Foundation of Group BehaviorFoundation of Group Behavior

Understanding the nature and Understanding the nature and types of groups, Recognize the types of groups, Recognize the assets and liabilities of groupsassets and liabilities of groups

Group: Concept & typesGroup: Concept & types

Group means there areGroup means there are

1.1. Two or more individuals Two or more individuals

2.2. Interacting & interdependentInteracting & interdependent

3.3. Come together to achieve particular Come together to achieve particular objectives.objectives.

Group

Formal Informal

Task

Command Interest

Friendship

Formal Group: A designated work Formal Group: A designated work group defined by the organisation’s group defined by the organisation’s structure.structure.

Informal Group: A group that is Informal Group: A group that is neither formally structured nor neither formally structured nor organizationally determined; appears organizationally determined; appears in response to the need for social in response to the need for social contact. Membership in such groups contact. Membership in such groups id voluntary.id voluntary.

Command group: A group composed Command group: A group composed of the individuals who report directly of the individuals who report directly to a given manager. to a given manager.

Task group: represents those who Task group: represents those who work together to complete a job task.work together to complete a job task.

“ “ All command groups are task All command groups are task groups but all task groups need not groups but all task groups need not be command groups as task groups be command groups as task groups can cut across the organization.” can cut across the organization.”

Interest group : A group of Interest group : A group of employees who come together to employees who come together to satisfy a common interest ;like satisfy a common interest ;like improving working conditions, improving working conditions, protesting company’s environmental protesting company’s environmental policies, or adjusting vacation policies, or adjusting vacation schedules. schedules.

Friendship groupFriendship group

Why people join groupsWhy people join groups

To satisfy mutual interestsTo satisfy mutual interests

To achieve securityTo achieve security

To fill social needsTo fill social needs

To fill need for self esteem.To fill need for self esteem.

Five stage model of group Five stage model of group formationformation

Members get to know each other &

set groundrules

Members come to

ResistControl by

group Leaders &

Showhostility

MembersWork

Togetherdeveloping

CloseRelationships& feelings ofCohesiveness

Group members

worktowards Getting

their jobs done

Group may

disband eitherafter

meeting their goals or because members

Leave

Stage IForming

Stage IIStorming

Stage IIINorming

Stage IVPerforming

Stage VAdjourning

Punctuated Equilibrium ModelPunctuated Equilibrium ModelIts is an alternative model for Its is an alternative model for temporary groups with deadlines’ as temporary groups with deadlines’ as they generally don’t follow the Five they generally don’t follow the Five Stage Model.Stage Model.It claims that groups generally plan It claims that groups generally plan their activities during the first half of their activities during the first half of their time and then revise and their time and then revise and implement their plans in the second implement their plans in the second half.half.

Phase 2

Transition

Completion

A (A+B)/2B

Phase 1

First Meeting

High

(Low)

Perf

orm

ance

Punctuated Equilibrium ModelPunctuated Equilibrium Model

During the first half or Phase 1, During the first half or Phase 1, groups define their tasks, setting a groups define their tasks, setting a mission that is unlikely to change mission that is unlikely to change until the second half of the group’s until the second half of the group’s life.life.

Once groups reach the midpoint of Once groups reach the midpoint of their life they experience a sort of their life they experience a sort of “middle life crisis” and recognize “middle life crisis” and recognize they must change how they operate they must change how they operate if they are going to meet their goals.if they are going to meet their goals.

This begins phase 2 of their This begins phase 2 of their existence, which is the time when existence, which is the time when group drops old way of thinking and group drops old way of thinking and adopt new perspectives.adopt new perspectives.

Groups then carry out their mission Groups then carry out their mission until they reach the end of phase two until they reach the end of phase two when they show bursts of activity when they show bursts of activity needed to complete their task.needed to complete their task.

Dynamics of group formationDynamics of group formationTheodore Newcomb’s classic balance theory Theodore Newcomb’s classic balance theory of group formationof group formation

– Identifiable stages of group Identifiable stages of group development:development:

FormingForming

StormingStorming

NormingNorming

PerformingPerforming

AdjourningAdjourning

– Practicalities of group formationPracticalities of group formationPunctuated equilibrium modelPunctuated equilibrium model

Types of groupsTypes of groups

– Primary groupsPrimary groupsSmall groups and self-managed teamsSmall groups and self-managed teams

– CoalitionsCoalitions– Other types of groupsOther types of groups

Memberships and reference groupsMemberships and reference groups

In-groups and out-groupsIn-groups and out-groups

Implications from research on Implications from research on group dynamicsgroup dynamics

– Groups expert Richard Hackman says Groups expert Richard Hackman says that leadership plays an important role that leadership plays an important role in group performancein group performance

– Conditions a leader can control include:Conditions a leader can control include:Setting a compelling direction for the Setting a compelling direction for the group’s workgroup’s workDesigning and enabling group structureDesigning and enabling group structureEnsuring that the group operates within a Ensuring that the group operates within a supportive contextsupportive contextProviding expert coachingProviding expert coaching

Group CohesivenessGroup Cohesiveness

The Structural dynamics of work The Structural dynamics of work GroupsGroups

The pattern of interrelationships The pattern of interrelationships between the individuals constituting between the individuals constituting a group; the guidelines of group a group; the guidelines of group behavior that make group behavior that make group functioning both orderly and functioning both orderly and predictable.predictable.

Roles: various parts played by group Roles: various parts played by group members. members. “The Hats We Wear”“The Hats We Wear”

Norms: rules & expectations within group. Norms: rules & expectations within group. “Group's Unspoken Rules” “Group's Unspoken Rules”

Status: rank given to groups by others. Status: rank given to groups by others. “prestige of group membership” “prestige of group membership”

Cohesiveness: members sense of Cohesiveness: members sense of responsibility. responsibility. “getting the team spirit”“getting the team spirit”

Four different aspects of group Four different aspects of group structure are :structure are :

RolesRolesThe typical behavior characterizing a The typical behavior characterizing a person in a specific social context.person in a specific social context.

A set of expected behavior patterns A set of expected behavior patterns attributed to someone occupying a attributed to someone occupying a given position in a social unit.given position in a social unit.

Role incumbent: Role incumbent: A person holding a A person holding a particular job.particular job.

Role expectations: Role expectations: How others How others believe a person should act in a believe a person should act in a given situation.given situation.

RoleRole Identity: Identity: Certain attitude and behavior Certain attitude and behavior consistent with a role.consistent with a role.Role Ambiguity: Role Ambiguity: The confusion arising from The confusion arising from not knowing what one is expected to do as not knowing what one is expected to do as the holder of a role.the holder of a role.Psychological Contract: Psychological Contract: An unwritten An unwritten agreement that sets out what mgmt expects agreement that sets out what mgmt expects from the employee and vice versa.from the employee and vice versa.Role differentiation: Role differentiation: The tendency for The tendency for various specialized roles to emerge as various specialized roles to emerge as groups develop.groups develop.Role conflict: Role conflict: When an individual finds that When an individual finds that compliance with one role requirement may compliance with one role requirement may make it more difficult to comply with make it more difficult to comply with another.another.

Task oriented Task oriented rolesroles

Relations Relations oriented rolesoriented roles

Self oriented Self oriented rolesroles

Initiator: Initiator: ContributorsContributorsRecommend new Recommend new solutions to group solutions to group problems.problems.

Harmonizers:Harmonizers:Mediate group Mediate group conflictsconflicts

Blockers:Blockers:Act stubborn and Act stubborn and resistant to the resistant to the group.group.

Information Information Seekers:Seekers:Attempt to obtain the Attempt to obtain the necessary facts.necessary facts.

Compromisers:Compromisers:Shift own opinions to Shift own opinions to

create group harmonycreate group harmony..

Recognition Recognition seekers:seekers:Call attention to their Call attention to their own achievements.own achievements.

Opinion Givers:Opinion Givers:Share own opinions Share own opinions with otherswith others

Encourages:Encourages:Praise & encourage Praise & encourage othersothers

Dominators:Dominators:Assert authority by Assert authority by manipulating the groupmanipulating the group

Energizers:Energizers:Stimulate the group Stimulate the group into action whenever into action whenever

interestedinterested

Expediters:Expediters:Suggest ways the Suggest ways the group can operate group can operate more smoothly.more smoothly.

Avoiders:Avoiders:Maintain distance, Maintain distance, isolate themselves from isolate themselves from fellow group members.fellow group members.

NormsNormsNorms are acceptable standards of Norms are acceptable standards of behavior within a group that are behavior within a group that are shared by the group’s members.shared by the group’s members.Norms are generally–on informal Norms are generally–on informal rules that guide the behavior of rules that guide the behavior of group members.group members.Norms differ among groups, Norms differ among groups, communities and societies, but they communities and societies, but they all have them.all have them.

Types of normsTypes of norms

Prescriptive Norms: Expectations Prescriptive Norms: Expectations within group regarding what is within group regarding what is supposed to be done.supposed to be done.

Proscriptive Norms: Expectations Proscriptive Norms: Expectations within group regarding behaviors in within group regarding behaviors in which members are not supposed to which members are not supposed to engage.engage.

Common classes of NormsCommon classes of Norms

Though norms in each group are Though norms in each group are unique yet there are some common unique yet there are some common classes.classes.

1.1. Performance NormsPerformance Norms

2.2. Appearance NormsAppearance Norms

3.3. Arrangement NormsArrangement Norms

4.4. Allocation of Resources NormsAllocation of Resources Norms

Reference groupsReference groups

Are important groups to which Are important groups to which individuals belong or hope to belong individuals belong or hope to belong & with whose norms individuals are & with whose norms individuals are likely to perform.likely to perform.

ConformityConformityGroup member’s desire for Group member’s desire for acceptance motivate them to acceptance motivate them to conform to the group norms.conform to the group norms.

Conformity to norms is powerful Conformity to norms is powerful force in groups.force in groups.

GROUP THINK: The phenomena in GROUP THINK: The phenomena in which groups place strong pressures which groups place strong pressures on individual members to change on individual members to change their attitudes & behaviors to their attitudes & behaviors to conform to the group standards.conform to the group standards.

Symptoms of groupthinkSymptoms of groupthink

Deviant workplace BehaviorDeviant workplace Behavior

This term covers a wide range of This term covers a wide range of antisocial actions by organizational antisocial actions by organizational members that intentionally violate members that intentionally violate established norms and that result in established norms and that result in negative consequences for the negative consequences for the organizations its members or both. organizations its members or both.

StatusStatus

It’s a socially defined position or rank It’s a socially defined position or rank given to groups or group members given to groups or group members by others .by others .

As per status characteristics theory As per status characteristics theory differences in status characteristics differences in status characteristics create status hierarchies within create status hierarchies within group. group.

SizeSize

Smaller groups are faster at Smaller groups are faster at completing tasks than larger but completing tasks than larger but large groups are better in problem large groups are better in problem solving than smaller.solving than smaller.

Social loafing:Social loafing: The tendency of The tendency of individuals to expend less efforts individuals to expend less efforts when working collectively than when when working collectively than when working individually.working individually.

CohesivenessCohesivenessIt is the degree to which members are attracted It is the degree to which members are attracted to each other and are motivated to stay in the to each other and are motivated to stay in the group. group. To encourage group cohesiveness-To encourage group cohesiveness-

1.1. Make small groups.Make small groups.2.2. Encourage agreement with group goals.Encourage agreement with group goals.3.3. Increase the time members spend together.Increase the time members spend together.4.4. Increase the status of the group and the Increase the status of the group and the

perceived difficulty of attaining membership in perceived difficulty of attaining membership in the group. the group.

5.5. Stimulate competition with other groups.Stimulate competition with other groups.6.6. Give reward to the group rather than to the Give reward to the group rather than to the

individual members.individual members.7.7. Physically isolate the group.Physically isolate the group.

Cohesiveness

Perf

orm

ance

N

orm

s

High Low

High

Low

High Productivity

Low Productivity

Moderate to LowProductivity

Moderate Productivity

Assets & Liabilities of Group Assets & Liabilities of Group Decision MakingDecision Making

More complete More complete information & information & knowledge.knowledge.Higher quality Higher quality decisions.decisions.Increased diversity Increased diversity of views.of views.Increased Increased acceptance of a acceptance of a solution.solution.

Time consumingTime consumingConformity Conformity pressures in pressures in groups.groups.Dominated by 1 or Dominated by 1 or a fewer members.a fewer members.Suffer from Suffer from ambiguous ambiguous reponsibility.reponsibility.

Two byproducts of group decision Two byproducts of group decision making.making.

Group think: Phenomenon in which the Group think: Phenomenon in which the norm for consensus overrides the realistic norm for consensus overrides the realistic appraisal of alternatives courses of action.appraisal of alternatives courses of action.

Group shift: A change in decision risk Group shift: A change in decision risk between the group’s decision and the between the group’s decision and the individual decision that members within individual decision that members within the group would make, can be either the group would make, can be either toward conversation or greater risk.toward conversation or greater risk.

Group decision making techniquesGroup decision making techniques

Interacting groupsInteracting groups

BrainstormingBrainstorming

Nominal group TechniqueNominal group Technique

Electronic meetingElectronic meeting

Effectiveness CriteriaEffectiveness Criteria

Effectiveness CriteriaEffectiveness Criteria

Types of Group

Interacting Brainstorming Nominal Electronic

No. & quality of ideas

Social Pressure

Money Cost

Speed

Task Orientation

Potential for interpersonal conflict

Development of group cohesiveness

Commitment to solution

Low Moderate

High

Low

Low

LowLow

Low

Low

Low

LowModerate

Moderate

Moderate

Moderate

Moderate

High

HighHigh

High

High

High

Moderate

Moderate

Moderate Moderate

High

High

High

Low

NA

High

Teams – Teams –

self-managed self-managed and cross-and cross-functionalfunctional

Cross-functional teamsCross-functional teams

– Choose members carefullyChoose members carefully– Establishing team purposeEstablishing team purpose– Ensuring understanding of functionsEnsuring understanding of functions– Conduct intensive team buildingConduct intensive team building– Achieve noticeable resultsAchieve noticeable results

Virtual teamsVirtual teams

– Synchronous technologiesSynchronous technologies

Self-managed teamsSelf-managed teams

A group of employees who are A group of employees who are responsible for managing and responsible for managing and performing technical tasks that result performing technical tasks that result in a product or service being in a product or service being delivered to an internal or external delivered to an internal or external customercustomer

Training guidelines: self-managed Training guidelines: self-managed teamsteams

How to make teams more effectiveHow to make teams more effective

– Team buildingTeam building– CollaborationCollaboration– Group leadershipGroup leadership– Cultural/global issuesCultural/global issues