Unit-10 Group Behavior

8/12/2019 Unit-10 Group Behavior

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Unit 10

Group BehaviorBook Code MB 0022(OB)


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Contents Introduction

Classification of groups

Models of group development

External conditions imposed on the group

Group member resources Group structure

Norms

Conformity

Techniques of decision making in groups Understanding work teams


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Introduction

Group is defined as a collection of two or morepeople who work with one another to achievecommon goals.

Members of a group are dependent on one anotherto achieve common goals.

Group members achieve more as a group ascompared to each member achieving individually.


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Learning Objectives

After this unit, you will be able to understand

Classification of groups

Models of group development

Understanding work teams


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Classification of Groups

Groups can be of two types

Formal

Informal


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Formal Groups Formal groups achieve a specific purpose of the

organization.

These groups perform a specific task and uses theresources to create a product like report, decision,

service or commodity (Likert, 1961). A leader exists in such group and directs the group

members.

Formal groups may be permanent or temporary.

Permanent workgroups are created to perform a

particular function regularly. Temporary workgroups are created to solve a particular

problem or perform a defined task. They are separatedonce the task is completed.


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Informal Groups

An informal group is not formally constructedor organized. For e.g. a group of employeeshaving snacks together.

Informal groups are of the following types: Command groups: A command group is

determined by the organization hierarchy.

Task groups: These are groups that work together tocomplete a task. All command groups are taskgroups but all task groups are not command groups.

Interest groups: This group consists of people whoare associated together to achieve a specific objective

with which each is concerned.



Models of Group Development

The Five-Stage Model

This model consists of five stages of groupformation

Forming Storming

Norming

Performing

Adjourning



1. Forming In this stage of group formation,

members enter the group.

The main concern is to helpmembers to enter the group.

The individual who enters thegroup is concerned with issueslike what the group can offerthem, what they need tocontribute to the group, whatbehavior does the group expectsfrom them and what recognition

will they get for working as agroup member.



2. Storming

The storming stage of group formation is an unstable phasewhere individuals try to form groups to achieve a desired statuswithin the group.

The group members identify their role in the group. The group members begin to understand and appreciate each

othersstyles.

They try to achieve group goals and also try to satisfy individualneeds.



3. Norming

At this stage, the groupbecomes a coordinated unit.

The group members developa close relationship with eachother and the group showsunity.

They try to maintain apositive balance at this stage.


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4. Performing At this stage, the group becomes

capable of dealing with complex tasks.

The group is able to handle internaldisagreements in a unique innovativeway.

The group structure is stable and thegroup members are well motivatedand satisfied.

The group members shift fromknowing and understanding eachother to performing.

For permanent workgroups,performing is the last stage in theirdevelopment.


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5. Adjourning

A group is separated whenits work is completed.

This stage is important fortemporary groups that are

common in todaysworkplaces.

Members of this groupmust be able to assemblequickly, do their jobs andthen break off. They mayreassemble later, ifrequired.


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Punctuated Equilibrium Model

Temporary groups with deadline do not follow the five stagemodel.

They follow the punctuated-equilibrium model.

Phase 1The first meeting sets the group direction. This stage

is the first inertia phase. Transition A changeover takes place when the group has

used half of its time. The group becomes aware that they havelimited time and they need to move on fast. Phase 1 ends hereand there are many changes, old patterns are replaced and new

viewpoint is adopted. Phase 2 It is a new equilibrium and a period of inactivity. The

group executes plans created during the transition period.


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External Conditions Imposed on the Group

Groups are part of larger systems or organization and hence donot work in isolation.

Groups are influenced by many external factors like

Organizational strategy

Authority structures Rules and regulations

Access to resources

Physical work conditions

Organizational culture and performance systems

Reward structures


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Group Member Resources

Knowledge, Skills and Abilities

The knowledge, skills and abilities of groupmembers play an important role in groups successand its ability to achieve targets.

Interpersonal skills play an important role for highworkgroup performance.

Interpersonal skills consist of Conflict management skills

Joint problem solving abilities

Effective communication skills


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Personality Characteristics

The conclusions of a research related to relationshipbetween personality traits and group attitudes andbehavior are

Attributes that are considered positive in our culturehave a positive effect on group productivity, moraleand cohesiveness. These include sociability, initiative,openness, and f lexibility.

Negative attributes like authoritarianism, dominance,

and unconventionality have a negative effect ondependent variables.


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Group StructureWorkgroups should have a proper structure to function well. Thefollowing elements must be present in a workgroup:

1.Formal leadership: Every work group should have a formal

leader. The leader plays an important role in groupssuccess.

2.Role perception: Every member of the group must know howto act in a given situation. This helps in playing the role moreeffectively. New members of the group watch their senior

members and learn how to play their role more effectively.


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3. Roles: The roles of each of the members of the workgroup

should be well defined. Some roles are compatible butsome may create a conflict.

4. Role expectations: It is behaving in a socially acceptableand pleasing manner for achieving group and

organizational goals.

5. Role conflict: Role conflict may occur if a member of agroup has to play multiple roles but is unable to balance allthe roles effectively. This reduces goal effectiveness and

hampers the process of achieving group and organizationalgoals.


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Norms Norms are acceptable standards of behavior that are shared by the

groups members. Norms guide group members about what theyshould do and what they should not do in certain situations.

Some common group norms are

Performance norms: It consists of the following (Robbins, 2003):

Specific indications on how hard they should work, how tocomplete the job, level of output, appropriate level of delay orslowness.

These norms affect an individual employees performance to agreat extent.


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Appearance norms: These norms specify appropriate dress,

loyalty to the workgroup or organization, when to look busyand when mistakes are acceptable.

Social arrangement norms: These norms regulate thesocial interactions within the group.

Allocation of resources norms: These norms can originatein the group or in the organization.


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Conformity

Groups can put pressure on individual members to change theirattitudes and behaviors to conform to the groupsstandard.

The groups that have more influence on its members areknown as reference groups..

In a reference group the person is aware of the others, likes tobe a member of the group and feels that the group members areimportant to him/her.


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Status

Status is a social position or rank given to groups or groupmembers by others.

Social status is based on inequality, some are more powerful ,enjoy greater benefits and have good resources.

It is also related to the ability to take risk. People who take risksaccumulate greater wealth and have superior status in thesociety.


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Status and Norms

Research shows the following withregard to relationship between statusand norms (Robbins):

Members of a group having high

status have more freedom to moveaway from norms than other groupmembers.

People with high status are betterable to resist conformity pressures.

This is the reason why many starathletes, famous actors, topsalespeople and outstandingacademicians are unconscious toappearance or social norms.


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Status Equity

When inequity is felt, itleads to disequilibrium thatresults in correctivebehavior.

Employees expect that what

they have and receive shouldmatch their status. For e.g.pay,office space, etc.

Individuals can face asituation of conflict whenthey move between groupswhich have members from

different backgrounds.


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Status and Culture

Cultural differences affectstatus. For e.g. the French arehighly status conscious.

Countries have different criteria

for creating status: Status for Latin Americans

and Asians is derived fromfamily position and formalroles held in organizations.

In the United States andAustralia, status is derivedon accomplishments .


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Techniques of Decision Making in Groups

According to Schein (1988), groups may make decisions usingany of the following six methods.

Decision in lack of response: In this type of decision making,ideas are forwarded without making any discussion. When thegroup finally accepts an idea, all other ideas have been rejectedby lack of response rather than proper evaluation.

Decision by authority rule: In this type of decision making,the leader makes a decision for the group. He may or may notdiscuss with the group.

Decision by minority rule: In this type of decision making,two or three people dominate the group and a decision is takenon which they agree.


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Decision by majority rule: In this type of decision making,the views of majority of group members are considered and a

decision is taken on which most of the members agree. Decision by consensus: In this type of decision making,

most of the group members accept one alternative, and theothers agree to support it.

Decision by unanimity: In this type of decision making, allgroup members agree on a decision. This is a perfect groupdecision method but practically it is very difficult toimplement.


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Group Productivity: The Advantages and

Disadvantages of Group Decision Making

Advantages of group decision making include (Maier, 1967):

Information: More knowledge and expertise is used to solvethe problem.

Alternatives: Many alternatives are considered for decisionmaking.

Understanding and acceptance: The final decision is betterunderstood and accepted by all group members.

Commitment: Group members are more committed to make

the final decision work.


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The disadvantages of group

decision making are

Social pressure to conform:Individuals are forced to follow the

wishes of the group.

Minority domination: The groupsdecision may be dominated by oneindividual or a small group.

Time demands: Decision makingin groups take longer time due toinvolvement of a large number of

people.


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Understanding Work Teams A team is a small group of people with complementary skills, who

work actively together to achieve a common purpose for which theyhold themselves collectively accountable.

---- (Katzenbach & Smith, 1993)

Team building is a collaborative way to gather and analyze data to

improve teamwork---- (Schermerhorn et al 2002)


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Advantages of Team

Team has following advantages(Robbins, 2003):

Teams perform better than individuals.

Teams use employee talents better. Teams are more flexible and respond

better to changes in the environment.

Teams encourage employee

involvement. Teams increase motivation and makes

an organization more democratic.


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Types of Teams

The different types of teams are Problem solving teams: These are small groups from the

same department who meet regularly to discuss ways toimprove quality and efficiency.

Self-managed teams: These are small groups who takeresponsibilities of their own targets.

Cross-functional teams: These are groups formed byemployees from different wok areas but from same hierarchicallevel to attain a task.

Virtual team: Team members who are not physically present atthe same place at the same time, use computer technology toconnect to each other.


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Unit-10 Group Behavior