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The imposition of a centralized communication network predisposes the group to develop a centralized organization (when communication does not imply restrictions or places no one in a very centralized position tends to develop a communication all with All).
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GROUP STRUCTURE All living system, and groups can be considered as such, possesses: A structure; defined by its elements A set of processes; that with their dynamic movement, develop, maintain, or change that structure. DEFINITION: The structure of the group can be defined based on 3 fundamental characteristics:   

EL order or distribution of the elements that compose it La consistency and stability in the disposition of these elements Produced by the patterns or models of relationship between them The structure of the group performs a stabilizing function of the same.

ORIGIN: the interaction in relation to norms and objectives is what ultimately originates the structure of status, roles, and norms of a group and gives them a certain stability and permanence. ELEMENTS THAT COMPOSE IT:      

Status Standards Roles Leadership Communication Culture

RELATIONSHIP BETWEEN PROCESSES and THE STRUCTURE OF the GROUP: the repeated interaction of the members generates position differences (status) within the group and behavioral requirements (norms) that give rise to: Differential functions (roles) that crystallize in 1 structure of power in whose vertex is the leader and a differential access to the communication channels.

Roles For some authors the role is the set of expected behaviors linked to a certain position within the group; For others, every aspect of the conduct of an individual who expresses some dimension of his personality may become part of the individual role. However, in the different existing conceptions of the term, two dimensions are reflected: SITUATIONal dimension: From this dimension the role is considered as a set of expectations linked to a certain position (irrespective of the person who plays it). The expected behavior component is therefore key in the role definition. It is a concept of passive role because it is conceived that the representation of the roles is structured to From the expectations of others; The individual as an actor representing socially predetermined roles. These roles have the following characteristics: They are something given to their carrier (actor); They are behavioral patterns (in connection with other behaviors to form a whole) Must be learned (in order to be represented) They are not exhaustive or exclusive (the actor can learn and represent multiple roles) Its content defines it and delimits the Society (not the actor) and the non-realization of such behaviors involves a set of penalties (which do not come from both the society and the specific reference groups). Each role carries certain responsibilities (attributed from outside) that will influence its performance, to the extent that the person You can conduct a behavior considered immoral without you feeling responsible if you think your role prescribes it PERSONAL DIMENSION: From this dimension the personal characteristics in the performance of role are emphasized (in front of the expectations on the behavior of the others that stand out other authors). The roles are subsumed (included as part of something broader) in attitudes, if we consider these as permanent predispositions to act in a certain way in front of others within a G.

Considering this double dimension of role (situational and personal) is to consider that the reciprocity and interdependence between both dimensions is the key element in the conception of role; role-playing reflects a synthesis between the Expectations-demands of the members of the G. and the personal characteristicsof the member executing it. DIFFERENTIATION OF ROLES: It is associated with the characteristics of the group (especially its goals and objectives); Based on the connection between the roles and the objectives of the group we can talk about 3 types of roles: Roles directly related to the task and explicitly aimed at achieving collective goals: they facilitate and coordinate the group's efforts in relation to the task. Emotional Roles or the formation and maintenance of the group: they have as purpose the structuring of attitudes and orientations centered in the group or the maintenance and perpetuation of this type of behavior. Individual Roles: aimed at satisfying personal needs that are practically irrelevant to the group task or even negative for the maintenance of cohesion. As for its allocation process (who plays what roles) it was raised that in the event that no one in the group exhibits the type of conduct required could be imported from other groups that fulfil a model role; However, this process raises some problems (lack of knowledge, capacity, motivation). If the assignment of roles poses difficulties, so does its performance or execution. It is true that the expectations generated by the role serve as a cognitive guide to behavior, so it would suffice to know and accept those guides to perform it correctly; However this is not so simple because sometimes there are discomforts in individuals when they try to meet the expectations of role, example: Role ambiguity: arises from the discrepancy between the information that is possessed by the occupant of a position and the information it needs for proper role performance. Conflict of roles: They can be intrasubjective conflicts (if they occur in the same person) or intersubjective conflicts (if they occur among people in a group by a different conceptualization of their content). The main antecedents of the conflict and ambiguous roles are among others: qualitative and quantitative overload, the establishment of objectives, the working climate, the supervision.. With regard to the consequences, Such conflicts lead to a decrease in productivity and an increase in the tension of workers; Although role ambiguity may sometimes have positive effects by allowing greater flexibility in performance and Facilitate conflict resolution

Standards The standards have been conceptualized as a fundamental element of the social structure; They provide direction and motivation, simplify behavioral choices, organize interactions, and make predictable responses to others. The 3 most important meanings that the concept of Norma has received are: Norm as uniformity of conduct (what everyone does): the norm is something culturally given. Norm as social pressure: the norm as a direct sanction or as percepc. of the possibility of receiving it (intimately related to the concepts of power and social influence) Standard as a shared reference framework (for behaviors and perceptions). As for their functions, besides being related to conformity, dependence, restrictions, social control.. The rules present other functions: Cognitive function: They serve as a framework of reference for interpreting the world (especially in new or ambiguous situations). Securing social distinctiveness: They help to demarcate members of the group of those who are not, defining more clearly the social identity Coordination of activities: which contributes to the effective functioning of the group. Important role in the emotionality of the group: they reduce the insecurity in the behavior, the fear of the members, They mitigate conflicts and regulate behavior among members. The rules begin to be conceived as frames of reference for behaviors and perceptions, and they do not have to be imposed by an external authority or a leader (sometimes they are the result of the reciprocal influence of the members of the group, they can also be Imported from the social context, etc). Institutional norms: They are established by the group leader or by external authorities. Voluntary rules: They are negotiated by the members of the group in response to a conflict. Evolutionary norms: emerge gradually when behaviors that satisfy a person are learned by others. In relation to the performance (execution) They regulate the productive behavior in aspects such as: procedure to carry out the task, interaction of the members, effort, results and maintenance of the group.

The rules, in short, are strong mechanisms to improve productivity and reduce absenteeism, and also give rise to uniformity (but this, as we will see, hinders the quality of decision-making and causes fewer solutions to be found, making it difficult to Flexibility, adaptability to change and willingness to take risks, which are the desirable traits of any company in the new century. 3 Normative dimensions have been proposed: Distribution; degree of knowledge of the norm, extension of its acceptance and manifest realization of the normative conduct. Imposition; here it is important to identify the agent of that imposition and the dimensions of consistency and severity. The transmission; they can be transferred to members through G. (Group rules) or through external agents (eg the organization), Depending on the type of standard. The NORMs IN THE EXPLANATION OF THE BEHAVIOR: The behavior is determined directly by the behavioral intention, and indirectly by the attitude and the subjective norm (probabilistic judgement on what most of the persons important for the subject They think of conducting a particular conduct. But the conduct of the majority is consistent with the dominant social norm only at times; What seems to be related to the degree to which the person focus their attention in that standard. The group is in this sense the conducive field for this focus to be given (and therefore for the behavior to be more predictable from the rules) because in it the influence of the rules on the individual is clearer and more forceful (Sherif and Asch already highlighted the group's strong impact on the behaviour of the individual). The normative power of the group in the individual is explained by questions such as the information dependence of the subjects, the group objective, or the anticipation of the positive/negative consequences of the conformation (which is related to the identity processes Social). On the other hand, not all G. Members are equally influenced by the rules; That the members act in accordance with the rules of the group depends on the context (and the salience of group membership) as well as their commitment to the group. THE DEVIATION from the NORMs: the general rules and those relating to peripheral aspects of the life of G. Have a wide tolerance, whereas in central questions for the existence of the G. Or that have to do with the loyalty to this the margins are B contante Restrictive.

In view of the deviation from the standard, the group reacts according to the hypothesis of the Festinger theory ; Members will direct their communications to which they deviate from the opinion of the rest, and if the effort were unsuccessful, they would appear in most Feelings of rejection of deviant (people reject members who do not show normative solidarity with G. Either in terms of norms or group achievement). On the other hand, the awareness of the rules affects the evaluations of intra-group deviants; Under non-normative conditions, the normative and deviated members of the Endogroup are always judged more favourably than the members of the Exogrupo, however, When the subjects are made aware of the existence of a prescriptive norm, they favor the members of the Endogroup and of the Exogrupo that are closer to the norm Endogrupal. On who deviates and who is allowed to deviate there are 3 groups of explanations: From the perspective of the small group (emphasizes the interdependent role of members): The model of the social calculation: it establishes that individuals who enjoy a high social status feel free to give different answers to the majority and not to have this in mind when they work because even if they are wrong they will not be penalized. The model of credit system: it defends that each subject possesses a certain "credit" or accumulation of favorable provisions of the others towards him, so that the greater the greater is the confidence that is granted to him and in better conditions will be found to Deviate and act without having to give account to the majority (acting in a nonconformist way). For larger groups (interdependence among members is less outgoing): The perspective of social identity: a perspective that treats groups as social categories, focuses on what have been called common identity groups; In these groups the main objective for the members is to reinforce a positive social identity and Differentiated, so the deviants may experience negative reactions by putting their behavior in jeopardy the confidence of the members of the group regarding the characteristics and differences with the Exogrupo.

GROUP COMMUNICATION Our ability to relate to others and to work effectively with others depends very much on our communication skills.

For good communication, we have to send clear messages and learn to listen and gather enough information to understand the messages of others (in the field of groups this is more complicated, given the number and variety of interrelations that are Established). COMMUNICATION NETWORKS Of the many networks of communication, the networks of five people are the ones that have attracted the attention of the researchers; In particular the following: STRING: 5-level hierarchy in which communication cannot flow sideways, just vertically, up and down. In a formal organization, this type of role is found in direct-line authority relationships without deviations. FORK or Y: 4-level hierarchy; Two subordinates reporting to a supervisor with two hierarchical levels above (communications pass through the supervisor). WHEEL or STAR: A supervisor and several subordinates among whom there is no interrelation. CIRCLE: 3-level hierarchy with communication between supervisors and subordinates, and lateral communication at the lowest levels. COMMUNICATION OR NETWORK IN EVERY way: Allows each member to communicate with the remaining four; all members are equal, none assumes a position of authority. The aspects that have been studied in the communication networks have been: Leadership emergence: In the chains where there is a central position (Rueda, Y) it tends to be identified as the leader's position. It seems that the relationship between centrality and emergence of a leader has to do with the availability of information and the consequent availability to coordinate the activities of the group. Development of the Organization; How a group executes a task: This type of study focuses on the informal pattern of communication established by the group within the limits imposed by the communication network: each one with all (the information is transmitted to all Members and each one solves the problem independently) centralized ( information is channeled to a person who solves the problem and distributes the solution to others). The imposition of a centralized communication network predisposes the group to develop a centralized organization (when communication does not imply restrictions or places no one in a very centralized position tends to develop a communication all with All).

Reactions of the members of the group according to their position in the communication network: Decentralized networks provide higher level of satisfaction than those centralized. Troubleshooting efficiency: Centralized network: The most efficient solution for troubleshooting. Circular network: The least efficient in terms of time required, number of errors and necessary messages; In this the most efficient are the wheel and the Y (the chain has similar results). These studies are limited by the size of the group, the type of population and the task: Simple task that only requires a sum of information: The centralized one is the most efficient. More complex task in which information operations are needed : Decentralized are more efficient in terms of time and accuracy.

Conclusions: * Keep in mind that in reality all this is complicated because the problems are more complex than in an experimental situation. * The centralized/decentralized approach of communication networks does not refer to decision structures. * No network is better per se; It depends on the target you intend. As we see, communication networks influence the effectiveness of the group and do so through 2 processes: Independence: degree of freedom with which the subject can function in the group. Saturation (of channels/messages): Information overload of members occupying a central position in the network; the less exposed to saturation are decentralized, so they are more effective at solving complex problems. Following a review of the research carried out, seven verified hypotheses are proposed:

The group communication guidelines are determined in part by the disposition of the seats that the members of the team occupy. The seating arrangement influences the quality of the group's interaction.

Leadership Emergency; It is easier for a leader to emerge in a centralized network than in a decentralized one. The development of an organization is faster in the centralized networks than in the decentralized. Group morale; members have a higher morale in decentralized networks than in centralized ones. Type of problem; decentralized networks are more efficient for complex and centralized problems for simple problems. Saturation centralized networks are more vulnerable to saturation than decentralized nets.

PROCESSES OF SOCIAL INFLUENCE MAJORITY INFLUENCE: Why we are conformed. THEORETICAL APPROACHES IN The MAJORITY and MINORITY INFLUENCE: Single process models and two process models. It is considered SOCIAL influence: Both the ability of an individual to modify the behavior of others without resorting to force, as the change of behavior that is observed in the individual when interacting with another/s individuals or with the group in his Totality. The social influence refers to the processes (deliberate or not) through which it is directly/indirectly influenced by the thoughts, feelings and behaviors of others. The subject of influence is incorporated as an area of psychosocial interest with Allport, understanding different situations and processes (suggestion, persuasion, obedience, conformity..). The interest in these situations has been varying over three stages: Before 1970 (USA); It focuses on the ability of the majority to create conformity. 1970-1980 (Europe); It focuses on minorities and how they can influence the majority. 1980-Today; It integrates the previous ones studying the processes involved in both types of influence. The first 2 stages correspond to the 3 major types of influence that Moscovici described: Standardization Reciprocal influence between members who have the same level, who do not have a pre-trial/standard, nor have a frame of reference.

Example: studies of Sherif on the autokinetic phenomenon. Accordance The subject has a frame of reference and has an opinion/judgement on the E, but it complies with the criteria of others. Example: studies on the conformity of Asch (when pressure comes from a group), Example: studies on obedience of Milgram (when pressure comes from an authority figure). Innovation New forms are created that replace existing ones. Example: Moscovici studies on the influence of minorities. Other forms of influence are: Deindividuation; The group's subjects show indistinguishable and homogeneous behaviors Those related to group performance: social facilitation/laziness, group thinking, group polarization.

MINORITY INFLUENCE We're going to analyze the minority-to-majority influence. In the 70 (2nd stage; 1970-80) A group of European researchers changed their perspective and focused on minorities and their influence on the majority (innovation; New forms are created that replace existing ones) EJ Moscovici studies on the Influence of minorities. Moscovici develops his theory of active minorities , noting that the influence of these does not lie in the nature of its orientation or the magnitude of the pressure it exerts, but in its: Style of conduct (consistent or not): it contrasts the genetic model of social influence with the predominant models so far that it called functionalist model. Consistency is necessary but not sufficient condition; It is also necessary to: Flexible negotiating style: that the minority be flexible and adapt to...