Group Org Beh Response Sheet 2

Reg. No: 61/19202 and Name: Mohammed Hussain

Paper 1: Organisational Behaviour

Response Sheet 2

Question 3:

What is meant by group? “The balance theory of Theodore Newcomb is a comprehensive theory of group formation.” Explain

oncept of Group Edgar Schein has defined group as a collection of people who interact with each other, are psychologically aware of each other, and who perceive themselves to be in a group. A work group meets these criteria, but in addition, the members have task-centred goals. Interestingly, while the group members support each other, they each have their own area of responsibility for which they are individually accountable. In comparison, a work team is composed of members with complementary skill who are involved in a common set of goals for which they are collectively accountable.On the other hand, Jennifer & Gareth have defined a group as a set of two or more people who interact with each other to achieve certain goals or meet certain needs.Interaction and common purpose are important elements of any group. The group goals bind the members together.Thus a group or a work group has the following features:It has a common goal;There is constant interaction among members;Each member identifies with the group;Members are interdependent;Members are emotionally connected.

Why people form groups?Broadly speaking, people form groups for the following reasons:Psychological need: People want to align themselves with other individuals having identical interests, attitudes, personality, perception etc.Socio-cultural need: Individuals join the groups to be identified with their social class, caste, religion, region, ethnicity, culture etc.Security need: People need a support system to meet the contingencies of life like sickness, disablement, financial crisis, termination etc. Groups serve as an important support system for the people.Theories of Group FormationGroups are formed due to Propinquity: This is the basic theory of group formation. Propinquity means that people form groups because of spatial or geographical proximity. In an organization, employees who share their workstations are more likely to combine as a group. However, this theory has been criticized in the wake of globalization and internet revolution that facilitate group formation without proximity or face-to-face interactions.Groups are formed due to activities, interactions and sentiments (Classic Theory of Group Formation): This theory has been propounded by George Homans who suggests that the more activities the persons share, the more numerous will be the interactions and the stronger will be their sentiments. Similarly, the more interactions among the persons, the more will be their shared activities and sentiments; and the more sentiments persons have for one another, the more will be interactions and shared activities.Groups are formed due to similar attitudes towards commonly relevant objects and goals (Balance Theory of Group Formation): This theory has been proposed by Thoedore Newcomb who suggests that persons are attracted to one another on the basis of similar attitudes and values related to religion, politics, lifestyle, marriage, work, authority etc. Once the relationship is formed, the participants strive to maintain a symmetrical balance between the

Organisational Behaviour – Response Sheet No. 2 1 | Page


attraction and the common attitudes and values.Groups are formed reward-cost-outcomes of interactions ((Exchange Theory of Group Formation): this theory has been propounded by John W Thibaut and Harold H Kelley who suggest that a minimum positive level (rewards greater than costs) of an outcome must exist for the formation of a group. Rewards from interactions gratify needs whereas costs incur anxiety, frustration, embarrassment, or fatigue.

Types of GroupsGroups are broadly categorized as Formal and Informal. Some scholars have also categorized the groups as primary group, peer group and reference group.Formal Work Groups:Command group: It is an association of employees who report to the same supervisor.Command groups are based on the basic reporting relationship in any organization. The existence of such groups is represented on organizational charts as departments e.g. Finance Department, Personnel Department, etc,Committees: People with diverse backgrounds are brought together to accomplish a particular goal. They may not report to the same supervisor and may not be at the same level in organizational hierarchy.Team: (explained later)Self-managed teams: (explained later)Informal Work GroupsFriendship/Peer Groups: People who enjoy each other’s company and love to socialize form their own groups in an organization. They join hands to meet their needs of socialization besides developing a strong support system to help each other in times of crisis.Interest Groups: Employees may form interest groups when they have a common interest or goal to achieve in an organization. Because of the common interests, it helps the members to unite and voice their concerns in a powerful manner.

Stages of Group FormationForming: This is the first stage in the development of a group. At this stage, the members try to know each other and establish common understanding among them. They struggle to clarify group goals and determine appropriate behaviour. The forming stage is said to be complete when the members are fully integrated to identify themselves with the group.Storming: This stage is characterized by disagreements and conflicts among group members. This stage ends up with greater mutual understanding and clarity of goals and roles of various members.Norming: At this stage, the members really start feeling that they belong to the group. They develop very close intimacy and relationship with each other. A well-developed sense of common purpose of the group emerges among the members who also agree on standards/norms to guide the behaviour/interaction amongst themselves.Performing: The real work of the group gets done at this stage.Adjourning: Once the group has accomplished its goals, it gets dissolved. However, a number of permanent work groups remain at Performing stage although new members join when old ones leave.

Group CohesivenessGroup cohesiveness is a condition when the group appears to be very attractive to its members; individuals value their group membership, and have a very strong willingness to retain membership of the group.Factors increasing group cohesivenessAgreement on goalsFrequency of interactionsPersonal attractivenessInter-group competitionFavourable evaluation



Factors decreasing group cohesiveness:DisagreementLarge size of the groupUnpleasant experiencesIntra-group competitionDomination by any one memberImpact of group cohesiveness on productivityStanley Schachter, Norris Ellertson, Dorothy McBride and Doris Gregory have studeied the impact of group cohesiveness on productivity. They have defined cohesiveness as the average resultant force acting on members in a group. They have suggested four possible combinations having a bearing on productivity of the group:High cohesive, positive inductionLow cohesive, positive inductionHigh cohesive, negative inductionLow cohesive, negative inductionOn the basis of their study, they have developed a pitchfork productivity curve, which suggests that productivity depends more on how the group is induced (positive or negative) rather than cohesiveness itself. A highly cohesive group or a less cohesive group with positive induction provides a higher productivity. Leadership decides how a group can be positively or negatively induced.

Roles assumed by group members:In the context of groups, role may be defined as a position that evolves from established norms. Leigh L Thompson talks about five roles that a member of a group can assume:The boundary spanner who acts as a facilitator and bridge between units or groups which would not otherwise interact.The buffer who protects and filters negative or disappointing news and information that might cause group members to be upset and cause morale to suffer.The lobbyist who promotes and tells others how successful and important the group is to the outsiders.The negotiator who is empowered by the group to act on its behalf and to get resources and make deals.The spokesman who is the voice of the group.

Dysfunctions of the GroupsDysfunction of the groups implies any aberration in the group processes and functions such as leadership issues, lack of coordination, misunderstanding, disengagement, deliberate withholding of efforts, etc. Dysfunctions of the group are caused due to norms’ violation/role ambiguity, groupthink/conformity problem and social loafing.Norms’ violation and role ambiguity:Violation of group norms that are set by the members themselves lead to dysfunction of the group. Moreover, in case the members are not clear about their roles, they may not contribute their mite towards achieving group goals. Role ambiguity occurs due to unclear job descriptions, incomplete orders, and inexperience. Sometimes role conflicts arise especially when a member is asked to perform conflicting tasks or settings or to perform a task that conflicts his personal values.Groupthink and Conformity problem:Irving Janis believes that group pressures lead to a deterioration of mental efficiency, reality testing and moral judgment. Indeed, groupthink is the tendency of the group members to seek consensus and ignore/suppress alternative ideas or minority viewpoints especially when faced with some crisis situation. The result of groupthink can be poor quality decisions because it discourages full assessment of the problem, thorough information search, and proper evaluation of a wide range of alternatives. According to Janis, following are the symptoms of Groupthink:Illusion of invulnerability: nothing can happen to the group, none can ever hurt/damage the group.Unquestioned belief: rationalizing information that contradicts the group’s beliefs/opinionSelf-censorship: self-imposed restrictions of the group members



Illusion of unanimity: belief that there is total unanimity on any issue in the group whereas there might be unvoiced concerns.Self-appointed mind-guards: protect the group from contradictory informationIntra-group stereotyping: negative stereotypes of group membersAnother problem associated with groupthink is that group pressures lead the individuals/minority subgroups within the group into conformity that ultimately results in group dysfunction.Social Loafing: It is a unique condition in the entire group process where members reduce their efforts or performance levels. Following factors are attributed to social loafing:Role ambiguityTask being not intrinsically motivatingDifficulty in identifying individual contribution due to large size of the groupSucker effect: not wanting to do more than perceived efforts of other members.

Teams at modern workplacesTeams have turned out to be instrumental in providing competitive edge to the corporate houses across the globe. Toyota, Motorola, General Electric, Xerox, Hewlett-Packard etc pioneered the concept of teams at modern workplaces. Interestingly, most of the Fortune 1000 companies use project teams (diverse managerial/professional employees working on projects for a defined, but typically extended period of time. Moreover, a large number of them use parallel teams (employees working on problem-solving or quality teams in parallel to the regular organizational structure). Besides, many of the Fortune 1000 companies have permanent work teams (self-contained work-units responsible for manufacturing products or providing services.

How work groups and teams are different?The work group has a strong, clearly focused leader; the team has shared leadership roles.The work group has individual accountability; the team has individual and mutual accountability.The work group’s purpose is the same as the organization’s; the team has a specific purpose.The work group has individual work products; the team has collective work products.The work group runs structured meetings; the team encourages open ended, active, problem solving meetings.The work group measures effectiveness indirectly (for example, financial performance of the overall business); the team measures performance directly by assessing collective work products.The work group discusses, decides and delegates; the team discuses, decides and does real work.

Types of TeamsCross-functional teams These teams are made up of individuals from various departments or functional specialties. It is possible to reduce the time needed to get things done while simultaneously augmenting productivity and profit margins by combining the abilities and skills of individuals. Success of the cross-functional teams however depends on the following factors: Selection of suitable membersClarity of purpose of the teamFair understanding of group functions by each memberTeam-buildingAchievement of noticeable resultsVirtual teams are groups of people who work interdependently with shared purpose across space, time and organizational boundaries, using Information Technology to operate and collaborate without face-to face interactions with each other. Tools that they use include e-mails, chat-room, virtual community/group etc.Self-managed teams A self-managed team is a group of employees who are responsible for managing and performing technical tasks that result in a product or service being delivered to an internal or external customer. Self-managed teams at Hewlett-Packard and Harley-Davidson are empowered to hire, organize and purchase equipments without prior approval of the management. And outcomes at both the companies are indeed very



flattering.A number of empirical studies indicate that self-managed teams have led to increased job satisfaction, higher productivity, better customer service, and organizational commitment. However there are a few issues that lead to failure of self-managed teams:Reluctance of the team members to give up their past practices and set aside their power and positionSkill disparity among the members.Sucker effectPersonal belief-system being in conflict with that of the team.

How to make teams more effective?Team buildingTeam building (GE Model)1. Establish credibility: the trainers must establish their knowledge and credentials2. Allow ventilation: the trainees should be provided with ample opportunities to clear off their anxieties and unresolved issues before the training begins3. Provide an orientation: the trainers should give specific verbal directions and provide clear expectations and models of behaviour4. Invest in the process: help the team in identifying its problems and concerns5. Set group goals: let the trainees create their own mission statement and then set specific goals and specific activities and behaviour to accomplish these goals6. Facilitate the group process: let trainees learn how group functions7. Establish intra-group procedures: help trainees set up a meeting format that might include reporting minutes, making announcements, discussing problems, proposing solutions, taking action and making new assignments8. Establish inter-group processes: let the trainees select a leader to interact with other teams9. Change the role of the trainers10. End the trainer’s involvement

While the GE model of Team-building is quite structured method, the following are equally relevant for augmenting effectiveness of teams as proposed by Fred Luthans:Establishing a sense of partnershipAttractive work arrangementSharing of collective intelligenceWell-defined goalsCreating a learning organizationDeveloping a bond among the team-membersCollaboration

Collaboration The process of collaboration involves learning how to improve interpersonal interactions in group settings while committing to a common agenda. Collaboration is a structured, recursive process where two or more people work together toward a common goal—typically an intellectual endeavor that is creative in nature—by sharing knowledge, learning and building consensus. Collaboration does not require leadership and can even bring better results through decentralization and egalitarianism. In particular, teams that work collaboratively can obtain greater resources, recognition and reward when facing competition for finite resources.Essential Competencies for Collaborative Partnerships: Ten Lessons (taken from http://www.medscape.com/medscapetoday)Lesson #1: Know thyself. Many realities exist simultaneously. Each person's reality is based on self-developed perceptions. Requisite to trusting self and others is in knowing your own mental model (biases, values, and goals).Lesson #2: Learn to value and manage diversity. Differences are essential assets for effective collaborative


http://www.medscape.com/medscapetoday


processes and outcomes.Lesson #3: Develop constructive conflict resolution skills. In the collaborative paradigm, conflict is viewed as natural and as an opportunity to deepen understanding and agreement.Lesson # 4: Use your power to create win-win situations The sharing of power and the recognition of one's own power base is part of effective collaboration.Lesson #5: Master interpersonal and process skills. Clinical competence, cooperation, and flexibility are the most frequently identified attributes important to effective collaborative practice.Lesson #6: Recognize that collaboration is a journey. The skill and knowledge needed for effective collaboration take time and practice. Conflict resolution, clinical excellence, appreciative inquiry, and knowledge of group process are all life-long learning skills.Lesson #7: Leverage all multidisciplinary forums. Being present both physically and mentally in team forums can provide an opportunity to assess how and when to offer collaborative communications for partnership building.Lesson #8: Appreciate that collaboration can occur spontaneously. Collaboration is a mutually established condition that can happen spontaneously if the right factors are in place.Lesson #9: Balance autonomy and unity in collaborative relationships. Learn from your collaborative successes and failures. Becoming part of an exclusive team can be as bad as working in isolation. Be willing to seek feedback and admit mistakes. Be reflective, willing to seek feedback, and admit mistakes for dynamic balance.Lesson #10: Remember that collaboration is not required for all decisions. Collaboration is not a panacea, nor is it needed in all situations.

Group LeadershipLeadership is concerned with control and power in a group. Leadership can be aimed at either maintaining the interpersonal relationships in the group or prodding the group to achieve its task. Groups will sometimes have two leaders: one for the social dimension and one for the task dimension. There are also three main perspectives on leadership. First, some researchers believe some people are born with traits that will make them a good leader. A second perspective is that the group's leader selects an appropriate leadership style for the given task. A third way of understanding leadership says that to some degree, leaders are born with traits that make them good leaders, but that they also learn how to become a leader and use strategies appropriate to a given situation.

Understanding of cultural issues in global situationsToday, most of the teams/groups have to operate in multi-cultural settings. As culture shapes our inter-personal relations to a great extent, it is very important to understand cultural nuances of the team-members for effective collaboration.An illustration of unique cultural traits:Why workers in China laugh when you point out mistakes? (Economic Times, 14 December 2007) “Can you increase my salary?” This is a question, which is almost a taboo at workplaces in India. However, in China, this is something, which one hears often. And it comes from those employees who want to stick around with a company, make a career with it and contribute to its growth. Another example is at the time of recruitment. Having gone through the entire process, it is quite possible that the candidate will come back and ask for a higher salary, because “the job requires much more work than what I thought before.” Chinese employees have a practical approach towards reciprocity - what they give to the company and what they get in return.This is usually preceded by a high degree of commitment towards work, done in a manner which is not showy at all. Chinese personnel go about their work in a methodical manner. While it is common to see employees put in long hours in India, the key difference in China is that the long hours are put in with the sole intent of getting the job completed, rather than make a show of work, or staying in the office till the boss is there.Normally, sub-ordinates do not badger superiors too much and will try and finish the tasks assigned to them clinically. However, once in a while, it is essential to listen to sub-ordinates - and not give them advice, unless asked. When they talk, one must have a willing ear (and open mind) for a whole lot of stuff, which might seem like a confused state of mind. Quite infrequently, they will ask the superior for a solution to a problem. It is essential to give a specific answer rather than present them with options. If they could decide among a given set of alternatives, they would not


http://birlaa.com/2007/12/16/why-workers-in-china-laugh-when-you-point-out-mistakes/


have approached the superior.A significant difference between China and India, especially at middle and senior management levels, is to bring the issue to closure. With great language and analytical skills, one often sees an Indian manager spend inordinate time in scoring an “intellectual victory”; the tactic employed in China is to cut to the chase and reach a solution as quickly as possible. Intellectual victories do not count for much in this scheme of things.Multi-tasking is an alien concept in a typical Chinese workplace, in as much as taking a horse to the water, but being unable to force it to drink (these being two separate tasks). This is something which unnerves most expatriate bosses in China, especially those from India, who are used to intelligent young men and women handling a plethora of tasks deftly and without any qualms.Chinese employees will not undertake a task unless they are confident of doing it well and without mistakes. They will also spend a fair bit of time in understanding what is required - much more than their Indian counterparts. This philosophy is quite different from what exists in India, where we hardly say “no” to our bosses. However, Multi-tasking can be developed in a Chinese employee by giving them a situation to handle and letting them complete it to fruition. There is a strong need to build upon small successes.Training takes on a special meaning in the Chinese work environment. It is highly coveted among the work-force, more so at junior and middle levels. Being nominated for training is interpreted as a strong affirmation of the value that the company is placing on the particular employee and hence generates a disproportionately high airtime in conversations around the water coolers. If the training is being conducted overseas, or is being conducted locally but by “foreign” trainers, it makes for excellent bragging rights. That is why it is not uncommon for employees to be constantly discussing “training-needs” with their superiors.There is an interesting example of some behavioural aspects of Chinese people. In XYZ Limited, a senior manager, Mr Mathur, had come from India on a short assignment in technology. One day, he was quite upset with one of his Chinese sub-ordinates, Wang Ling. On further enquiry, it was revealed that the aforesaid Chinese employee had made a mistake and when Mathur has asked him an explanation, Wang just stood in front of him and kept smiling. Slowly, Mathur’s temperature went up, as the smile turned into laughter (the fact that Mathur did not know any Chinese didn’t help matters much either).When Mathur could not take it anymore, he took this matter to the CEO, Mr Sharma. The latter, having relatively more experience in China, decided to tread the path carefully and talked to some other senior Chinese employees to find out the reason for this apparently bizarre behaviour of Wang. It so emerged that when Chinese employees makes a mistake, they are so embarrassed that they would like to laugh the matter away and try to lighten up the environment. You can rest assured that they will never commit that mistake again, by being absolutely focused on the job thereafter.Do not ask them and they will not tell you: this is an almost Universal dictum which is prevalent across all kinds of organizations - more so in state-owned enterprises. Even if there is a serious problem which can bring down a company, the information is given to the superior only at the last minute; at which time, the sinking ship can be saved only at a high cost. No wonder this can leave many a manager pulling his hair in exasperation. The plausible reasons for this lie much deeper.The Chinese try to solve the problem themselves, even if it means going through endless rounds of re-work and mistakes. They just cannot come up to their superior and admit defeat - it is tantamount to losing face. This is an integral part of the centuries old Chinese culture and is an all-pervading phenomenon of the business environment of China.Do only your job and turn a blind eye to whatever else is happening around you: this is the result of the strictly hierarchical work system in China, which has got further conditioned by a work-to-instruction culture. Tell them what to do in clear and unambiguous terms, and your Chinese employees can perhaps become the best this world can have. That said, investment in people always pays handsomely in the end - and the same is true for China. One has to travel a long and arduous journey towards developing excellent first-line managers, but there is indeed light at the end of the tunnel.

A group may be defined as a collection of two or more people who work with one another regularly to achieve common goals. In a group, members are mutually dependent on one another to achieve common goals, and they interact with one another regularly to pursue those goals. Effective groups help organizations accomplish important tasks. In particular,



they offer the potential for synergy—the creation of a whole that is greater than the sum of its parts. When synergy occurs, groups accomplish more than the total of their members’ individual capabilities.

Meaning of a Group•Group –a collection of two or more people who work with one another regularly to achieve common goals –In a true group 1.Members are mutually dependent on one another to achieve common goals2.Members interact with one another to pursue those goals over a sustained period of time•Groups are important resources that are good for both organizations and their members•Help accomplish important tasks



•Help maintain a high-quality workforce by satisfying needs of their members

Meaning of a Group and Group Dynamics•The term group can be defined in a number of different ways-depends on the perspective that is taken•A comprehensive definition would say that if a group exists in an organization its members 1.Are motivated to join2.Perceiving the group as a unified unit of interacting people3.



Contribute in various amounts to the group processes(some people contribute more time or energy to the group than do others)4.Reach agreements and have disagreements through various forms of interaction

Theodore Newcomb Balance Theory

Theodore Newcomb's Balance Theory: According to this theory, persons are attracted to one another on the basis of similar attitudes toward commonly relevant objects and goals. Once the relationship is formed, a balance is maintained between the attraction and the common attitudes. If an imbalance occurs, there is an attempt to restore the balance, and if the balance cannot be restored, the relationship dissolves.

) Balance theory: the theory as proposed by Theodore Newcomb states that "persons are attracted to one another on the basis of similar attitudes towards commonly relevant objects and goals. Once a relationship is formed, it strives to maintain a symmetrical balance between the attraction and the common attitudes. If an imbalance occurs, attempts are made to restore the balance. If the balance cannot be restored, the relationship dissolves". Both propinquity and interaction play a role in the balance theory. Thus, the balance theory is additive in nature in the sense that it introduces the factor of 'balance' to the propinquity and interaction factors. There must be a balance in the relationship between the group members for the group to be formed and for its survival. As shown in figure below, Mr. T will interact with Mr. n and form a group because of some common attitudes and values such as authority, work, life style, religion, politics, etc. they will strive to maintain a symmetrical balance between the attraction and the common attitudes. If they fail in their efforts, the group will get dissolved.

Balance theory: the theory as proposed by Theodore Newcomb states that "persons are attracted to one another on the basis of similar attitudes towards commonly relevant objects and goals. Once a relationship is formed, it strives to maintain a symmetrical balance between the attraction and the common attitudes. If an imbalance occurs, attempts are made to restore the balance. If the balance cannot be restored, the



relationship dissolves". Both propinquity and interaction play a role in the balance theory. Thus, the balance theory is additive in nature in the sense that it introduces the factor of 'balance' to the propinquity and interaction factors. There must be a balance in the relationship between the group members for the group to be formed and for its survival. As shown in figure below, Mr. T will interact with Mr. n and form a group because of some common attitudes and values such as authority, work, life style, religion, politics, etc. they will strive to maintain a symmetrical balance between the attraction and the common attitudes. If they fail in their efforts, the group will get dissolved.

Balance theory, developed by Theodore M. Newcomb, explains the relationship between attraction and similarity. This original work led other researchers to explore the effect of attitude similarity on attraction. Balance theory is built on cognitive consistency theory, which assumes that people have awareness of their attitudes and behaviors, and the ability to change their attitudes. These relationships can be either balanced or unbalanced. Balanced states exist either when all relationships are positive or when there is an even number of negative relationships. Unbalanced states exist when there is an uneven number of negative relationships. Balance theory, then, serves as a tool toward understanding attitude change.THIS THEORY IS VERY VISIBLE, WHEN WE OBSERVE THE Group Formation.

Well functioning groups do not just form out of the blue. It takes time for a groupto develop to a point where it can be effective and where all members feelconnected to it. There are four stages that characterize thedevelopment of groups. Understanding these stages can help determine what ishappening with a group and how to manage what is occurring. These four groupdevelopment stages are known as forming, storming, norming, and performing asdescribed below and the skills needed to successfully guide a group throughthese stages are described by clicking here.

FormingThis is the initial stage when the group comes together and members begin todevelop their relationship with one another and learn what is expected of them.This is the stage when team building begins and trust starts to develop. Groupmembers will start establishing limits on acceptable behavior throughexperimentation. Other members’ reactions will determine if a behavior will berepeated. This is also the time when the tasks of the group and the members willbe decided.

StormingDuring this stage of group development, interpersonal conflicts arise anddifferences of opinion about the group and its goals will surface. If the group isunable to clearly state its purposes and goals or if it cannot agree on sharedgoals, the group may collapse at this point. It is important to work through theconflict at this time and to establish clear goals. It is necessary for there to bediscussion so everyone feels heard and can come to an agreement on thedirection the group is to move in.

NormingOnce the group resolves its conflicts, it can now establish patterns of how to getits work done. Expectations of one another are clearly articulated and acceptedby members of the group. Formal and informal procedures are established indelegating tasks, responding to questions, and in the process by which the groupfunctions. Members of the group come to understand how the group as a wholeoperates.



PerformingDuring this final stage of development, issues related to roles, expectations, andnorms are no longer of major importance. The group is now focused on its task,working intentionally and effectively to accomplish its goals. The group will findthat it can celebrate its accomplishments and that members will be learning newskills and sharing roles.After a group enters the performing stage, it is unrealistic to expect it to remainthere permanently. When new members join or some people leave, there will bea new process of forming, storming, and norming engaged as everyone learnsabout one another. External events may lead to conflicts within the group. Toremain healthy, groups will go through all of these processes in a continuousloop.When conflict arises in a group, do not try to silence the conflict or to run from it.Let the conflict come out into the open so people can discuss it. If the conflict iskept under the surface, members will not be able to build trusting relationshipsand this could harm the group’s effectiveness. If handled properly, the group willcome out of the conflict with a stronger sense of cohesiveness then before.-----------------------------------------------------------------------------------YOU WILL NOTICE DURING THE STAGES

-there is attraction between common attitudes-differences are ironed out by negotiation-difficulties are reconciled-conflicts are resolved.etc------------------------------------------------------------------------------

Skills to Manage Group Development

You may know the name of the different stages of development but there aredifferent skills and techniques needed to guide a group through the stages. Hereare some suggestions.

FormingBe inclusive and empowering. Make sure that everyone connected to the groupis involved. Seek out diverse members and talents and model inclusiveleadership. Identify common purposes and targets of change. Create anenvironment that fosters trust and builds commitment to the group.

StormingBe ethical and open to other people’s ideas. Allow differences of opinion to bediscussed. Handle conflict directly and civilly. Keep everyone focused on thepurpose of the group and the topic of conflict. Avoid personal attacks. Examinebiases that may be blocking progress or preventing another member to betreated fairly.

NormingBe fair with processes. New members should feel welcomed, informed, andinvolved. Continue to clarify expectations of individuals and of the group.Engage in collaboration and teamwork.

PerformingCelebrate accomplishments and find renewal in relationships. Encourage andempower members to learn new skills and to share roles that keep things freshand exciting. Revisit purpose and rebuild commitment.



Personal skills and attitudes , in forming a group are also crucial to success. The following are a few pointers. you need: Patience (People tend to change slowly; do not try to hurry the process up too much); Empathy (You need understanding of community members and their problems; the ability to see things as they do) Business Knowledge (You need a thorough understanding of the business side of the group's future activity, and an ability to explain it in simple terms); Commitment (You must be thoroughly convinced of the value of what you are doing, and willingness to do it well); Realism (You must be able to give practical help in a realistic way); Respect (People may be poor but they are not stupid and resent the "big master" approach and may be suspicious of any tendency to a "know-it-all;" approach); and Honesty and Integrity (Your reputation is your most important asset as a mobilizer).

Characteristics of the group members trusted, reliable; respected in the community; willing to serve; able to show initiative and drive; and willing to listen and make decisions based on what members say.

Balance theory states that when tensions arise between or inside people, they attempt to reduce these tensions through self-persuasion or trying to persuade others.

Individual Interpretations:

My interpretation of Balance theory is that individuals have certain attitudes which can be represented by a plus sign (like) or a minus sign (dislike). Every individual has their own opinions therefore people do not always agree on the same things which creates a feeling of discomfort or imbalance. Two people may feel the same about an idea and therefore agree on it so they have a feeling of comfort or balance.

Metatheoretical Assumptions:

Balance theory is Humanistic. Epistemologically this theory has multiple truths in that humans try to reduce tension through self-persuasion or persuading others. Ontologically this theory represents free will in that people choose whether or not they like or dislike something. Axiologically, this theory is more value-laden in that the theoretical propositions are subjective and biased.

Critique:

Balance theory presents analytic consistency in that the theoretical assumptions fit together. The method of investigation in this theory is timely. The theory is practical, and has heuristic value in that it can be applied other places.

Ideas and Implications:



Balance theory proposes that there are three ways in which a person can feel balance. First the source and receiver can both dislike something and at the same time like each other, so they experience comfort and balance. Second, the source and receiver can have a positive attitude toward an object or idea and display positive feelings toward one another, therefore experiencing comfort and balance. Third, the source and the receiver can disagree about an idea or object and also dislike each other, therefore experiencing comfort because they know that they disagree about the values of certain objects or ideas.

Example:

Adam likes to watch football on television, and Jenah does not like to watch football. Yet Jenah likes Adam, and values their relationship therefore this system is now in imbalance. If Jenah would change her attitude about football, this system would be in balance.

Groups - Group Dynamics Organizational Behavior Revision Article Series

Groups

The group is an important sociological unit of analysis in the subject of organizational behavior.

Types of GroupsSimplest group is a two person group (dyad)

Small groups and primary groups: Small group has the criterion of small size such that there is face-to-face interaction and communication among all members of the group. Primary group is a small group with the additional criteria that there is a comradeship, loyalty, and common sense of values among members. An example of primary group is family. The work group of a person is also a primary group.

All primary groups are small groups. But all small groups are not primary groups.

Coalition: Coalition is a group of interacting individuals and is formed by members for a specific purpose. But it does not have a formal internal structure. Still its members act as a group for the specific purpose for which it is formed.

Membership groups and Reference groups: A person is a member in the membership group. The group in which he wants to be a member is a reference group to him. Many times persons want to display the values of their reference groups.

Group Dynamics

Luthans made the statement, studying groups is especially valuable when the dynamics are analyzed. In this context it is important to know the meaning of the term group dynamics.



One view is that group dynamics describes how a group should be organized and conducted.

Another view is that group dynamics as a topic consists of techniques. In this view, role playing, brainstorming, focus groups, leaderless groups, group therapy, sensitivity training, team building, transactional analysis, and Johari window are techniques related to groups and they form the content of group dynamics.

A third view is that group dynamics includes the areas related to the internal nature of groups, the process of formation of groups, the structure of the group, internal processes of the group, the functioning of the group and the effect of the group on its members, other groups and organization. Luthans supported the third view and developed his chapter accordingly.

Group formation, types, and processes; the dynamics of informal roles and organization; and the dysfunctions of work groups and teams are all of particular relevance to the study of organizational behavior.

Groups represent an important dynamic in the study and application of organizational behavior.

Group formation, types, and processes; the dynamics of informal roles and organization; and the dysfunctions of work groups and teams are all of particular relevance to the study of organizational behavior.

Why Do Inviduals Form Groups?

The most basic idea is propinquity. According to it, individuals affiliate with one another because of spatial or geographical proximity.

A more comprehensive theory is that of George Homans. It is based on activities, interactions, and sentiments. The more activities the persons share, the more numerous will be their interactions and the stronger will be their sentiments. It is not physical proximity alone but shared activity and interaction and positive sentiment that lead to formation of groups.

Theodore Newcomb's Balance Theory: According to this theory, persons are attracted to one another on the basis of similar attitudes toward commonly relevant objects and goals. Once the relationship is formed, a balance is maintained between the attraction and the common attitudes. If an imbalance occurs, there is an attempt to restore the balance, and if the balance cannot be restored, the relationship dissolves.

Exchange Theory of Group Formation: An interaction between two or more persons has rewards and costs. Rewards from interactions gratify needs. Cost is incurred due to anxiety, frustration, embarrassment, and fatigue.

Participants in an organization also form into groups for very practical economic, security, and social reasons. Many different types of groups are found in modern organizations. Conceptually, there are primary groups, coalitions, and others such as membership and reference groups. Groups have been researched over the years, and findings from



classic social psychology studies, such as the one conducted by Schachter, have implications for organizational behavior.

Stages in Group Formation

1. Forming : Period of uncertainty. Purpose, structure, task, leadership are not clear.

2. Storming: Structure evolves out of discussions, disagreements, confrontation and conflicts may arise.

3. Norming: The norms of the group are established. Member settle into state of cooperation and collaboration. We feeling is established and group identity is also established.

4. Performing: Group is fully functioning for the accomplishment of group objectives

5. Adjourning: The liquidation of the group. More common in project establishments (formal groups)

The Schater Study on Group Productivity

A highly cohesive group with positive leadership will have high productivity.

Group Effectiveness

In formal organizations, group effectiveness can be increased by the following actions

1. Organizing work around intact groups.

2. Let the group select, train, and reward its members.

3. Use the group only to enforce norms for behavior both on the job as well as off the job.

4. Distributing rewards on a group basis.

5. Allowing intergroup competition

Informal Groups in Organizations

The last half of the chapter (Luthans) discusses and analyzes the dynamics of informal groups. Informal norms and roles and the informal organization are very relevant to and often represent the real organization. Informal structure coexists with every formal structure. Traditionally, only the dysfunctional aspects of informal organization have been emphasized. More recently, the functional aspects have also been recognized.

The dynamics of the dysfunctions of groups were examined in terms of norm violation resulting in antisocial behaviors, role ambiguity/conflict, group think conformity, the risky shift phenomenon, and social loafing.

Teams

The remainder of the chapter focused on teams per se. Initially, most publicity was given to quality circles, but now self-managed teams are in the spotlight. Self-managed teams are beginning to become an established form of doing work to meet the high-tech, quality challenges facing both manufacturing and service organizations. To date, self-managed teams have a quite successful track record. In addition to self-managed teams, cross-functional and virtual



teams are examples of new team forms that have also achieved success. Global teams in a multicultural environment have experienced some problems, but helpful solutions are forthcoming. Whether global or domestic, building effective teams requires long-standing principles regarding the creation of the proper environment in which support, commitment, rewards, communication, physical space, group size, membership, and cohesion are emphasized. Then, team effectiveness may be enhanced using team-building programs, collaboration, and effective leadership and by accounting for functional, demographic, or cultural diversity and global issues when teams are formed.

Luthans, Fred, Organizational Behavior, 9th Edition, McGraw Hill,.New York, 2002.


Documents

Group Org Beh Response Sheet 2