.
Group cohesiveness positively impacts productivity. According to Robbins at al (2013) asserts
that studies consistently show that the relationship between cohesiveness and productivity
depends on the group’s performance-related norms. If norms for quality, output, and cooperation
with outsiders, for instance, are high, a cohesive group will be more productive than will a less
cohesive group. But if cohesiveness is high and performance norms are low, productivity will be
low. If cohesiveness is low and performance norms are high, productivity increases, but less than
in the high-cohesiveness/ high-norms situation. When cohesiveness and performance-related
norms are both low, productivity tends to fall into the low-to-moderate range. This resultantly
mean when members have a shared sense of purpose and commitment, they are more motivated
to work towards achieving the group's goals. This increased motivation and dedication result in
higher productivity levels and better overall performance.
Group cohesiveness promotes effective communication among members. When there is a strong
sense of trust and support within the group, members feel comfortable expressing their opinions,
listening to others, and engaging in open dialogue. This leads to better understanding, reduced
conflicts, and enhanced problem-solving.
According to Hitt & Middlemost( 1988), indicated that cohesiveness fosters collaboration and
teamwork among members. When individuals feel a sense of belonging and trust within the
group, they are more likely to work together, share ideas, and contribute their skills and
knowledge towards achieving common goals. Highly cohesive groups appear to be more
effective at achieving goals than groups that are low in cohesiveness
However like all other practices group cohesiveness can sometimes lead to a phenomenon
known as groupthink. Groupthink occurs when group members prioritize conformity and
consensus over critical thinking and independent decision-making. Accoding to Robbins et al
(2013) defines groupthink as a phenomenon in which the norm for consensus overrides the
realistic appraisal of alternative courses of action, This can result in poor decision-making and
the suppression of alternative viewpoints or dissenting opinions.
Highly cohesive groups may be resistant to change or new ideas that challenge the existing group
norms or dynamics. Change involves the dismantling or restructuring of organizational
structures, hierarchies, culture and strategies to facilitate new flexible work models which will
accommodate the potential issues arising out of resistance to change (Awoke, 2020). This
resistance can hinder innovation and adaptation to new circumstances or opportunities.
Group cohesiveness can lead to ingroup bias, where members of the group favor their own group
over others. This bias can result in discrimination, prejudice, or exclusion of individuals or
groups who are perceived as outsiders.
According to Blanchard & Hersey( 2001), Cohesive groups may be less open to diverse
perspectives and experiences. This lack of diversity can limit creativity, innovation, and the
ability to effectively solve complex problems. These authors also highlighted that in cohesive
groups, there may be a strong pressure to conform to the group's norms and values. This social
pressure can discourage individuality and independent thinking, leading to a loss of individual
autonomy and creativity.
Cohesive groups may experience group polarization, where group members become more
extreme in their views or decisions due to the reinforcement of shared beliefs within the group.
This polarization can lead to more extreme or risky decision-making.
While group cohesiveness can reduce conflicts within the group, it can also intensify conflicts
between the group and external entities or other groups. This can create intergroup tensions or
rivalries.
Group size is one of the factors that affect group cohesiveness. As a group increases in size,
problems arise with communications and co-ordination. Large groups are more difficult to
handle and require a higher level of supervision. Brooks, (2018) states that to maximize
participation and involvement, it is believed that between five and eight members appears to be
the optimum. In work groups, size of group can be related to cohesiveness and member
satisfaction, too, with larger work groups tending to have lower morale and more absenteeism.
Therefore, is an important factor in shaping up group cohesion, roles are clear when the group is
smaller, and no-one lags behind.
Group compatibility also affects group cohesiveness. Mullins (2019) states that, the more
homogeneous the group in terms of the features like, shared backgrounds, interests, attitudes and
values of its members, the easier it is usually to promote cohesiveness. Therefore, when group
members are compatible its means they share similar values, interests and goals which can
enhance their ability to work together effectively. Moreso, when group members are compatible
they more likely to understand each other’s perspective and communicate effectively, thereby
reducing misunderstandings and conflicts, leading to a better collaboration and stronger bonds.
To add on, nature of the task is also an equally important factor in group cohesiveness. When
group members are committed to the task at hand, it positively impacts the overall cohesiveness
of the group, increased collaboration, building trust and reliability, accountability and
responsibility just to mention a few. Pareek (2012) is of the view that, where workers are
involved in similar work, they share a common task or face the same problems, this may assist
cohesiveness and the nature of the task may serve to bring people together when it is necessary
for them to communicate and interact regularly with each other in the performance of their
duties.
Another factor which had an effect on group cohesiveness is the management and leadership.
According to Mullins (2010) teams tend to be a mirror image of their leaders and the form of
management and style of leadership adopted will influence the relationship between the group
and the organisation and are major determinants of group cohesiveness. Thus, in general terms,
cohesiveness will be affected by the manner in which the manager gives guidance and
encouragement to the group, offers help and support, and provides opportunities for
participation.
Bibliography
Awoke, T.G., 2020. Leading and Managing Change: A Review from the Global Corporate
Organizations Perspectives. International Journal of Academic Accounting, Finance &
Management Research, Vol. 4 Issue 11, p. 63-72
Blanchard & Hersey( 2001), Management of Organizational Behaviour- Leading Human
Resources, 8th Ed, Pearson Education
Griffin & Moorhead (2006),Organizational Behaviour - Managing People in Organisations,9th
Edition
Hitt & Middlemost( 1988),Organizational Behaviour – Managerial Strategies for Performance,
West Publishing Company
Mullins (2010) Management & Organizational Behaviour :9th Edition, Pearson Education
Robbins & Judge ( 2013), Essentials of Organizational Behaviour, 11th Edition, Pearson
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