GROUP BEHAVIOUR

Presentation by Y. Ratnayake.
BA(Econ); MBA; Dip. in Marketing
CIM UK; Pgraduate Dip. in Project
Management; Dip. in Regional
Industrial Development; Dip in Rural
Area Development.

TEAMS

Non of us is as
smart as all of
us.

Value of Teams
One step by hundred
persons is better
than 100 steps by
one person.
Koichi Tsukamoto

DEFINING AND CLASSIFYING GROUPS

Two or more individuals, interacting and interdependent, who
have come together to achieve particular objectives.
Formal group
A designated work group defined by the organizations
structure.
Informal group
A group neither formally structured nor organizationally
determined; appears in response to the need for social
contact.
Command Group
A manager and his or her immediate subordinates.
Task group
Those working together to complete a job task.
Interest Group
Those working together to attain a specific objective with
which each is concerned.

REASONS FOR FORMATION OF GROUPS

1. Certain tasks can be performed only
through the combined efforts of a
number of individuals working
together.
2. Groups may encourage collusion
between members.
3. Groups provide companionship and a
source of mutual understanding and
support from colleagues.
4. Membership of the group provides the
individual with a sense of belonging.
5. The group provides guidelines on
generally acceptable behaviour.
6. The group may provide protection for
its membership. Laurie J Mullions.

Group Characteristics
1. A definable membership;
2. Group consciousness;
3. A sense of shared purpose;
4. Interdependence;
5. Interaction; and
6. Ability to act in a unitary
manner.

FRAMEWORK FOR ANALYZING GROUP

DEVELOPMENT(Tuckman Model)
Formation
Forming

Membership
Size
Similarity/Compatibility
Personal characteristics
Personal goals

Situation
Nature of task
Physical Environment
Organizational Environment
Relationships with other groups

Interaction
Storming
Development
Communication patterns
Role structure
Norms
Cohesiveness
Leadership

Norming

Performing
Effectiveness
Adjourniong

Member satisfaction

Task accomplishment

Tuckmans Five-Stage Theory

of Group Development
Performing

Adjourning

Norming
Storming
Forming

Independence

Dependence/
interdependence

Return to
Independence

Tuckmans Five-Stage Theory

of Group Development
(continued)
Forming

Storming

Norming

Performing

What do theHow can I best

Individual How do I fit Whats my
others expect perform my
Issues
in?
role here?
me to do?
role?

Group
Issues

Why are we
Can we agree
fighting over
Why are we
on roles and Can we do the
whos in
here?
work as a
job properly?
charge and who
team?
does what?

FACTORS AFFECTING
COHESIVENESS

Membership

size

compatibility

performance
(2) Work environment

nature of task

physical setting

technology
(3) Organizational

management and leadership

personnel policies and procedures

success

external threat
(4) Group development and maturity

forming

storming

norming

performing
(1)

CHARACTERISTICS OF AN EFFECTIVE GROUP

1.
2.
3.
4.
5.

A belief in shared objectives

A sense of commitment of group
Acceptance of group values and norms
A feeling of mutual trust and dependency
Full participation of all members and
decision making by consensus
6. A free flow of information and
communication
7. The open expression of feelings and
disagreements
8. The resolution of conflicts by themselves

CHARACTERISTICS OF EFFECTIVE TEAM

WORK

1. Clear objectives and agreed

goals.
2. Openness and confrontation.
3. Support and trust.
4. Co-operation and conflict.
5. Sound procedures.
6. Appropriate Leadership.
7. Regular review.
8. Individual development.
9. Sound inter-group relations.

CHARACTERISTICS OF MATURED
GROUP
1. Conflict is task-based and not over
socio-emotional issues.
2. Differences are accepted and group
conformity is not an objective.
3. Decisions are not forced, and come
about through rational discussion.
4. Group processes and interactions
are known by the members of the
group.

GROUP NORMS

Codes and Norms of Group

Behavior
1.not to be a rate buster
2.Not to be a chiseller
3.Not to be a squealer
4.Not to be a officious

Advantages and Disadvantages of GroupAided Decision Making

Advantages
Disadvantages
1.
2.
3.
4.
5.

Greater pool of knowledge

Different perspectives
Greater comprehension
Increased acceptance
Training ground

1.
2.
3.
4.
5.

Social pressure
Minority domination
Logrolling
Goal displacement
Groupthink

Cohesiveness-Productivity Relationship
Cohesiveness
Performance Norms

High

Low

High

High
Productivity

Moderate
Productivity

Low

Low
Productivity

Moderate to Low
Productivity

The Johari Window

Behaviour
known to self
Behaviour
Known to
others
Behaviour
unknown to
others

Behaviour
unknown to self

PUBLIC

HIDDEN

BLIND

UNKNOWN

Group Roles-Belbin Model (1981)

Coordinator

Implementer

Completer/
Finisher

Monitor/
Evaluator

controls the way team moves towards achieving the group

objectives, making best use of available resources, and recognizing
and ensuring that best use is made of each team members potential.
Typical features: calm, self-confident and controlled but reasonably
extrovert.
Turns plans and ideas into practice and carries out plans efficiently and
systematically. Tends to be hardworking and have a common sense and
practical approach, usually conservative, dutiful and predictable in nature
but also hard working and self-disciplined.
Makes sure that the team is protected as far as possible from mistakes and
searches for the work that needs more attention. Characteristics: has a sense
of urgency about things, always conscious of deadlines. Conscientious,
anxious, paying attention to detail, tends to be a perfectionist.
Analyses problems, and evaluates ideas and suggestions, so that they can
then make an informed decision and perform well in a quality role. Typical
features: unemotional, clever, detached, prudent, and shrewd in ones
judgement.

Planner/ Innovator
Good source of ideas for the group and is
imaginative
and creative but may
need to be encouraged by other
members to
contribute. Tends to be individualistic in
nature and
serious-minded but knowledgeable.
Resource investigator
Explores and reports on ideas, developments
and
resources outside the group, and excels in
conducting
negotiations. Characteristics:
extrovert, enthusiastic and
curious, have
good social skills and enjoys
exploring anything new.
Shaper
Shapes the way team effort is applied, directs
attention
to objectives and priorities, and seeks to
impose a structure on
discussions and
their outcomes. High
achiever usually outgoing
but impatient, dynamic, has
drive and likes to win.
Team worker
may be
Specialist
has a
adopt a
to see

Supports members and promotes team spirit.

Characteristics: responsive, and sensitive but
somewhat indecisive, socially oriented.
Provides specialist skills and knowledge and
dedicated and single-minded approach. Can
very narrow perspective and can sometimes fail
the whole picture.

PLANNING FOR CHANGE

Man is a prisoner of his own way of thinking and of his own
stereotypes of himself
His machine for thinking, the brain, has been programmed
for a vanished world.
This old world was characterized by the need to manage
things stone, wood, iron.
The new world is characterized by the need to manage
complexity. Complexity is the very stuff of todays world.
The tool for handling complexity is ORGANIZATION
But our concepts of organization belong to the much less
complex old world, not to the much more complex todays
world.
Still less are they adequate to deal with the next epoch of
complexification, in a world of explosive change.

Stafford Beer (1975)

SEVEN HABITS OFHIGHLY

EFFECTIVE PEOPLE

1.
2.
3.

1.
2.
3.

1.

Habits of independence
Be proactive.
Do things with an end in mind
Manage your personal priorities
Habits of interdependence
Operate on a win- win basis
Empathies first understand then be understood
Work to create synergy
The habits of renewal
Preserve and enhance your productive capacity
physical, social, emotional, mental and spiritual
Stephen Covey