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7/31/2019 15. Functions of Group Behavior
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FUNCTIONS OF
GROUP BEHAVIOR
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GROUP BEHAVIOR WHAT IS GROUP?
According to Schein A group is any no.of people who: -
-Interact with one another.-Are Psychologically aware of one-another
-Perceives themselves to be a groupThus group has emotional substance. If Weextract a person from a group and no one
feels the loss, then it is not group.
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TYPES OF GROUP
First Way: - Types of Interdependence, (Fielderdefined): -
1. Interacting- Assembly Line-one man to
perform job depend on the fact that other hascompleted his job.
2. Co-Acting- Relatively independent insuranceagency.
3. Counter-Acting-Working for the purpose ofnegotiating and reconciling conflicting opinion andpurposes. Cases-Management Negotiating Teams.
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Contd. Second Way: -
1. Primary: - Small (where there is face to face interaction).2. Secondary: - Large (where there is indirect interaction).
Third Way: -
1. Formal: - Can further be bifurcated into two groups: -a) Temporary: - For Particular Job.b) Permanent: - For Top Management, Work Groups, Staff
Groups. It Provides Specialized Services.
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Contd.2. Informal: - It is based on theINTEREST and FRIENDSHIP because
they share one or more commoncharacteristics.
They spontaneously come in to being to
satisfy those roles of individual which therigid formal organization is unable tosatisfy.
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STAGES OF DEVELOPMENT
ADJOURNINGCompletion, Ending, or
Evolution
PERFORMINGAchieving the Purpose
NORMINGAgreeing Purpose and
Conduct
STORMINGResolving differences
FORMINGInitial Meeting Together
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Contd. Forming: - At this stage, the individuals
that comprise the group are uncertain
about the groups purpose, structure,tasks and leadership.
In this stage, members try to identify
what behavior would be acceptable toothers in the group and try to mold theirown behavior accordingly.
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Contd. Storming: - This stage is characterized by
conflict and confrontation within the group.
In this stage of group development, althoughthe members acknowledge the existence of agroup, they may resist the constraints imposedby the group.
There is emergence of a relatively clearhierarchy of leadership within the group.
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Contd. Norming: - This stage is characterized by
the development of close relationships and
cohesiveness within the group.Members develop a strong sense of groupidentity and camaraderie.
There are common set of expectationsdefining appropriate behavior that hasbeen developed.
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Contd. Performing: -
The Group becomes fully functional and
involves in activities aimed at achievingthe goals defined in the norming stage.
Members are committed to the
achievement of group goals
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Contd.Adjourning: -
This is for temporary groups that have
only a specific task to perform (like taskgroups, or temporary committees).
The members are concerned with finishing
their activities (priority is not given to hightask performance).
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THE PUNCTUATED EQUILIBRIUM
MODEL
Punctuated equilibrium model, the process ofgroup formation is characterized by long periodsof inertia, punctuated or interspersed with brief
periods of activity. These periods of activity primarily take place when
the members become aware of the time and theapproaching project deadline.
Research studies reveal that the timing of groupformation and the modification in their way offunctioning over time stays consistent.
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Contd. The first meeting of the group sets the
direction for the group.
Direction is unlikely to change during thefirst half of the duration of the project.
First meeting of the group, a framework ofbehavioral patterns and assumptions
emerges. First half of the project is characterized bya period of inertia.
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Contd. Halfway through the project duration, the
members of the group suddenly experience aheightened sense of awareness of the lapseof time and the lack of progress in theproject.
Awareness of the limited time left tocomplete the project acts as an alarm andleads to a flurry of activity.
The group works toward completing theproject on time by finishing all the tasks thatremain to be done and resolving all thedetails pertaining to the project.
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NORMS Hare calls: - Rules of behavior which have been
accepted as legitimate by members of a group.They introduce games, hold parties, invent rituals
powerful in standardizing behavior. Group Pressure of Individual Judgments: -
experiment by Asch: - Individual tends to matchhis opinion/judgment as per group.
Similarity among member environment: -Similarity of exposure makes people know,perceive and do things in a similar fashion.
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INFORMAL GROUPS Purpose is to satisfy those needs which rigid formal organization is
unable to satisfy.
John M. Pfiffnes & Sherwood identifies five groups: -1. Social Overlay: - Employees with similar works related needs.
2. Functional Overlay: - Composed of employees of extra ordinaryamount of knowledge & know-how.
3. Decision Overlay: - Consults on account of age, mature judgmentand wisdom.
4. Power Overlay: - Consulted Executive become wield power in
excess of authority.5. Communication Overlay: - Channels of communication havedifferent path than formal. It can be due to Location ofdesk/machine/partition, common facilities, relationship in social orreligion organization.
W
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DISTINCTION BETWEEN
FORMAL AND INFORMAL
FORMAL
Everything structured asfor goal.
Goals and tasks orientedtowards productivity,growth.
Pyramid Shape
System of reward and-punishment Structured---
Enduring & permanent
in nature
INFORMAL
Natural andspontaneous.
Individual & groupsatisfaction-affiliationfriendship & esteem
Shapeless Sociogram
There is no writtensystem of rewards &punishment
Small, Unstable Change.
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BENEFITS OF INFORMALGROUPS TO THE MEMBERS
Sense of Belonging: - in comparison offormal organization.
Safety valve for emotional problems.Aid to job: - Accident, illness etc.,
changing & enhancing work efficiency to
cover deficiency of other members. Breeding: - Ground for innovation &
originality.
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Contd. Important Channels of Communication: -
Protected by group individual more free toinnovation
Larger, detailed & more meaningfulcommunication.
Social Control: - A set of norms, easier tocontrol. Check on Authority: - Manager more
conscious.
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DISADVANTAGES TO
INFORMAL GROUP
Resistance to Change Role of Conflict & sub-optimization: -
When groups objective is in conflict withorganizations objective.
Rumour: - Can be a source of
embarrassment to management Group-think philosophy: - Sometimes
individual loses his identity.
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BENEFITS OF INFORMAL
GROUPS TO MANAGEMENT The informal group can be used to change the behavior,
attitude, belief and value of people in organization.Depends on we feeling, relevance of change, individualgoals and closeness of change to group norms.
The informal group is self-policing: -if group is cooperative oriented-less super-vision isrequired.
Informal Groups communication system grapevine giventhe manager must feedback about employees and theirwork experience: - Knows what he needs to be supportivemanager; better communication and sometimes used innegotiations also with labor to get desired result.
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HARMONISING INFORMAL GROUP &
FORMAL ORGANISATION
Where informal rules are acceptable they should beinstitutionalized.
Similarly informal pattern of relationship which serves
the company well should be incorporated into the formalorganization.
If informal lines of communication exists they should beused of management.
When informal leaders develop they should be appointedto positions of formal authority.
Employees should be made to know that managementnot merely tolerate but willingly accepts existence of
informal group.
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Contd. All major cliques composing of informal organization
catalogued about their reactions to one another and to thecompany.
In designing formal structure, team concept should be kept
in mind: -1. Work divided in meaningful blocks to be assigned to atask team.
2. Self sufficient having people of all skills to complete a
task.3. Should be given feedback for corrective action.
4. Recognition & rewards based on team in PerformanceAppraisal System.
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GROUP COHESIVENESS
The cohesiveness of a group refers to
the degree to which its members areattracted to the group, are motivatedto remain in the group and mutually
influence one another.
DETERMINANTS OF GROUP
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DETERMINANTS OF GROUPCOHESIVENESS
Incentive properties of the group: - Nine Types: -1. Attractiveness of group members.
2. Similarity in interests, attitudes, values and beliefs.
3. Nature of Group Goals: -a) Content
b) How implicitly the goal is formulated
4. Type of Interdependence among members: -More interactive-More Cohesive
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Contd.5. Activities of the group6. Style of leadership and opportunity toparticipate in decisions: - Democratic Decentralizedmore likely attractive but dependent on type of
leadership.
7. Structural Properties of the Group: - Higherlevel, More attractive, Central in Communication.
8. Groups Size: - Small group more cohesive9. Groups Atmosphere: - More attracted if peoplefeel wanted or Valued.
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Contd. Members Individual Needs: - Not only
characteristics relate but also by his assessment ofhow these characteristics relate to his needs and
values. Needs vary on degree of intensities (Needof affliction, status, recognition, security, moneyetc).
Environment in which group exists: - If group
confronted with hostile environment sometimes itis more cohesive to defend.
Difficulty in getting membership: - Moredifficult-More Cohesive.
CONSEQUENCES OF GROUP
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CONSEQUENCES OF GROUPCOHESIVENESS
1. There is an increase in the groups capacity toretain members.
2. There is greater conformity to norm.
3. There is more frequent communication amongmembers, a greater degree of participation in groupactivities, and lower rate of absences.
4. There is increase in the self-esteem and decrease
in the anxiety of members. 5. There is increase in productivity of the group if it
is cooperating with the management.
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Characteristics of an effectivegroup
Informal climate: Informal, Comfortable andRelaxed
Common Goal Disagreement: No suppression of views,
members convinced about correct view point
Candor: People giving frank expression
Action Plan: Clear, every one knows aboutauthority and responsibility Leadership: Flexible leadership style