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8/9/2019 Organization Behaviour by Iipm Bangalore
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Work groups are not unorganized mobs. They
have a structure that shapes the behavior of
members
Makes it possible to predict the behavior of a
large portion of individual behavior within
the group itself
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All the worlds stage, and all the men and women
are merely players
Meaning:
Set of behavior patterns of someone occupying
a position in a social unit.
Every member plays diverse roles on and off
the field.
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On the job Off the Job
ELECTRICAL INDUSTRIES EMPLOYEE SON
MEMBER OF MIDDLE MANAGEMENT HUSBAND
ELECTRICAL ENGINEER FATHER
COMPANY SPOKESPERSON CITIZEN
PLANT MANAGER ELECTRICAL INDUSTRIES
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The attitudes and behavior that are based on
the Role being performed
Since roles are dependent on the positions
held attitudes change when positionschange
Example: Union Stewards change in attitude
once promoted to supervisory positions
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Ones view on how one is supposed to act in a
given situation or for a given position
Based on the interpretation of our beliefs
Beliefs/Perceptions come from
STIMULI
FRIENDS BOOKS MOVIES TELEVISION
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What others believe as to how you should act
in a given situation
Based on the role defined
Example:
U.S. Federal Judge: Propriety and Dignity
Football Coach: Aggressive, Dynamic and
Inspirational
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PSYCHOLOGICAL CONTRACT
An unwritten agreement between Employer
and Employee
This gives a clear picture as to what theManagement expects from employees
ORGANIZATION EMPLOYEE
Treat employees justly Demonstrate a Good attitude
Provide acceptable working conditions Follow directions
Clearly communicate what is the days
work
Show Loyalty
Given Feedback on how the employee is
doing
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A situation in which an individual is
confronted by divergent role expectations
Exists when an individuals compliance of one
role makes it difficult to comply the other
Opportunity of relocation for better job
prospects
Positive For Career / Difficult For Family
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THEY DERIVE THEIR POWER FROM THE
POSITIONS THEY OCCUPY
THEY MAY OR MAY NOT ALSO BE INFORMALLEADERS IN THE GROUPS THEY FUNCTION
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Golfers dont speak while their partners are
putting on the green or the employees dont
criticize their bosses in public
Why?
NORMS!!!
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Norms are acceptable standards of behavior
that are shared by the group members
They tell what is expected of you in certainsituations
They even influence the behavior of the
group members Smokers are not allowedto smoke in the office premises
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CLASSES OF NORMS RELATION TO
PERFORMANCE How hard should you
work
APPEARANCE How appropriate youshould dress
SOCIAL ARRANGEMENT On and off the job
relations with group
members
ALLOCATION OF
RESOURCES
Assignment of difficult
jobs, allocation of new
tools and equipments,
PAY
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Conformity Groups can place strong
pressures on individual members to change
their attitudes and behaviors
Reference Groups When a groups norms are
clashing , they conform to important groups
in which they belong or hope to belong
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Calculates the impact the pressures of
conformity have on an individuals judgment
and attitude
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Antisocial actions by members of the groupthat intentionally violate established norms
Co-worker spreads malicious rumors aboutsomeone
A member starts yelling and screaming out of
frustration on the team members when the teamis confronted with a problem
A dental hygienist quits after constantly sexuallyharassed by her employer
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Socially defined position or rank given togroups or group members by others
Vague attempts to be egalitarianNo success to build a classless society
Even the smallest groups develop roles,rights and rituals to differentiate itsmembers
Status acts as a motivator
There is always a difference between onesperception upon ones own status and others
perception on that very status
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Status has had effects on the power of norms
High status people are given more freedom
to deviate from norms
They are better able to resist conformity
pressures
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Status equity: Refers to matching the status
with the ability of the employee holding it
If A is selected for promotion because he/sheis better prepared comparing B, then equity
is maintained.
If B is selected only because she is the
daughter of the CEO, then disequilibriumoccurs
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Importance of status does vary among cultures
An American manager not understanding that
office space is no measure of a Japaneseexecutives position is likely to
unintentionally offend his Japanese
counterpart, affecting their interpersonal
relation
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Size affects the overall behavior of the group
Smaller groups are faster in completing
tasks, than larger groups
In case of problem solving and fact finding,
larger groups are more effective
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Social Loafing
The tendency of individuals to expend less effortwhen working collectively than when workingindividually
When the performance of members as a groupcannot be accurately measured as in case ofindividuals, their efficiency reduces
ConclusionsOdd number groups are preferable to Even
Groups made up of 5 or 7 can extract benefits ofboth small and big groups
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Heterogeneous groups are preferable
Diversity simulates conflict that leads to
improved decision making
However, Heterogeneous groups have more
difficulty in learning to work with each other
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Group Demography
The degree to which members of a group share a commondemographic attribute, such as age, gender, race,educational level, or length of service in the organization,
and the impact of this attribute on the turnover
Cohorts
Groups and organizations are composed of cohorts.
If a group of members are born on 1970, they belong to the
same age. This means they all have faced commonexperiences
The Logic: Turnover will be high from members of a group whoare from dissimilar circumstances, because communicationwould be difficult
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Degree to which group members are attracted toeach other and are motivated to stay in a group
How to increase group cohesiveness
Make the group smaller Encourage the agreement with group goals
Increase the time members spend together
Increase group status and admissiondifficulty
Stimulate competition with other groups
Give rewards to the group and not individuals
Physically isolate the group
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Synergy
An action of two or more substances that
results in an effect that is different from
the individual summation of thesubstances
Social facilitation effect
The tendency for performance to improve
or decline in response to the presence of
others
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Level 1: Task awareness: getting the job done
Level 2: Structural awareness: having clearobjectives, plans and time schedule
Level 3: Role awareness: having a co-ordinator and amix of challengers, doers, thinkers and supporters.
Level 4: Behavioral awareness: reaching consensus bylistening, developing other peoples ideas, give and
take behavior.
Level 5: Emotional awareness: being on the sameemotional wavelength, expressing feelings honestlyand openly
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+
=
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Decision-making
Large groups facilitate the pooling of information
about complex tasks.
Smaller groups are better suited to coordinatingand facilitating the implementation of complex
tasks.
Simple, routine standardized tasks reduce the
requirement that group processes be effective in
order for the group to perform well.
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Many decisions in the organizations all over the
world are made by groups, teams and committees
Question? - - - - -
Does that imply that group decisions are preferable
to those made by an individual alone?
Answer Depends on a number of factors
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Generate more information
Bring more input
Offer increased diversity of views
Opportunity for more approaches and
alternatives
Outperforms even the best individual
Increased acceptance of Solution
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Time consuming compared to individuals
Conformity pressures
Some members want to be treated as ASSETS
Dominated by one or two members
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Meaning of Effectiveness in Groups
Degree of Acceptance a Solution achieves
Meaning of Efficiency in Groups
At what cost (all factors), the decision is made
Groups make better decisions, but at the cost of
time
Groups are more effective, but less efficient
comparing individuals Exception: Analyzing data from diverse sources to
come to a solution
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If the group is comprised of more
individuals with diverse backgrounds,the alternatives generated should be
more extensive, and the analysis
more critical
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Most common form
Members meet face to face
However, members censor their opinions
after being pressurized by the acceptance ofother opinions
In order to overcome pressures of conformity
(acceptance), BRAINSTORMING is used
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How does it take place?
Half a dozen people sit around a table
Group leader states the problem clearly
Members give as many alternatives as they
can, if appealing enough are taken for future
Members asked to think the unusual
This generates ideas from everybody
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No discussion takes place
Group members work independently
Each member presents his/her idea to the group
Group then discusses ideas for clarity
Each group member ranks each idea
This permits groups to meet together, and work
independently at the same time
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MEANING
Up to 50 members sit around a horse shoe
table
Series of computer terminals in front of them Issues are presented on screen, and members
type their responses
Finally, individual comments and aggregate
votes are displayed on screen
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Participants can anonymously type any
message
Members can be brutally honest
Unnecessary chit chat in between can beavoided
Many can talk at once, instead of stepping on
others toes
Future of group meetings will undoubtedlyneed this technology
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Each has its PROS and CONS
Choice is based on
Which criteria you want to emphasize
Cost benefit Trade off
Technique Used for
Interacting Building group cohesiveness
Brainstorming Keep social pressures to minimum
Nominal Inexpensive way to generate many ideas
Electronic Process ideas fast
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Members might feel like speaking, but decide
against it. Sometimes because of shyness.
Mostly because of pressures
Members are more charmed to seek
acceptance
Do not appraise alternative courses of action
Occurs in groups that already have a positive
image about them: Example: NASA
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Deterioration in
Mental efficiency
Reality Testing
Moral judgments
Symptoms
They try reducing any resistance
Apply direct pressure to those who express doubts If someone doesnt speak, his/her answer is YES
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Monitor Group size
Leaders should be impartial
Appoint one member to play DEVILs
ADVOCATE
Make members first focus on negatives
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Special case of Group Thinking
Final Decision is reflected by the dominant
decision making norm
Out of conservative members that focus on
greater caution, (vs) aggressive members
that focus on greater risk; decision comesout of the dominant decision making body
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FAIZAN
RAGESH
VIPIN
ARVIND
HAMSAWednesday, April 07, 2010