MODULE IV:

Interpersonal Behaviour,
Power & Politics
Interpersonal Dimensions of
Behaviour
Interpersonal dimensions of Behaviour is a part of Fundamental Interpersonal
Relations Orientation (FIRO), theory introduced by William Schutz in 1958.

This theory mainly explains the “interpersonal interactions of a local group of

people”. This theory is based on the belief that when people get together in a group,
there are three main interpersonal needs they are looking to obtain which are

1.Affection/Openness

2.Control

3.Inclusion.
Interpersonal Dimensions of
Behaviour cont…

Schutz developed a measuring instrument that contains six scales of

nine-item questions, and this became version B (for "Behavior"). This
technique was created to measure how group members feel when it
comes to inclusion, control, and affection/openness or to be able to get
feedback from people in a group.
 Different Life Positions and
Outlook

• I am OK - You are OK

• I am not OK - You are OK

• I am OK - You are not OK

• I am not OK - You are not OK

 Transactional Analysis
Transactional analysis (TA) is a psychoanalytic theory and method

of therapy developed by Eric Bernein the 1950s, wherein social

transactions are analysed to determine the “Ego” state of the patient

as a basis for understanding behaviour.[1] In transactional analysis,

the patient is taught to alter the ego state as a way to solve emotional

problems. The method deviates from Freudian psychoanalysis which

focuses on increasing awareness of the contents of unconsciously held

ideas.
 T.A. Cont…

Transactional analysis integrates the theories of psychology and psychotherapy because it

has elements of psychoanalytic, humanist and cognitive ideas.
According to the International Transactional Analysis Association,[7] TA 'is a theory of
personality and a systematic psychotherapy for personal growth and personal change'.As a
theory of personality, TA describes how people are structured psychologically.
 Implications of T.A.
According to Berne there are four life positions that a person can hold, and holding a particular
psychological position has profound implications for how an individual operationalizes his or
her life. The positions are stated as:
1 I'm OK and you are OK. This is the healthiest position about life and it means that I feel
good about myself and that I feel good about others and their competence.
2 I'm OK and you are not OK. In this position I feel good about myself but I see others as
damaged or less than and it is usually not healthy,
3 I'm not OK and you are OK. In this position the person sees him/herself as the weak
partner in relationships as the others in life are definitely better than the self. The person
who holds this position will unconsciously accept abuse as OK.
4 I'm not OK and you are not OK. This is the worst position to be in as it means that I
believe that I am in a terrible state and the rest of the world is as bad. Consequently, there is
no hope for any ultimate supports.[8]
 Power: Concept
Meaning and Nature of Power: According to Max Weber,

“Every society is based on power”. Power can be defined as

“The ability to achieve desired ends despite resistance from

others. It is also the ability to carry out one’s will, even over

the resistance of others”.

 Types of Power
Weber perceive Power into Two Types: First is Legitimate

Power, whilst the second is Illegitimate Power.

Legitimate power is called as “Authority” i.e. power people

accept as right. Illegitimate power can be known as coercion

i.e. power that people do not accept as just and legal.

 Power and Organisational
Politics
For the growth and development of any organisation,
leadership and power are the essential components and Some
people must have power over others in order to guide the
organisation and take decisions which are beneficial and
important to achieve organisational goals.

For example: The use of power for the growth and development
of a country and to manage it as per the law is the business of
the government of that country. Government is a formal
organisation that directs the political life of a society. Similarly
the senior management or board of directors are responsible
and are the legally sanctioned source of formal power
responsbile for making decisions for the organisations.
 Module V
Group Behaviour- Leadership, Change
and Conflicts

Group: A group can be defined as two or more interacting and

interdependent individuals who come together to achieve
particular objectives.

Group Behaviour: A group behaviour can be stated as a

course of action a group takes as a family. For example −
Strikes, Protests, etc.
 Definitions of Group
• According to Shaw, Group can be defined as “A
collection of two or more people who interact with and
influence each other towards a common purpose”.

• According to Robbins, A Group is two or more

individuals interacting and interdependent, who have
come together to achieve particular objectives”.
Characteristics of Groups
• A Group is a collection of people

• It provides an interaction through communication

• Group facilitates members realise their goals

• Members of Groups are interdependent and

interacting

• A Group has common goals.

 Group Functions
• Goal Realisation: Groups assist members in the
realisation of goals.

• Authority and Power: Groups provide an opportunity to

use authority and power. For ex. it gives you the chance
to develop, harness and use your leadership skills and
become a leader and exercise your leadership skills.

• Satisfaction of Social and Security Needs: A Group is

also a source for understanding, companionship,
interaction, and creating social relationships.
 Group Functions cont.
• Satisfaction of Ego, self esteem and self actualisation needs: Members are
happy and their ego is boosted when other members of the group recognise
their capacities, skills, intelligence and personality. Groups also provide you
the opportunity to ‘Become What You are Capable of Becoming’

• Identity: One of the moat important function of a group is to provide

recognition and identity to the individual.This identity gives them security
and self esteem.

• Safety Valve: Groups also act as a safety valve to release daily tensions,
worries and stress.
 Types of Groups

There are two types of groups.

1. Formal groups
2. Informal groups.
Formal Groups are the type of work groups created by the organisation and have
designated work assignments and rooted tasks. The behaviour of such groups is
directed toward achieving organisational goals.
Ex. of Formal Groups: Formal groups are those groups which are formulated and
governed according to set norms and codes of conduct. Such as Formal organisation
groups in companies.
Ex. of Informal Groups: Friendship groups as these are brought together because of
their shared interests or common characteristics
 Determinants of Group
Behaviour
People: The first primary behavioural determinant in organisations is people. People bring different
skill sets to their companies. They come from different backgrounds, culture and age.

Employees are also different with respect to their goals and ambitions. Some strive to get promoted
more quickly. Others enjoy more tactical functions and are satisfied becoming more efficient at
their present jobs.

Managers must understand what motivates employees so they can adopt the right management
styles with them. For example, some workers prefer closer supervision, while others are more self-
directed and thrive on independence. Employees also exhibit different behaviours in group settings.

Managers who correctly identify which employees work best on their own or in groups stand to
gain the most productivity from them.
 Determinants of Group
Behaviour
Technology: Technology also greatly influences working relationships between
employees. Companies that have more updated equipment or computer software
usually can expect greater production from workers. There also tends to be more
cohesiveness among employees. Managers spend less time harping over details when
they know employees have the proper tools. For example, a marketing manager may
assign an analyst the task of creating a 10-page presentation for the department
meeting. The manager knows the presentation software provides tutorials and spends
less time explaining how to set up the presentation. Contrarily, employees who do not
have the proper technology and equipment may become agitated. They may start
viewing their job as drudgery and start taking their frustrations out on other workers.
 Determinants of Group
Behaviour
Organisational Structure: Small companies also must ensure they have the proper
organisational structure for employees to work effectively. A tall, bureaucratic structure,
for example, would not work efficiently for a small company with 50 employees. There
would be too many management levels. Workers would spend more time waiting for
approval on projects or budgets, as more managers would be involved in the decision-
making process. Creativity and communication also may be hampered in a taller
organisational structure. This may lower the morale of employees who are creative and
have high ambitions. Small companies servicing diverse customer groups may be better
off using a customer-based structure, according to ReferenceforBusiness.com. Workers
become more specialised by customer, which may increase both customer and employee
satisfaction. Confusion and frustration may be averted because employees don't have to
know the different procedures for serving all customers.
 Determinants of Group
Behaviour

• Group Norms: The norms, values and culture of the

Group also plays a very significant role in influencing

the behaviour of the group members.

 Factors Influencing Group
Cohesion
Group Behaviour are influenced by a number of factors which are the
following:

Group Size: Size of the Group and group behaviour are inversely
related. For ex. In a larger group, there are greater chances that
members would come from different backgrounds and would have
different outlooks and culture. Whilst in a smaller group members may
come from a similar background and culture which would affect group
behaviour.

Degree of Dependency: Degree of dependency and group behaviour are

positively related. Degree of dependency is the extent to which a
member of the group expects help in case of need.
 Intergroup Problems

• Ego Clashes among group members

• Prejudiced behaviour by the senior management or

leader towards some members of the group

• Clash of Interests among members of the group

among other reasons.
 Leadership

Concept: Leadership can be defined as the ability to

influence a group towards the achievement of goal or a set
of goals.

It can also be defined as the process of directing and

influencing the task related activities of group members.
 Leadership Styles
There are different ways and leadership styles, however, some of the most important include:

1. Authoritarian or Autocratic: The authoritarian leader makes decisions alone as power is centralized in

one person. Decisions are enforced using rewards and the fear of punishment. it is an abusive,

unprofessional style called “bossing people around.”

2. Participative or Democratic: The participative leader include one or more members employees in the

decision making process. Communication flows freely; suggestions are made in both directions. The

participation encourages member commitment to the final decision.

3. Delegative or Free Reign: The free-rein leader gives power to subordinates to make the decisions.

However, the leader is still responsible for the decisions that are made. This is used when employees are

able to analyse the situation.

 Organisational Change

• According to Glueck: “Change is to make the

enterprise different in some way in order to achieve its
objectives".

• According to Cartwright, “ Change is a dynamic

process. It is an attempt to distinguish sharply as
possible the actions and reactions of a force”.
 Characteristics of
Organisational Change
• Change is the result of some forces from both outside or inside
the organisation

• In is inevitable and certain in all organisations

• Change is interdependent, i.e. change in one part of the

organisation would bring about changes in other parts as well.

• Change differs in intensity and degree

• Organisations have to accept change.

 Planned Change

• Planned changes are strategic changes which are

the result of deliberate actions of the management
to make the organisation more efficient by
introducing new technologies, personnel, strategies,
materials, etc.
 Resistance to Change
• There are different reasons for the resistance to change by
individuals and employees in organisations. Some of them
are the following:

A. Economic Reasons

B. Displacement of Skills

C. Job Loss

D. Personal Reasons

E. Desire for Status Quo

 Managing Stress During
Change
• Support by Top Management: This includes providing
technical, facilitative and emotional support to employees. Fro
ex, by providing training to employees to manage
organisational change effectively.

• Communication: Talking to the employees and

communicating to them that the organisational change is for the
benefit of the organisation and consequently is beneficial for
the employees in the long run.

• Participation: This includes encouraging employees to become

change agents and become part of the change through active
support and training by the management.