15. functions of group behavior

7/31/2019 15. Functions of Group Behavior

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FUNCTIONS OF

GROUP BEHAVIOR


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GROUP BEHAVIOR WHAT IS GROUP?

According to Schein A group is any no.of people who: -

-Interact with one another.-Are Psychologically aware of one-another

-Perceives themselves to be a groupThus group has emotional substance. If Weextract a person from a group and no one

feels the loss, then it is not group.


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TYPES OF GROUP

First Way: - Types of Interdependence, (Fielderdefined): -

1. Interacting- Assembly Line-one man to

perform job depend on the fact that other hascompleted his job.

2. Co-Acting- Relatively independent insuranceagency.

3. Counter-Acting-Working for the purpose ofnegotiating and reconciling conflicting opinion andpurposes. Cases-Management Negotiating Teams.


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Contd. Second Way: -

1. Primary: - Small (where there is face to face interaction).2. Secondary: - Large (where there is indirect interaction).

Third Way: -

1. Formal: - Can further be bifurcated into two groups: -a) Temporary: - For Particular Job.b) Permanent: - For Top Management, Work Groups, Staff

Groups. It Provides Specialized Services.


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Contd.2. Informal: - It is based on theINTEREST and FRIENDSHIP because

they share one or more commoncharacteristics.

They spontaneously come in to being to

satisfy those roles of individual which therigid formal organization is unable tosatisfy.


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STAGES OF DEVELOPMENT

ADJOURNINGCompletion, Ending, or

Evolution

PERFORMINGAchieving the Purpose

NORMINGAgreeing Purpose and

Conduct

STORMINGResolving differences

FORMINGInitial Meeting Together


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Contd. Forming: - At this stage, the individuals

that comprise the group are uncertain

about the groups purpose, structure,tasks and leadership.

In this stage, members try to identify

what behavior would be acceptable toothers in the group and try to mold theirown behavior accordingly.


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Contd. Storming: - This stage is characterized by

conflict and confrontation within the group.

In this stage of group development, althoughthe members acknowledge the existence of agroup, they may resist the constraints imposedby the group.

There is emergence of a relatively clearhierarchy of leadership within the group.


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Contd. Norming: - This stage is characterized by

the development of close relationships and

cohesiveness within the group.Members develop a strong sense of groupidentity and camaraderie.

There are common set of expectationsdefining appropriate behavior that hasbeen developed.


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Contd. Performing: -

The Group becomes fully functional and

involves in activities aimed at achievingthe goals defined in the norming stage.

Members are committed to the

achievement of group goals


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Contd.Adjourning: -

This is for temporary groups that have

only a specific task to perform (like taskgroups, or temporary committees).

The members are concerned with finishing

their activities (priority is not given to hightask performance).


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THE PUNCTUATED EQUILIBRIUM

MODEL

Punctuated equilibrium model, the process ofgroup formation is characterized by long periodsof inertia, punctuated or interspersed with brief

periods of activity. These periods of activity primarily take place when

the members become aware of the time and theapproaching project deadline.

Research studies reveal that the timing of groupformation and the modification in their way offunctioning over time stays consistent.


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Contd. The first meeting of the group sets the

direction for the group.

Direction is unlikely to change during thefirst half of the duration of the project.

First meeting of the group, a framework ofbehavioral patterns and assumptions

emerges. First half of the project is characterized bya period of inertia.


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Contd. Halfway through the project duration, the

members of the group suddenly experience aheightened sense of awareness of the lapseof time and the lack of progress in theproject.

Awareness of the limited time left tocomplete the project acts as an alarm andleads to a flurry of activity.

The group works toward completing theproject on time by finishing all the tasks thatremain to be done and resolving all thedetails pertaining to the project.


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NORMS Hare calls: - Rules of behavior which have been

accepted as legitimate by members of a group.They introduce games, hold parties, invent rituals

powerful in standardizing behavior. Group Pressure of Individual Judgments: -

experiment by Asch: - Individual tends to matchhis opinion/judgment as per group.

Similarity among member environment: -Similarity of exposure makes people know,perceive and do things in a similar fashion.


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INFORMAL GROUPS Purpose is to satisfy those needs which rigid formal organization is

unable to satisfy.

John M. Pfiffnes & Sherwood identifies five groups: -1. Social Overlay: - Employees with similar works related needs.

2. Functional Overlay: - Composed of employees of extra ordinaryamount of knowledge & know-how.

3. Decision Overlay: - Consults on account of age, mature judgmentand wisdom.

4. Power Overlay: - Consulted Executive become wield power in

excess of authority.5. Communication Overlay: - Channels of communication havedifferent path than formal. It can be due to Location ofdesk/machine/partition, common facilities, relationship in social orreligion organization.

W


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DISTINCTION BETWEEN

FORMAL AND INFORMAL

FORMAL

Everything structured asfor goal.

Goals and tasks orientedtowards productivity,growth.

Pyramid Shape

System of reward and-punishment Structured---

Enduring & permanent

in nature

INFORMAL

Natural andspontaneous.

Individual & groupsatisfaction-affiliationfriendship & esteem

Shapeless Sociogram

There is no writtensystem of rewards &punishment

Small, Unstable Change.


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BENEFITS OF INFORMALGROUPS TO THE MEMBERS

Sense of Belonging: - in comparison offormal organization.

Safety valve for emotional problems.Aid to job: - Accident, illness etc.,

changing & enhancing work efficiency to

cover deficiency of other members. Breeding: - Ground for innovation &

originality.


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Contd. Important Channels of Communication: -

Protected by group individual more free toinnovation

Larger, detailed & more meaningfulcommunication.

Social Control: - A set of norms, easier tocontrol. Check on Authority: - Manager more

conscious.


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DISADVANTAGES TO

INFORMAL GROUP

Resistance to Change Role of Conflict & sub-optimization: -

When groups objective is in conflict withorganizations objective.

Rumour: - Can be a source of

embarrassment to management Group-think philosophy: - Sometimes

individual loses his identity.


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BENEFITS OF INFORMAL

GROUPS TO MANAGEMENT The informal group can be used to change the behavior,

attitude, belief and value of people in organization.Depends on we feeling, relevance of change, individualgoals and closeness of change to group norms.

The informal group is self-policing: -if group is cooperative oriented-less super-vision isrequired.

Informal Groups communication system grapevine giventhe manager must feedback about employees and theirwork experience: - Knows what he needs to be supportivemanager; better communication and sometimes used innegotiations also with labor to get desired result.


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HARMONISING INFORMAL GROUP &

FORMAL ORGANISATION

Where informal rules are acceptable they should beinstitutionalized.

Similarly informal pattern of relationship which serves

the company well should be incorporated into the formalorganization.

If informal lines of communication exists they should beused of management.

When informal leaders develop they should be appointedto positions of formal authority.

Employees should be made to know that managementnot merely tolerate but willingly accepts existence of

informal group.


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Contd. All major cliques composing of informal organization

catalogued about their reactions to one another and to thecompany.

In designing formal structure, team concept should be kept

in mind: -1. Work divided in meaningful blocks to be assigned to atask team.

2. Self sufficient having people of all skills to complete a

task.3. Should be given feedback for corrective action.

4. Recognition & rewards based on team in PerformanceAppraisal System.


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GROUP COHESIVENESS

The cohesiveness of a group refers to

the degree to which its members areattracted to the group, are motivatedto remain in the group and mutually

influence one another.

DETERMINANTS OF GROUP


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DETERMINANTS OF GROUPCOHESIVENESS

Incentive properties of the group: - Nine Types: -1. Attractiveness of group members.

2. Similarity in interests, attitudes, values and beliefs.

3. Nature of Group Goals: -a) Content

b) How implicitly the goal is formulated

4. Type of Interdependence among members: -More interactive-More Cohesive


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Contd.5. Activities of the group6. Style of leadership and opportunity toparticipate in decisions: - Democratic Decentralizedmore likely attractive but dependent on type of

leadership.

7. Structural Properties of the Group: - Higherlevel, More attractive, Central in Communication.

8. Groups Size: - Small group more cohesive9. Groups Atmosphere: - More attracted if peoplefeel wanted or Valued.


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Contd. Members Individual Needs: - Not only

characteristics relate but also by his assessment ofhow these characteristics relate to his needs and

values. Needs vary on degree of intensities (Needof affliction, status, recognition, security, moneyetc).

Environment in which group exists: - If group

confronted with hostile environment sometimes itis more cohesive to defend.

Difficulty in getting membership: - Moredifficult-More Cohesive.

CONSEQUENCES OF GROUP


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CONSEQUENCES OF GROUPCOHESIVENESS

1. There is an increase in the groups capacity toretain members.

2. There is greater conformity to norm.

3. There is more frequent communication amongmembers, a greater degree of participation in groupactivities, and lower rate of absences.

4. There is increase in the self-esteem and decrease

in the anxiety of members. 5. There is increase in productivity of the group if it

is cooperating with the management.


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Characteristics of an effectivegroup

Informal climate: Informal, Comfortable andRelaxed

Common Goal Disagreement: No suppression of views,

members convinced about correct view point

Candor: People giving frank expression

Action Plan: Clear, every one knows aboutauthority and responsibility Leadership: Flexible leadership style

15. functions of group behavior

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