1/18/2011

Group Dynamics
Organizational Behaviour

Ambika Nagar

Index
• Introduction and rules setting
• Lecture Plan for all Topics and approach to be
followed
• Short Exercise
• Recap-OB defined and its challenges
• Groups
• Teams
• Reading Material

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Curriculum Indicative List

• Meaning, Types and Functions
• Models of Group Development
• Processes, Roles and Cohesiveness
• Effectiveness and Management
• Groups to Teams

Definition of OB
“ It’s a field of study that investigates the impact
that
▫ Individuals
▫ Groups and
▫ Structure
have on behaviour within organizations for the
purpose of applying such knowledge towards
improving an organizations effectiveness.”

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Group Dynamics

“Social Science field focusing on the nature of

groups – factors governing their formation and
development, the elements of their structure and
their interrelationships with individuals, other
groups and organizations”

Groups: Definition and Classification

“A group consists of two or more interacting persons who share
common goals, have a stable relationship, are somehow
interdependent and perceive that they are part of a group and
have come together to achieve particular objectives”

Four different criteria

1. Two or more people in social interaction
2. Share common Goals
3. Stable group structure
4. Individuals must perceive themselves as being a group

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Types of Groups
Types
Formal/Informal
• Formal : Behaviour that team members engage in are stipulated by
and directed towards organizational goals.
▫ Command Group: A group composed of the individuals who report
directly to a given manager
▫ Task Group: People working together to complete a job task beyond
command relationships
• Informal: not formally structured nor organizationally determined,
such a group appears in response to the need for social contact.
▫ Interest Group: People working together to attain a specific objective
with which each is concerned
▫ Friendship Group: People brought together because they share one or
more common characteristics.

Classification contd…
Primary / Secondary
• Primary – small in size, frequent face to face contact and close intimate
relationships eg playgroup, sports team
• Secondary- Assumes impersonal nature and may be geographically
distant eg. Hospital, company etc

Co-acting group – level of independence expreienced by group members-

limited interdependency and cohesiveness – members relate more to
each other at the advanced stages of work processes or assignments
where there may be a need for cooperation and coordination.

Counteracting group- opposing aims and compete for scarce resources-

struggle for power and advantage

Reference Group- possess a certain attraction and individuals join to

identify with them in some way. Hence can influence a persons’ outlook
without that person being a member of it.

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Why do people join groups?

• Security- reduce security of “ standing alone”

• Status: Inclusion in a group that gives status and recognition

• Self Esteem-Increased self worth

• Affiliation- Social Needs

• Power- Strength in numbers

• Goal achievement- Need to pool talents, knowledge , power

Elements of Group structure

• Roles and status
▫ The set of behaviours that individuals occupying specific
positions within a group are expected to perform.
▫ Different Roles performed by each person. Roles help to clarify
the responsibilities and obligations of the persons belonging to a
group.
▫ Status: Social Standing or rank within a group. Depends on
power one wields over others, persons ability to contribute to a
group and personal characteristics (social characteristics theory)

• Size:
▫ smaller groups faster at completing tasks than larger and
individuals perform better in smaller groups than larger. Social
Loafing- tendency for individuals to expend less effort when
working collectively than when working individually.
▫ Reduction in effort when individuals feel that their contribution
can not be measured.

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Elements of Group structure

• Rules and Norms:
▫ Rules within a group indicating how its members “should” or
“should not” behave- conformity, deviant workplace behaviour.
▫ Norms- acceptable standards of behaviour, differ from rules as they
are informal, usually unstated and taken for granted by group
members

• Leaders and Followers:

▫ Task leader/ initiating leader – focuses the group on goal
achievement and specific outcome eg. Clarify goals, evaluate
progress, seek and share information
▫ Socio-emotional leader / relationship or maintenance leader focuses
on the emotional and social aspects of a group eg encourage and
praise others, resolve conflicts and constructing and maintaining
group cohesion
▫ Followers: National cultures low on power distance (question the
leader’s actions) would be least supportive followers and cultures
high on power distance would be the most supportive of group
leaders efforts

• Cohesiveness: All forces or factors that bind the members

together. It involves 2 dimensions

▫ Task-social relates to the extent to which individuals are interested in the

goals of the group (task) or in social relationships within it (social)

▫ Individual-Group dimension- the extent to which members are

committed to the group or to other members

Relationship between Group Cohesiveness, Performance Norms and Productivity

High Low

Medium Moderate
Performance High
Productivity Productivity
Norms
Low Productivity Moderate to Low
Low Productivity

Cohesiveness

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Factors that induce and sustain group

cohesiveness
1. Similarity of attitudes and Goals- similar attitudes and objectives a
source of satisfaction
2. Time spent together: gretaer interpersonal interaction
3. Isolation – from others considered special
4. Threats- increased cohesiveness in the face of external competition
5. Size- smaller group size =increased cohesiveness
6. Stringent entry requirements-
7. Rewards: incentives based on group performance increases
cohesiveness
8. Gender

“ Highly cohesive groups seem to be more effective at meeting their

objectives and also more productive”

Functions of a Group , Schein (19800

Task Function
• Handling Complex tasks
• Liaison or coordinating
• Implementation of Decisions
• Generating Ideas
• Cross Functional Training
Maintenance Function
• Social Interaction
• Sense of Identity
• Solving Problems
• Reducing anxiety and
uncertainty

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Group Roles
Task Roles: achieving goals Maintenance Roles: for
▫ Initiator- giving new ideas- maintaining harmony
innovativeness ▫ Encourager
▫ Information Seeker ▫ Gatekeeper
▫ Opinion Seeker ▫ Standard setter
▫ Information giver ▫ Follower
▫ Opinion giver ▫ Expresser
▫ Elaborator ▫ Stress reliever
▫ Summarizer Personal Roles: Non-functional roles which
damage the effectiveness of the group
▫ Aggressor
▫ Blocker
▫ Confessor
▫ Competitor
▫ Sympathy seekers
▫ Pleader
▫ Withdrawal

Group Processes
Groups experience some type of change as a result of
member interaction.

• Communication - factual or emotional

• Group Culture- increase cohesiveness or conflict

• Decision Making- cultures and level of participation.

Groupthink – when members of a highly cohesive group
are unable to evaluate each others inputs critically
(Janis, 1982). Results in less than optimal decisions

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Models of Group Development

• Tuckman’s Model of Group Development:The

five stage model

• Woodcock (1979) Model of Group Development

• Punctuated equilibrium Model (Gersick ,1988)

Tuckman’s (1965) Five Stage Model of Group Development

Forming

Storming

Norming

Performing

Adjourning

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• Forming- Uncertainity, Purpose, Structure, Strengths, Behaviours,

Leadership.

• Storming: Establish Goals and Priorities, Intragroup Conflict,

Constraints on Individuality, Role Identification.

• Norming: Set Group Structure, Common set of expectations , Expected

Behaviours.

• Performing: Moving from getting to know one another to task

accomplishment.

• Adjourning: Decision made, failed to operate effectively, Purpose

achieved.

Points to Note:
• Stage wise progress may not be linear but simultaneous

• Ignores organizational context eg. Cockpit Group – 3 new people

assigned to fly a plane ….

Woodcock’s (1979) Model of Group

Development
1. Lack of Clarity: Low involvement of members , Little
amount of Listening, Feelings not considered

2. Experimentation: Group considers risky ventures,

people allowed to express feelings, more concern and
listening

3. Establishment of Rules: Procedures and Rules

established

4. Development: Appropriate leadership, use of creative

energy, group sensitive to the needs and requirements
of members

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Punctuated equilibrium model

(Gersick, 1988) Temporary groups with
deadlines don’t follow the 5
stage model

1. First meeting sets group

direction
2. First phase of group activity is
one of inertia
3. Transition takes place at the
end of this phase when group
has used half its allotted time.
4. Transition initiates major
changes
5. Second phase of inertia
follows the transition
6. Last meeting marked by
accelerated activity

Group Effectiveness
Criteria for measuring effectiveness
• Accuracy- Group decisions are generally more accurate than the
decisions of the average individual in a group, but less accurate than the
judgments of the most accurate member.
• Speed- Individuals are more superior
• Creativity- groups tend to be more effective
• Acceptance – group decisions is higher

Efficiency of individual decision makers is higher

Threats to Group effectiveness

• Groupthink
• Diversity
• Group Polarization- Risky or Cautious
• Social Loafing

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Teams
“is a group whose members have complementary
skills and are committed to a common purpose
or set of performance goals for which they hold
themselves mutually accountable”

Groups vs
• Performance depends on
Individual Contributions
• Accountability for outcomes
rests on individual outcomes
• Members are interested in
common goals
• Responsive to demands of
management
Teams
• Performance depends o
individual contributions and
collective work products
• Accountability for outcomes
rests on mutual outcomes
• Members are interested in
common goals and
commitment to purpose
• Responsive to self-imposed
demands

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Types of Teams
Purpose or Mission Work Teams Improvement Teams
(Concerned with (concerned with
products and services) improving the
effectiveness of
processes)
Time Temporary Teams (exist for Permanent Teams (remain
a finite period) intact as long as the
organization is in existence)
Degree of Autonomy Work Groups (Leaders Self-Managed Work teams
make decisions for the (Team members are free to
group members) make their own key
decisions)
Authority Structure Intact teams (work within Cross Functional Teams
an area of specialty) (members from several
different specialties)
Physical Presence Physical Teams (members Virtual Teams (members
are physically present) meet via electronic means)

Creating and developing teams; A 4

stage process
• Prework-
▫ Determine whether or not to form a team. If formed
then determine objectives and authority structure
• Create Performance Conditions-
▫ Ensure resource availability for effective functioning
• Form and Build team-
▫ establish Boundaries, get members to accept purpose
and mission and clarify responsibilities
• Provide Ongoing Assistance-
▫ Help eliminate problems and get and use resources

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Barriers to Success
• Unwillingness to cooperate
• Lack of management support
• Manager’s reluctance to relinquish control
• Failure to cooperate with other teams

Characteristics of Team Effectiveness

Context
▫ Adequate resources
▫ Leadership and Structure
▫ Climate of Trust
▫ Performance evaluation and
reward systems
Composition
▫ Abilities of members
▫ Personality
▫ Allocating Roles
▫ Diversity
▫ Size of Teams
▫ Member Flexibility
▫ Member preferences

Work Design Process

▫ Autonomy ▫ Common Purpose
▫ Skill Variety ▫ Specific Goals
▫ Task Identitity ▫ Team Efficacy
▫ Task Significance ▫ Conflict levels
▫ Social Loafing

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Developing Successful Teams

• Compensate Team Performance
• Communicate urgency of Team’s Mission
• Train Members in Team Skills – being a team
member and self management
• Promote cooperation within and between teams
• Team member selection based on their skills or
potential skills
• Have patience

Class discussion…

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