Foundation of Group Behavior

1. Foundation of Group Behavior Understanding the nature and types of groups, Recognize the assets and liabilities of groups

2. Group: Concept & types • Group means there are • Two or more individuals • Interacting & interdependent • Come together to achieve particular objectives.

4. Formal Group: A designated work group defined by the organisation’s structure. • Informal Group: A group that is neither formally structured nor organizationally determined; appears in response to the need for social contact. Membership in such groups id voluntary.

5. Command group: A group composed of the individuals who report directly to a given manager. • Task group: represents those who work together to complete a job task. “ All command groups are task groups but all task groups need not be command groups as task groups can cut across the organization.”

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

7. Why people join groups • To satisfy mutual interests • To achieve security • To fill social needs • To fill need for self esteem.

8. Five stage model of group formation Group may disband either after meeting their goals or because members Leave Stage V Adjourning Group members work towards Getting their jobs done Stage IV Performing Members Work Together developing Close Relationships & feelings of Cohesiveness Stage III Norming Members come to Resist Control by group Leaders & Show hostility Stage II Storming Members get to know each other & set ground rules Stage I Forming

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

10. Punctuated Equilibrium Model High Completion Performance Phase 2 First Meeting Transition Phase 1 (A+B)/2 A B (Low)

11. During the first half or Phase 1, groups define their tasks, setting a mission that is unlikely to change until the second half of the group’s life. • Once groups reach the midpoint of their life they experience a sort of “middle life crisis” and recognize they must change how they operate if they are going to meet their goals.

12. This begins phase 2 of their existence, which is the time when group drops old way of thinking and adopt new perspectives. • Groups then carry out their mission until they reach the end of phase two when they show bursts of activity needed to complete their task.

13. Dynamics of group formation • Theodore Newcomb’s classic balance theory of group formation

14. Identifiable stages of group development: • Forming • Storming • Norming • Performing • Adjourning • Practicalities of group formation • Punctuated equilibrium model

15. Types of groups • Primary groups • Small groups and self-managed teams • Coalitions • Other types of groups • Memberships and reference groups • In-groups and out-groups

16. Implications from research on group dynamics • Groups expert Richard Hackman says that leadership plays an important role in group performance • Conditions a leader can control include: • Setting a compelling direction for the group’s work • Designing and enabling group structure • Ensuring that the group operates within a supportive context • Providing expert coaching

17. Group Cohesiveness

18. The Structural dynamics of work Groups • The pattern of interrelationships between the individuals constituting a group; the guidelines of group behavior that make group functioning both orderly and predictable.

19. Four different aspects of group structure are : • Roles: various parts played by group members. “The Hats We Wear” • Norms: rules & expectations within group. “Group's Unspoken Rules” • Status: rank given to groups by others. “prestige of group membership” • Cohesiveness: members sense of responsibility. “getting the team spirit”

20. Roles • The typical behavior characterizing a person in a specific social context. • A set of expected behavior patterns attributed to someone occupying a given position in a social unit. • Role incumbent: A person holding a particular job. • Role expectations: How others believe a person should act in a given situation.

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

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

24. Types of norms • Prescriptive Norms: Expectations within group regarding what is supposed to be done. • Proscriptive Norms: Expectations within group regarding behaviors in which members are not supposed to engage.

25. Common classes of Norms • Though norms in each group are unique yet there are some common classes. • 1. Performance Norms • 2. Appearance Norms • 3. Arrangement Norms • 4. Allocation of Resources Norms

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

27. Conformity • Group member’s desire for acceptance motivate them to conform to the group norms. • Conformity to norms is powerful force in groups. • GROUP THINK: The phenomena in which groups place strong pressures on individual members to change their attitudes & behaviors to conform to the group standards.

28. Symptoms of groupthink

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

30. Status • It’s a socially defined position or rank given to groups or group members by others . • As per status characteristics theory differences in status characteristics create status hierarchies within group.

31. Size • Smaller groups are faster at completing tasks than larger but large groups are better in problem solving than smaller. • Social loafing: The tendency of individuals to expend less efforts when working collectively than when working individually.

32. Cohesiveness • It is the degree to which members are attracted to each other and are motivated to stay in the group. • To encourage group cohesiveness- • Make small groups. • Encourage agreement with group goals. • Increase the time members spend together. • Increase the status of the group and the perceived difficulty of attaining membership in the group. • Stimulate competition with other groups. • Give reward to the group rather than to the individual members. • Physically isolate the group.

33. Cohesiveness Low High High Productivity Moderate Productivity High Performance Norms Moderate to Low Productivity Low Productivity Low

34. More complete information & knowledge. Higher quality decisions. Increased diversity of views. Increased acceptance of a solution. Time consuming Conformity pressures in groups. Dominated by 1 or a fewer members. Suffer from ambiguous reponsibility. Assets & Liabilities of Group Decision Making

35. Two byproducts of group decision making. • Group think: Phenomenon in which the norm for consensus overrides the realistic appraisal of alternatives courses of action. • Group shift: A change in decision risk between the group’s decision and the individual decision that members within the group would make, can be either toward conversation or greater risk.

36. Group decision making techniques • Interacting groups • Brainstorming • Nominal group Technique • Electronic meeting

37. Effectiveness Criteria Types of Group Interacting Brainstorming Nominal Electronic Effectiveness Criteria High No. & quality of ideas Low Moderate High Low High Low Moderate Social Pressure Low Low Low High Money Cost Speed Moderate Moderate Moderate Moderate Low High Task Orientation High High Potential for interpersonal conflict High Low Low Moderate Commitment to solution NA Moderate Moderate High Development of group cohesiveness High Moderate Low High

38. Teams – self-managed and cross-functional

39. Cross-functional teams • Choose members carefully • Establishing team purpose • Ensuring understanding of functions • Conduct intensive team building • Achieve noticeable results

40. Virtual teams • Synchronous technologies

41. Self-managed teams • 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

42. Training guidelines: self-managed teams

43. How to make teams more effective • Team building • Collaboration • Group leadership • Cultural/global issues