FOUNDATIONS

FOUNDATIONS OF
OF
GROUP
GROUP BEHAVIOR
BEHAVIOR
(Chapter
(Chapter 8)
8)
 Defining
Defining and
and Classifying
Classifying Groups
Groups

There are two types of groups:

Formal Groups
Informal Groups

Most people prefer to communicate with others at

their own status level or a higher one rather than with
those below them. As a result, we should expect
satisfaction to be greater among employees whose
job minimizes interaction with individuals who are
lower in status than themselves.
 Defining
Defining and
and Classifying
Classifying Groups
Groups
Formal Group. A group defined by the organizations
structure, with designated work assignments
establishing tasks. The behaviors that one should
engage in are stipulated by and directed toward
organizational goals.
An airline flight crew is an example of a formal group.

Informal groups. Alliances that are neither formally

structured nor organizationally determined. Natural
formations in the work environment in response to the
need for social contact.
Three employees from different departments who
regularly play and eat lunch together is an informal
group. (Contd)
 Defining
Defining and
and Classifying
Classifying Groups
Groups
Types of Formal Group. There are two categories a
formal group:
Command Group. A group composed of the individuals who
report directly to a given manager. Command groups are
dictated by the formal organization. The organization chart
determines a command group.
Task Group. A group composed of the individuals who
are working together to complete a task. A task groups
boundaries are not limited to its immediate hierarchical
superior. It can have cross command relationship.
 Defining
Defining and
and Classifying
Classifying Groups
Groups
Types of Informal Group. There are two categories of an
informal group:
Interest Group. A group composed of the individuals who
affiliate to attain a specific objective with which each is
concerned; e.g. employees who band together to have their
vacation schedules altered.

Social alliances, which frequently extend outside the work

situation, can be based on similar age or ethnic heritage.
Friendship Group. A group composed of the individuals
who join together because they share one or more common
characteristics. They often develop because individual
members have one or more commonalities.
 Why
Why People
People Join
Join Groups
Groups
Security. To reduce insecurity, be more resistant to
threats & feel stronger.
Status. Being part of an important group, provides
recognition & status of that group.
Self-esteem. A feeling of self-worth & being privileged
is developed.
Affiliation. Individuals needs of affiliation and
socialization are fulfilled.
Power. It is possible to achieve through a group what
cant be achieved individually.
Goal Achievement. By pooling talent, knowledge and
power, it is easier to achieve even difficult targets.
Group Development Stages (Tuckmans Model)
STAGE 1: Forming. A stage in which group members
attempt to assess the ground rules that will apply to a task and
to group interaction:
Stage is complete when
Orientation to Task members have begun to
Testing Interpersonal behavior think of themselves as part
Dependency on power person of a group.
Discovering ground rules

STAGE 2: Storming. A stage in which group members

frequently experience conflict with one another as they locate
and attempt to resolve difference of opinion:
Resistance to task demands When complete, there
will be a relatively clear
Interpersonal conflicts
hierarchy of leadership
Exploring areas of disagreement
within the group.
Struggle for group leadership
(Contd)
 Group Development Stages
STAGE 3: Norming. A stage in which group members
begin to build group cohesion, as well as develop a
consensus about norms for performing a task and relating to
one another: This stage is complete
when the group structure
Building cohesiveness
solidifies and the group has
Developing consensus about norms assimilated a common set of
Clarifying roles expectations of what defines
Informal leader may emerge correct member behavior.

STAGE 4 Performing. A stage in which energy is

channeled toward a task and norms support teamwork:
Channeling energy to task For permanent work
Roles clear and functional groups, performing is the last
Norms support teamwork stage in their development.

Emerging problem solutions (Contd)

 Group Development Stages
STAGE 5: Adjourning. A stage in which group
members prepare for disengagement as the group nears
successful completion of its goals:

Goals accomplished
Preparing for disengagement
Some members enjoy the groups accomplishments.
Some regret at disbanding
Termination of group
Group
Group Decision
Decision -- Making
Making Techniques
Techniques

In these groups, members meet face to face and rely on both

verbal and nonverbal interaction to communicate with each
other.
Interacting groups often censor (suppress) themselves and
pressure individual members toward conformity of opinion.
 Group
Group Decision-Making
Decision-Making Techniques
Techniques
It is meant to overcome pressures for
conformity in the interacting group that
retard the development of creative
alternatives.

In a typical brainstorming session, 6 to 12

people sit around a table.

The Brainstorming Process:

The group leader states the problem clearly.
Members then free-wheel as many alternatives as they can
in a given length of time.
No criticism is allowed, and all the alternatives are recorded
for later discussion and analysis.
One idea stimulates others, and group members are
encouraged to think the unusual.
 Group
Group Decision-Making
Decision-Making Techniques
Techniques
This technique restricts discussion
or interpersonal communication
during the decision making process.

Group members are physically &

formally present, but they operate
independently.
The Process. A problem is presented & then the following steps
take place:
Members meet as a group but, before any discussion takes place,
each member independently writes down his/ her ideas on the
problem.
After this silent period, each member presents one idea to the
group. Each member takes his/ her turn.
The group now discusses the ideas for clarity and evaluates them.
Each group member silently and independently rank-orders the
ideas.
The idea with the highest aggregate ranking determines the final
decision.
 Group
Group Decision-Making
Decision-Making Techniques
Techniques
The computer-assisted group or
electronic meeting blends the nominal
group technique with sophisticated
computer technology.

The computer-assisted group or electronic meeting blends the nominal

group technique with sophisticated computer technology. In the
process:
Up to 50 people sit around a horseshoe-shaped table, empty
except for a series of computer terminals.
Issues are presented to participants, and they type their responses
onto their computer screen.
Individual comments, as well as aggregate votes, are displayed on
a projection screen.
The major advantages of electronic meetings are anonymity,
honesty, and speed.
UNDESTANDING
UNDESTANDING
WORK
WORK TEAMS
TEAMS
 Team
Team Versus
Versus Groups:
Groups: Whats
Whats the
the Difference
Difference
Work Group. It refers to a group (of individuals) that
interacts primarily to share information and to make
decisions to help each group member perform within
his/ her area of responsibility.

Groups and teams are not the same thing.

Work groups have no need or opportunity to engage in

collective work that requires joint effort. Their
performance is the summation of each group members
individual contribution. (A German Psychologist Max
Ringlemanns Experiment- 1920)

There is no positive synergy, rather negative synergy

may be expected due to social loafing.
 Team
Team Versus
Versus Groups:
Groups: Whats
Whats the
the Difference
Difference
Work Team. A Work Team refers to a group whose
individual efforts result in a performance that is greater
than the sum of the individual input.

A work team generates positive synergy through

coordinated efforts. Individual efforts result in a level of
performance that is greater than the sum of those
individual inputs.

Managers look for the positive synergy that will allow

their organizations to increase performance.

The extensive use of teams creates the potential for an

organization to generate greater outputs with no
increase in inputs. Merely calling a group a team
doesnt automatically increase its performance.
Comparing
Comparing Work
Work Groups
Groups and
and Work
Work Teams
Teams
Why
Why Have
Have Teams
Teams Become
Become So
So Popular
Popular
Teams typically outperform individuals.

Teams use employee talents better.

Teams are more flexible and responsive to

changes in the environment.
Teams facilitate employee involvement.

Teams are an effective way to democratize an

organization and increase motivation.
 Types
Types of
of Teams
Teams
Problem-Solving Teams: They are
typically composed of 512 employees
from the same department who meet for
a few hours each week to discuss ways
of improving quality, efficiency, and the
work environment.

Members share ideas or offer suggestions on how work

processes and methods can be improved. Rarely are they
given the authority to unilaterally implement their
suggested actions.

One of the most widely practiced applications are the

quality circles.
 Types
Types of
of Teams
Teams (contd)
(contd)
Self Managed Teams:
These groups of 1015 employees perform highly related
or interdependent jobs and take on many of the
responsibilities of their former supervisors.
This includes planning and scheduling of work,
assigning tasks to members, collective control over the
pace of work, making operating decisions, and taking
action on problems.

Fully self-managed work teams even

select their own members and have
the members evaluate each others
performance.
 Types
Types of
of Teams
Teams (contd)
(contd)
Cross Functional Team:
These are teams made up of employees from about
the same hierarchical level, but from different work
areas, who come together to accomplish a task.
Many organizations have used horizontal, boundary-
spanning groups for years.
A task force is an example of a temporary cross-
functional team.
The popularity of cross-discipline work teams
exploded in the late 1980s.

Different
Functions

Team members
 Types
Types of
of Teams
Teams (contd)
(contd)
Virtual Teams. Virtual teams use computer technology
to tie together physically dispersed members in order to
achieve a common goal:

a. They allow people to collaborate online.

b. Virtual teams can do all the things that other teams do.
c. They can include members from the same
organization or link an organizations members with
employees from other organizations.
d. They can convene for a few days to
solve a problem, a few months to
complete a project, or exist
permanently.
 Types
Types of
of Teams
Teams (contd)
(contd)
How Virtual Teams are Different:
The three primary factors that differentiate virtual teams are:

a. The absence of paraverbal and nonverbal cues. These

help clarify communication by providing increased
meaning, but arent available in online interactions.

b. Limited social context. Virtual teams often suffer from

less social rapport and less direct interaction among
members.

c. The ability to overcome time and space constraints.

Virtual teams allow people to work together who might
otherwise never be able to collaborate.
 Beware:
Beware: Teams
Teams Arent
Arent Always
Always the
the Answer
Answer
Teamwork takes more time and often more resources
than individual work.

Teams increase communication demands, conflicts to

be managed, and meetings to be run.
Three tests to see if a team fits the situation:

Is the work complex and is there a need for

different perspectives?
Does the work create a common purpose or set of
goals for the group that is larger than the
aggregate of the goals for individuals?
Are members of the group involved in
interdependent tasks?
 A
ATeam-
Team-
Effectiveness
Effectiveness
Model
Model
 Creating
Creating Effective
Effective Teams
Teams
Key components making up effective teams are,
Work Design, Composition, Context (resources), and
Process.
Effective teams need to work together and take
collective responsibility to complete significant
tasks. Lets take each component separately:
1. Work Design. It includes variables like:
Freedom and autonomy
Skill variety
Task identity
Task significance
The evidence indicates that these characteristics enhance
member motivation and increase team effectiveness.
 Creating
Creating Effective
Effective Teams
Teams (contd)
(contd)
2. Composition:
Ability KSAs, interpersonal & leadership skills.
Personality - Big Five personality model.
Role and diversity members should be able to
fill different roles in the team.

Team size - Managers should keep the size in the

range of 512 people.
Flexibility adaptable to suit the changing role.
Preference for team work - Not every employee
is a team player. Willing team members will prove
better performers.
 Creating
Creating Effective
Effective Teams
Teams (contd)
(contd)
3. Context:
Adequate resources Resources and support.
Leadership Effective leadership.
Climate of trust When members trust each other
they are more willing to take risks. By trusting their
leadership, they are more willing to commit to their
leaders goals and decisions.

Performance evaluation and rewards Team

oriented evaluation and reward system must be
implemented to reflect team performance; group-
based appraisals, profit sharing, gainsharing,
small-group incentives are effective tools.
 Creating
Creating Effective
Effective Teams
Teams (contd)
(contd)
4. Process:
Common purpose Common and meaningful
purpose (vision) provides direction, momentum,
and commitment for the team members.
Specific goals Purpose/ vision to be converted
into specific, measurable, and realistic performance
goals.
Team efficacy Confidence/ belief in themselves
that they can succeed .

Conflict - Teams that are completely void of

conflict are likely to become stagnant.
Social loafing - Watch out for such individuals.
Key
Key Roles
Roles
of
of Teams
Teams
 Team
Team and
and Workforce
Workforce Diversity:
Diversity:
Advantages
Advantages and
and Disadvantages
Disadvantages of
of Diversity
Diversity
Diverse teams, also add more value, but pose challenges & difficulties
in problem solving, resolving conflicts and working together.
 Reinvigorating
Reinvigorating Mature
Mature Teams
Teams
No team can remain at a uniform level of performance;
Effective teams can become stagnant. Enthusiasm and high
performance spirit can decline with the passage of time,
leading to reduced performance. As such continuous efforts
are required to reinvigorate even a mature team. Following
could be the problems of Mature Teams:

Becoming stagnant and complacent as cohesiveness

increases familiarity breeds apathy.
Developing groupthink - Groupthink influences
decision making.
Reluctance to solve difficult issues having gained
experience in handling easy problems to gain early
success, teams try to follow the same approach; neglecting
difficult issues leads to disastrous situations.
 Reinvigorating
Reinvigorating Mature
Mature Teams
Teams (contd)
(contd)
Reinvigorating (Reinstating/reinforcing) Teams:

1. Prepare members to deal with problems of

maturity openness to novel ideas and
innovation.

2. Offer refresher training skills currency to be

updated.

3. Offer advanced training to match the task.

4. Encourage teams to treat their development as a

constant learning experience continuous
learning philosophy.