Die rol van kleingroepaktiwiteite in arbeidsverhoudinge

Abstract

SMALL GROUP ACTIVITY IN AN INDUSTRIAL RELATIONS SYSTEM For any company to survive in the present competitive world it is essential to improve productivity. "Productivity is generally defined as a ratio of a measure of output to a measure of some or all of the resources used to produce this output" (Toward, 1992: 17). No company can improve productivity or their industrial climate with an unmotivated workforce. There are numerous ways to help motivating people, and in this study only one was investigated, namely small groups. Small groups create a structured opportunity to be directly involved in identifying work related problems, finding solutions and implementing them. The technique effects active participation by creating an atmosphere conductive to participation and involvement. The individual worker remains the most important asset and by developing man's full potential not only the working life of the individual is improved, but also the quality of service rendered. Small group activity is par excellence an instrument of participative management according to which the individual could develop to his full potential . Literature indicates that small groups have the following advantages: For the organisation

* increased productivity * service excellence * cost benefits * loyal employees * improved image of the organisation. * sound industrial relations

For the employee

* self-development * improved work satisfaction * furthering of communication * higher morale * feeling of ownership of the organisation * acknowledgement of performance. With regard to the above results it is recommended that to improve productivity and industrial relations, a company must introduce small groups. The following small groups were discussed in this study: * Triads; * Quality Circles; * Green areas; * Blue areas; and * project teams . Groups must be introduced in a climate where the norms of the part1c1pative management style have been institutionalised in that company, where the sharing of ideas and participative decision making are a way of life. Participation is not only a motivational tool , it is a useful device for increasing the manager's knowledge and thereby improving his decision abilities. In the organisation, participative management is an interactive process, not a programme, influencing both individual and group behaviour towards attainment of business goals. As a process, it is characterised by giving encouragement and support by management, sharing of relevant and appropriate information with groups, the seeking and getting of suggestions for solutions to problems, the creation of a climate of trust and confidence. It involves and permits subordinates to participate in decision-making. The up-liftment and the motivation of people will result in increased productivity. The group is the cradle of productivity and this is possible through people involvement. There are many techniques to be applied in problem solving. In this study brainstorming, pareto. tables/graphics, information charts, the fishbone an the nominal group techniques were analysed. All these techniques contribute to the improving of communication and greater involvement in groups. Both these aspects are of great importance for improving labour relations in the organisation. Considering aspects like productivity and quality, it depends largely on the relations

with the worker, because it's to the worker who is reponsible for higher productivity and better quality. It is not possible to talk about higher productivity without acknowledging the importance of sound employer/employee relations in the organisation. To conclude, it can be said that groups play an important role in any person's life. Ridgeway (1983: 12) stated the following: " ... but they carry with them those habits of using groups to help them deal with their lives. Groups are the most powerful tool the individual has for managing the physical and emotional uncertainties of adult life ".