b6a5group behaviour & dynamics

8/3/2019 b6a5Group Behaviour & Dynamics

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Group Behaviour & Dynamics

Group

Two or more individuals interacting andinterdependant,who have come

together to achieve a particularobjective.

Groups and OB

-Groups influence individuals behaviourand also vice versa.

-Forces within a group to be understood.


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-It is the primary means by which

managers coordianate individualsbehaviour.

-Groups provide synergy to the

organisationAttributes of a group:

Interaction,Size,Shared goal interest,

Collective identity,Minimum set ofvalues,Norms etc.


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Types of a group:

Formal: defined by organisationsstructure

Informal: neither formally structured

not determined. Appears in responseto psychological and social needs.

Command Group : functional

reporting relationships [formal]Task Group : to complete a formaltask [formal]


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Interest groups: To achieve specificobjective with which each one concerned.

[informal] Friendship group: who share one or more

characteristics [ informal] Why do people join in groups?

Interpersonal attractionNature of group activitiesFor social identification

For social affiliationPower and status/ security.


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Features of informal groups

Origin

Purpose

Size

Nature Number

Authority

Behaviour Communication

Winding up


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Roles played by group members

Initiator contributors

Information seekers

Opinion givers

Energisers Harmonisers

Compromisers

Expediters

Blockers Recognition seekers

Dominators & Avoiders


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Stages of Group Development

Forming:characterised byuncertainity reg purpose,structureand leader [ testing the waters]

Storming:Intra group conflict-members resistance to grouprestraints and will be over whenheirarchy is set in.

Norming:Close relationship andcohesiveness/ sense of groupidentity/set of expectations.


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Performing: Fully functional,Group

energy is visible, for task

accomplishment. Adjourning: Winding up of activities

for temporary groups.


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Comparing teams and groups

Groups Teams

Share information- Goal- collectiveperformance

Neutral - Synergy- positive

Individual - Accountability- Individual and

mutualRandom and varied Skills complementary


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Factors influence group

performance Group Norms

Status

Group Size

Group composition

Group cohesiveness

Leadership Role


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Norms

Acceptable standards of behaviourwithin a group that are shared by thegroups members

Types : Performance relatedand Appearance related

Development of Norms

Explicit statements by the membersCritical events, Primacy, Carry overbehaviour from past situations


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What makes Norms important?

It facilitates groups survival Increases predictability in behaviour

Reduces embarrassing interpersonal

problems. Enforcing Norms

Through education, surveillance,

warning, sanctions


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Cohesiveness

It is the motivation of members to remain in the groupRefers to the attractiveness which a group holds for its

members

Factors that increase cohesiveness:

Homogenous compositionMature development

Small size

Frequent interaction

Clear goals, Continuous success, External threat,Appropriate leadership


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Consequences of high

cohesiveness Goal accomplishment

Personal satisfaction

Increased interaction

Groupthink

Group morale


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Consequences of low cohesion

Difficulty in goal acievement

Increased chances of disbanding

Fewer interactions Individual orientation


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Group Roles

Role: A set of expected behaviour patternsattributed to someone occupying aposition

Role identity::Certain attitudes andbehaviours consistent with a role

Role perception: Individuals view of howhe or she is supposed to act in a givensituation

Role expectation: How others believe aperson should act in a given situation


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Homogeneity is good for.

When the task is simple Task is sequential

Cooperation is required

Speed is required

Heterogeneity is good for.Complex task

Collective task

Creativity is needed

Speed is not important


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Role conflict: A situation in which an

individual is confronted by divergent

role expectations.


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Input Throughput output

Org.setting[Work envt,group size, &rewards.]

-Nature oftask[taskcomplexity,an

alysabilty]-Groupmembers[skill&ability,values

,experience,st

Norms &Cohesion

Decisionmakingprocedure

Task Role

Taskperformance

[Quality,quantity,timeliness]

HRmaintennce

[Group morale& membersatisfaction]


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Group Behaviour model

1] External Conditions

2] Group member resources

3] Group structure4] Group process

5] Group task

PERFORMANCE


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External conditions: Organisationstrategy, Authority structure, Formal

regulations, Resources, Personnelselection, Rewards systems, Physicalwork settings.

Group Member resources: Abilities,personal characteristics

Group structure: Leadership, Roles,Role identity, Role perception,Role

expectation, composition, status


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Group Process: Communication,

cohesiveness, conflicts, Group

decision making, power dynamics

Task: Complexity, task variety

and significance,


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Building team performance ?

Make the team task urgent

Team selection based on skills

Make the rules clear

Recognize intermediate goals clear Regularly challenge the team with new facts

Meet regularly

Acknowledge and reinforce vital contributionsof the teams


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Benefits of teams in organizations

Enhanced performance [increasedproductivity,improved quality,bettercustomer care]

Employee benefits[QWL,lower stress]

Reduced costs[lower turnover, absenteeism]

Organizational benefits[innovation,flexibility]


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Type of Teams:

Problem solving

Self managed

Cross functionalVirtual


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Creating effective teams

Factors influencing Team effectiveness

CONTEXT

COMPOSITION WORK DESIGN

PROCESS

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