NISHA HARIYANI
Foundations of Group Behavior & Understanding Work Team
Definition of a Group
A collection of individuals, the
members accept a common
task, become interdependent in
their performance, and interact
with one another to promote its
accomplishment
Harold H. Kelley
and J.W. Thibaut
The Nature of groups
Three views :
Normative views describes how a group is to
be organized and how its activities are to be
carried out.
Group dynamics consists of a set of techniques.
Regarding internal nature of groups
Theory of Propinquity- People associate with
one another due to geographical proximity. Balance Theory- People who have similar
attitudes toward certain objects and goals tend to
form a group. Exchange Theory- The reward-cost outcomes of
interactions serve as the basis for group formation
Dynamics of Group Formation
Various Types of Groups
Formal groups Informal Groups Small groups Large groups Primary groups Secondary groups Coalitions Membership groups Reference groups
Command groups
Task groups
Friendship groups
Interest groups
These groups are formed by the organization to carry out specific tasks. It includes two types: Command group Task groups
Formal Groups
Command Group: Represented in the organization chart. Permanent in nature. Members report to common supervisors. Functional reporting relationship exists.
Task groups: Formed to carry out specific tasks. Temporary in nature.
Formal Groups contd…
Informal groups are formed by the employees
themselves. Hence they are not formally
structured. They are of two types: Friendship groups Interest groups
Informal Groups
Small groups: Only a few members. Face-to-face interaction and better communication is possible.
Large groups: Members is very high. Personal interaction is not possible.
Other types Include
Primary group:It is made up of members who have similar and
loyalties and has a feeling of friendship towards each other.
Secondary groups:They share same values and beliefs, but because
of the size of the group, they do not interact often with each other
Coalitions:They are created by members for a specific
purposed and do not have a formal structure.
Membership groups: They are the groups to which individual actually belongs.
Reference groups: It is actually the groups to which an individual would like to belong.
Stages of Group Development
Stages of Group DevelopmentThe five-Stage Model:
Adjourning/MourningCompletion, ending or evolution
PerformingAchieving the purpose
NormingAgreeing purpose and conduct
StormingResolving differences
FormingInitial meeting together
Punctuated Equilibrium Model
Punctuated-Equilibrium Model
Temporary groups go through transitions between inertia and activity.
Sequence of actions:1. Setting group direction
2. First phase of inertia
3. Half-way point transition
4. Major changes
5. Second phase of inertia
6. Accelerated activity
Sequence of actions:1. Setting group direction
2. First phase of inertia
3. Half-way point transition
4. Major changes
5. Second phase of inertia
6. Accelerated activity
It helps shape the behavior of its members, predict the behavior and guide the performance of the group as a whole.
Group Structure
Leader’s behavior has a significant impact on
the group behavior and performance Style of a leader is imitated by the members of
the group.
Formal leadership
Set of behavior pattern which an individual occupying a certain position in society is expected to display. Dimensions of role are: Role IdentityRole perceptionRole Expectations Role Conflict
Roles
Acceptable standards of behaviour within a group that are shared by the group’s members.
Norms pertaining to performance related process Appearance norms Norms pertaining to informal social arrangements Norms that regulate the allocation of resources
Norms
A socially defined position or rank given to groups or
group members by others.
Example : a cabin of one’s own an air conditioner etc
Status
Groups of 5-7 members exercise the best elements of both small and large groups.
Social Loafing - The tendency for individuals to expend less effort when working collectively
than when working individually.
Size of a Group
Most group activities
require a variety of
skills and knowledge.
Research studies show
that heterogeneous
groups are likely to
perform more
effectively.
Composition of a Group
The effectiveness of a group is influenced by the complexity and the interdependence of the task to be performed by its members.
Large groups facilitate pooling of information e.g. addition of a diverse perspective to a problem-solving committee.
Group Tasks
The processes that go on within a work group
e.g. communication patterns, group decision
processes, leader behaviour, power dynamics,
conflict interactions etc.
Synergy.
Social
facilitation effect.
Group Processes
Norms and roles in informal
groups
Norms:
Roles: sharper, plant,
monitor evaluator, team
worker, implementer, co
coordinator, complete fisher,
resource investigator,
specialist
Dynamics of Informal Groups
Significance of Informal Groups:
Informal group are quite powerful and influential because the members of the group have a lot in common and depend on each other to carry our organizational activities.
Prevent organizational changes
Role conflict
Increased scope for rumor
Pressure to conform to group norms
Difficulties and problems Associated with informal Groups
Dynamics of formal work Groups
Although group dynamics is generally associated
with informal norms and roles, formally
designated work groups also have noticeable
dynamics.
Example: Committee
Positive Attributes of Committees It facilitates the integration of the ideas and opinions of the members.
It brings together people with varied experience, knowledge and abilities.
It helps in the development and growth of human resources
It helps in the development and growth of human resources
Negative Attributes of Committees
very time-consuming and costly. responsible for a bad decision or mistake
Understanding Work Teams
Definition of Work Teams
A small number of people with complemen-tary
skills who are committed to a common purpose,
common performance goals, and an approach
for which they hold themselves mutually
accountable”.
-G. Moorhead and R.W. Griffin
• Enhanced performance• Employee benefits• Reduced costs• Organizational
enhancements
Benefits of Work Teams
Team Versus Group: What’s the Difference
Work Group
A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility.Work Team
A group whose individual efforts result in a performance that is greater than the sum of the individual inputs.
Types of Teams
Problem-Solving Teams
Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.
Self-Managed Work Teams
Groups of 10 to 15 people who take on the responsibilities of their former supervisors.
Types of Teams (cont’d)
•Task forces
•Committees
Cross-Functional Teams
Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.
Types of Teams
Virtual Teams
Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
Team Effectiveness
.
• Providing a supportive environment:
• Relevant skills and role clarity:
• Focus on superordiante goals.
• Team rewards:
Shaping Individuals Into Team Players
Selection:
Good interpersonal skills
Training:
Can be trained by specialists
Rewards:
Financial or non financial rewards
Applying Group Concepts to Teams: Towards Creating Effective Teams
Size of work teams Abilities of members Allocation of work roles Strong commitment to a common purpose Specifying clear and realistic performance goals
Good leadership and effective structure Preventing social loafing and determining accountability Proper evaluation and reward systems Generating mutual trust among team members
Teams and Total Quality Management
TQM means process improvement and employee involvement is the key to process improvement.
Teams and Workforce Diversity
Diversified teams provide unique and
innovative solutions, but at the same time,
they are cohesive.
Teams and Workforce Diversity
Advantages
Multiple perspectives
Greater openness to new ideas
Multiple interpretations Increased creativity
Increased problem actions solving skills
Disadvantages AmbiguityComplexityConfusioninterpretations MiscommunicationDifficulty in reaching a single agreementDifficulty in agreeing on specific