GROUP BEHAVIOUR& EFFECTIVENESS

SUBJECT CODE — MGT512

MANAGEMENT PRACTICES & ORGANISATION BEHAVIOUR

SUBMITTED TO— MALIKA RANI (LECTURER LSB )

SUBMITTED BY -- ANUPAM KUMAR , MBA

ROLL.NO –RR1002B44

REG.NO. 11005012

ACKNOWLEDGEMENT

This is a humble effort to express my sincere gratitude towards those who have guided me to complete this TERM-PAPER, which is the culmination of the degree of M.B.A, Lovely Professional University, and Jalandhar.I wish to express my heartful appreciation to my teacher Ms. MALIKA RANI for her valuable guidance i.e. essential for improvement and completion of the project.Last but no means the least, I acknowledge the help and the advice received from my friends, with whom I have discussed the project from time to time and they gave the fruitful suggestions.

INDEX1. INTRODUCTION

2. OBJECTIVES OF THE TOPIC

3. REVIEW OF LETERATURE

4. METHODOLOGY

5. UNDERSTANDING THE GROUP

6. WHY PEOPLE WORK IN GROUP?

7. STAGE OF GROUP DEVELOPMENT

8. GROUP DEVELOPMENT RESOURCES

9. GROUP BEHAVIOUR MODEL

10. ROLE OF GROUP AND HOW CAN BUILD A BETER GROUP & EFFECTIVENESS

11. TEAM & TEMWORKING AND BENIFITS.

12. TEAM SUCCESS: HOW TO CREAT A CLEAR PURPOSE

13. GROUP DECISION MAKING- SOME TECHNIQUES AND CONDITION AFFECTING GROUP BEHAVIOUR

14. CONCLUSION

INTRODUCTION

It is the study of how people behave and work in the group and how it be effective. This paper will explore the effects of group membership on behaviour and build a good understanding of groups and group functioning, exploring some of the basic features of groups and teams. There is often an important gap between the ‘hype’ about teams – exaggerated expectations of what they are able to deliver – and what is often the reality. This paper will examine more critically the claims for the benefits of team working. Some of the processes which promote or undermine group effectiveness are well understood and documented and will be examined throughout this paper. This will use the terms group behaviour and effectiveness.

It realizing that a group can become a high performance team is important. Accomplishing this goal is invaluable, advantageous and profitable. Once able to operate from a group to the high performing team is a great step into preparation into the big business world. Leaders and members must also realize not only how to accomplish this but that some problems will and can arise from different demographic characteristics and cultural diversity. That is if one is in such a group, which the probability would be quite high.

It is important that members of a group be knowledgeable and skilful in their positions, the degree to which those members can work harmoniously and cooperatively together is equally important and will form into a high performance team. Effective team management plays a high role in building high performance teams. It should always be a question as to what management can do to actively promote successful work teams.

Skills and knowledge possessed by every member is also important for a team to become high performance. Although it is among the most important factors, however, it must be coupled with a good working relationship with every team member and good collaboration with every team member. The members who possess the good skills and wide knowledge will be a useful resource to the team if that team member can share their strengths with the other team members and vice versa. It is usually misconstrued that having skilful and intelligent team members is already enough to make a team work right. This kind of thinking is the reason why most teams, despite all of those competent members they have, fail to achieve their goals. A team should establish one common goal, not to think that way and develop a good working relationship with each member.

OBJECTIVE OF STUDY OF GROUP BEHAVIOUR & EFFECTIVENESS-

• To differentiate between formal and in formal and informal groups.

• To know how and why people are work in group

• To describe the five stages of group development.

• To identify how roles and norms influence an employee’s behaviour.

• To describe the key components in the group behaviour model.

• To discuss the concept of team rolls.

• To explain the increased popularity of teams in organisations.

• To describe the four most common types of teams in organisations.

• To identify the advantage and disadvantage of group “Decision making”.

• List the characteristics of effective teams and identify how managers can built trust

These are topics of group behaviour & effectiveness which we have to study and elaborate

this in our experience.

Literature ReviewSeveral theoretical discussions have been presented about task-group effectiveness. Bettenhausen’s (1991) review of the sociological, psychological, and management literature reviewed a number of important models dealing with the effectiveness of

work groups. Similarly, Levine and Moreland’s (1990) reveal the psychology literature which also points to the models of group effectiveness. Gladstein (1984) proposed a comprehensive model of group effectiveness. In this model group effectiveness is viewed as the major output of small group behavior. Effectiveness has three components: group performance, satisfaction of group-member needs, and the ability of the group to exist over time (Hickman and Morris, 1975). His model, which is based on an early McGrath (1964) model, predicts that group process leads to effectiveness. Group process is the intergroup and intergroup actions that transform resources into a product. Process behaviours are either maintenance behaviours that build, strengthen and regulate group life or task behaviours that enable the group to solve the objective problem to which the group is committed (Gradstein, 1984). Gradstein suggested that group ratings of open communication, supportiveness, active Leadership, training, and experience in the organization were all positively associated with group ratings of satisfaction and performance. With a focus on leadership, one of the most frequently cited models of group effectiveness is offered by Hersey and Blanchard (1988). This model equates group progress and effectiveness with group maturity. According to their model, group maturity is a continuous variable that is influenced by two factors: ability and willingness. Ability is defined as the knowledge, experience, and skill that an individual or group brings to a particular task or activity. Members of mature groups, unlike those of immature groups, process the ability to perform their tasks without much direction, assistance, or direct supervision. Willingness refers to the extent to which an individual or group has the confidence, commitment, and motivation to accomplish a specific task. Members of mature groups do not require extensive encouragement or pushing to work on their tasks.

Hersey and Blanchard’s theory suggested that mature groups are likely to be more effective than immature ones, because an immature group is highly dependent on its leader. Members of

Immature groups are unable or unwilling to take responsibility for completing tasks without the

assistance of their leaders. On the other hand, mature groups are able to function independent of their Leaders. In short, Hersey and Blanchard state that the ability and motivational levels of a group are the key determinants of group effectiveness.

The role of the organizational context is more fully integrated within a model of organizational group effectiveness proposed by Hickman (1990). Hickman begins by identifying three primary determinants of work team effectiveness: (1) the

amount of effort group members put forth in accomplishing the group’s task, (2) the amount of knowledge and skills group members bring to the task, (3) the appropriateness of the task performance strategies employed by the group in

European Journal of Social Sciences – Volume 8, Number 2 (2009)

337 accomplishing its task. According to Hickman, the performance of an organizational work team is likely to be effective if its members are highly motivated and thus put forth considerable effort in accomplishing the group’s task; if its members have the necessary skills and knowledge to work on the

Task; and if the steps and procedures that the group employs in completing its task actually facilitate the group’s efforts. In addition, Hickman identifies three organizational conditions that increase the likelihood that a group’s work will be characterized by sufficient effort, adequate task-relevant knowledge and skill, and task-appropriate performance strategies. There are: (1) a group structure that promotes competent work on the task, (2) an organizational context that supports and reinforces excellence, and (3) available, expert coaching and process assistance. The first refers to task clarity, group composition, and core norms. The second includes the organization’s reward, educational, and informational systems. The third points out that organization should not expect individuals to already know how to work in groups, but should provide them with adequate resources to learn these skills.

Group Behaviour is the study and application of understanding about how people, individuals, and groups act in organizations. Its function is to assemble better relationships by achieving human objectives, organizational objectives, and social objectives. Organizational behaviour involves management paying attention to the employees’ issues, both works related and personal to make the work environment a better place. Organizational Behaviour explains why an organization is only as popular and proficient as it’s employees that execute daily activities. According to Hunt, Osborn, and Schermerhorn (2005), “Individual, interpersonal, and organizational factors determine the behaviour and ultimate value of an organization’s employees” (p. 5). Top companies such as Microsoft and Dell understand that human capital is very important; and managers must know how to develop and retain employees that have skills that give them a competitive advantage. Successful managers and workers study organizational behaviour with a strategic lens. Managers go above and beyond to understand organizational behaviour in the Marine Corps because there are so many different nationally and ethnic background employees. To be successful as an organization top management must understand what motivates certain

employees and what can be factors to hinder productivity.

RESEARCH METHOD The purpose of interviewing in this study was to obtain the employee perception about group behaviour and effectiveness in the context of achieving goal. Specially, study’s aim in investigating perception is to obtain the factors which influence their group behaviour and effectiveness. For that I read the several research papers and articles related to the topic which helped me to come to the conclusion of the topic. My teacher and friend are also help me to prepare this term paper . in this paper we can say that... A group can become a high performance team is important. Accomplishing this goal is invaluable, advantageous and profitable. Once able to operate from a group to the high performing team is a great step into preparation into the big business world. Leaders and members must also realize not only how to accomplish this but that some problems will and can arise from different demographic characteristics and cultural diversity. That is if one is in such a group, which the probability would be quite high .

GROUP BEHAVIOUR What are Groups? Two or more individuals, interacting and Interdependent, who have come together to achieve particular objectives. In the other words

“A group has common needs relating to task, group and individuals and each group develops its own “group personality”

Group Behaviour: - Group behaviour emanates from the causes that contribute to the group’s effectiveness.

The well structured, well defined role and status hierarchy, able leadership, well developed norms and strong cohesiveness a group has, the greater is the groupthink.

Groupthink is defined as “the deterioration of mental efficiency, reality testing, and moral judgement in the interest of group solidarity.”

As groups function and interact with other groups, they develop their own unique set of characteristics including structure, cohesiveness, roles, norms and processes. As a result, groups may cooperate or compete with other groups, and intergroup

GROUP EFFECTIVENESS

Most of people define the effectiveness as getting job done. The definition of group effectiveness is boarder it can be measured in three fold--- Productivity, satisfaction and capacity to continued co-operation. These three criteria are inter related to each other and interdependent. All three point shows the long-term group effectiveness.

PRODUCTIVITY—Does the output of group meet the standards of the people who have to use it? (Both in terms of quantity and quality) This output can meet one’s internal standards of excellence and any external, relevant standards used in a company, industry, by customers, etc. Most people can identify with times when they have gotten the job done but have not met the expectations and standards they must to stay in business or keep their jobs. In other words, the product of the group’s work must meet or exceed standards of quantity and quality defined by the organization.

SATISFACTION - Are the members of the group enjoying working together? Are they facilitated their long term growth and development? Does the group experience contribute to the wellbeing of its members? If it does not, members will leave and group will cease to exist.

CO-OPERATION-- Does the work experience enable team members to learn and stay open to learning in the future? Many times groups have worked together and been productive but by the end of the experience they never want to see or work with the members of that group again. Group members describe feeling drained, angry, or invalidated in the group process

OBJECTIVES OF GROUP EFFECTIVENESSThe following are the main objective of group effectiveness--

Positive interdependence: members understand that they must learn together to accomplish the goal; they need each other for support, explanations, and guidance.

Individual accountability: the performance of each group member is assessed against a standard, and members are held responsible for their contribution to achieving goals.

Promotive interaction: students interact face-to-face and close together, not across the room.

Group processing: groups reflect on their collaborative efforts and decide on ways to improve effectiveness.

Development of small- group interpersonal skills: these skills, such as giving constructive feedback, reaching consensus, and involving every member, are necessary for effective group functioning. They must be taught and practiced before the groups tackle a learning task.

Thus an effective group should be able to satisfy immediate demands for performance and member satisfaction, while making provisions for long term survival. Managers should not promote one goal in short term (productivity) and unwittingly harm another one in the long run. A group existed in long run has more competitive advantages than a group in short life

because they tend to understand each other where they stand, particularly in terms of strengths and weaknesses.

About the concept of group I have already mentioned it in introduction . So, from here I will start to write about “Types of Group

UNDER STANTING GROUP We can define the group as “Two or more interacting and interdependent individuals who come together to achieve particular or common goals” The groups are two types-

FORMAL GROUPS – Work groups that have designated work assignments and tasks directed towards organisational goals. Formal groups run on command on group, task of group and with committee. Formal groups have some characteristics which should be followed by any formal group. These are— It meets a required goalIt has defined structureIt is Problem solving groupIt has some designation and work assignments for its member.It has well defined norms.It has specified goals and deadlines

After the formal groups we can discuss on informal groups. In an organization both informal and formal groups work actively. But informal group don’t take responsibility like formal group.

INFORMAL GROUP- Groups that are independently formed to meet the social needs of their member’s. Informal groups bring people together based on personal friendship and interest to the organization

EXAMPLES OF FORMAL GROUPS - We can better understand the formal groups through example....

Command- Determined by the organisation chart and composed of individual who report directly to a given manager’s.

Task- Composed of individuals brought together to complete a specific job task, their existence is often temporary because once the task is completed, the group disbands.

Cross Functional – Bring together the knowledge and skills of individuals from various work areas or groups whose member’s have been trained to do member’s have been trained to do each other’s jobs.

Self Managed—Essentially independent and in additional to their own tasks on traditional responsibilities such as hiring , planning and scheduling and performance evaluation .

WHY DO PEOPLE WORK IN GROUPS?

The question arises that , why do people work in group ? There are so many benefits of work in group like good productivity, less time period etc.. The people are do the work in group for.......

Security - By joining a group, individuals can reduce the insecurity of “standing alone.” People feel stronger, have fewer self-doubts, and are more resistant to threats when they are part of a group. Status

Status - Inclusion in a group that is viewed as important by others provides recognition and status for its members. Self-Esteem - Groups can provide people with feelings of self-worth. That is, in addition to conveying status to those outside the group, membership can also give increased feelings of worth to the group members themselves. Power - What cannot be achieved individually often becomes possible through group action. There is power in numbers. Goal Achievement - There are times when it takes more than one person to accomplish a particular task; there is a need to pool talents, knowledge, or power in order to complete a job.

STAGES OF GROUP DEVELOPMENTThe group are formed on the basis of following stage---

Forming- The members join and begin the process of defining the groups purpose, structure and leadership.

Storming – Acceptance of group but intra- groups conflict occurs as individuals resists control by the group and disagrees over leadership.

Norming-Close relationship develops as the group becomes cohesive and establishes it norms for acceptable behaviour.

Performing- A fully functional group structure allows the group to focus on performing the task at hand.

Adjourning – The group prepares to dishand and is no longer concerned with high level of performance attention devoted to wrapping up activities

The group does not necessarily become more effective as it moves through 1st four stages

GROUP MEMBERS RESOURCES Teams are affected by what the individual members bring to the group factors of interest include-

Members knowledge Abilities- Set the parameters for what members can do and how effectively they will

perform in a group Skills Personality characteristics- The magnitude of the effect of any single Characteristic

is small, but taking personality characteristics together, the consequences for group behaviour are of major significance.

After all these discussion, now we can discuss about group structures. Group is not a mob at all. It is well organized formation of individuals to achieve goals.

For a group these structures can be followed:

Leadership: it is main roles of a group and leadership has major responsibilities.

Norms: it is vision to look the world.

Status: It is social aspect which is recognized by people.

Size: a group has different size but depends upon group goals. But normally it should be from 3-13 but for high quality it should be 3-5.

Composition: a group is a collaboration of many people and many targeted goals. So, in a group there should be composition of knowledge and skills

GROUP BEHAVIOUR MODEL

EXTERNAL CONDITIONS IMPOSED ON THE GROUP

Groups are a subset of a larger workplace consisting of the following: 1.Organization Strategy 2.Organizational Infrastructure

Leadership Rules Resources Evaluation and Rewards

3. Organizational Culture ROLES IN GROUP A role is a set of expected behaviour patterns attributed to someone occupying a given position in a social unit.

Role Identity: Certain attitudes and behaviours consistent with a role Role Perception: An individual’s view of how he or she is supposed to act in a

given situation Role Expectations: How others believe a person should act in a given

situation Role Conflict: A situation in which an individual is confronted by divergent role

expectations

ROLES IN GROUPS – The following are the main and important roles while we perform iin a group

1.Task-oriented roles- Roles performed by group members to ensure that the tasks of the group are accomplished

2.Maintenance roles - Roles performed by group members to maintain good relations within the group

3.Individual roles- Roles performed by group members that are not productive for keeping the group on task

BUILDING BETTER WORKING GROUPS

ASSIGNING APPROPRIATE TASKS –

The group task is a whole and meaningful piece of work, with a visible outcome

The outcomes of the group’s work on the task have significant consequences for other people

The task provides group members with substantial autonomy for deciding about how they do the work

Work on the task generates regular, trustworthy feedback about how well the group is performing

BUILDING GROUP EFFECTIVENENESS Clear Purpose - We all know that when we are part of a successful team it feels like we have the ability to achieve just about anything.

 In any team one of the most important components in being successful is having a clear purpose. Think about it if a team does not have a clear purpose it is going to be difficult to: 

Assess what progress is being made  Determine whether the team is on or off track

  Identify what needs to change when things are not working

Participation- We define participation in development as a process of equitable and active involvement of all members in the formulation of development policies and strategies and in the analysis, planning, implementation, monitoring and evaluation of development activities. To allow for a more equitable development process, disadvantaged stakeholders need to be empowered to increase their level of knowledge, influence and control over their own livelihoods, including development initiatives affecting them.-

Civilized Disagreement -Open Communications Listening Informal Climate

TEAM AND TEAMWORKINGThe team can be define as “Specific form of group made up of individuals who work together in a coordinated effort.” And the character of team can be point out as----

1. Share common identity 2. Have common goals and objectives

3. Share common leadership 4. Share successes and failures

5. Cooperate and collaborate 6. Have membership roles

7. Make decision effectivel

BENEFITS

When we work in group, we got lots of benefits to the organisation as well as individual ---

a) To the organization- Team work is very important for any types of organisation. Some benefits of team work regarding organisation are as follows-

1. Increased productivity and quality 2. Increased employee morale 3. Reduced overhead

b) To individuals – the team work is beneficial for organisation as well as individual also, it can be point out as--

1. Work becomes less stressful 2. Responsibility is shared

3. Greater feelings of self-worth 4. Rewards and recognition are shared

Team Success: How to Create A Clear Purpose

We all know that when we are part of a successful team it feels like we have the ability to achieve just about anything. In any team one of the most important components in being successful is having a clear purpose. Think about it if a team does not have a clear purpose it is going to be difficult to: 

Assess what progress is being made  Determine whether the team is on or off track

 

Identify what needs to change when things are not working While most people understand that it is important to have a clear purpose, achieving this in practice is often more difficult. A good indicator that you have a clear purpose is when individual team members can easily articulate what the team is trying to achieve. A good example of the complete opposite is when the team is vague and people talk in vague terms like improved efficiency, better engagement, customer satisfaction or better productivity to name just a few. So how can you get a crystal clear purpose for your team? Make the time to define the purpose Seems obvious but how often is it done in practice. Chances are the team is established to either address a problem or exploit an opportunity. What is the problem or the opportunity? Answering this question will get you off to a flying start in having a clear purpose. Check out understanding You might think you have a crystal clear purpose if you are the leader. Yet the team members might have a different point of view. Ask the team members to describe in their own words their understanding of the purpose so that you can get to a point of common understanding. Keep it simple It is really easy to become over elaborate and make things more complicated than necessary. Generally simpler is better. For example, 98% of employees paid correctly is simple and crystal clear as a purpose. Bottom Line – Creating a clear purpose is core to team results. So what steps do you need to take to define the team purpose and get better results

GROUP DECISION MAKING “The process by which individuals or groups arrive at a decision, judgment, or conclusion through a process of deliberation” The decision making process in the group are taken on the following basis....

1. Clarify the purpose of the decision 2. Establish criteria

3. Separate the criteria 4. Generate options

5. Compare options 6. Identify the risks of each option

7. Assess the risks of each option by ranking them .

Some Techniques for Group Decision Making:Decision making is main task of a group. To take decision in group there are some techniques which is known as:

Brainstorming: it is known as generating alternatives.Normal Group Technique (NGT): It is known as very good technique because in this technique a group meets formally but does not restrict independent thinking.Delphi Technique: the technique has great value because it has ability to generate a number of independent judgments without the involvement of members face-to-face

CONDITIONS AFFECTING GROUP BEHAVIOUR The actors which affect group behaviour are two types-

1. External conditions and 2. Internal group variables

EXTERNAL CONDITIONS- The external conditions which affect the group or behaviour of the group are as follows.......1. Overall strategy of the group2. Authority structures 3. Formal regulation4. Available organisation resources5. Employee selection criteria 6. Performance management system7. Organisational structure8. General physical layout

INTERNAL GROUP VARIABLE-1. Individual competencies and traits of members.2. Group structure.3. Size of the group4. Cohesiveness and the level of intra group conflict.5. Positive attributes, sociability, and self-reliance.6. Negative attributes dominance and un conventionally7. Internal pressure on members to conform to the group norm.

Conclusion A group can become a high performance team is important. Accomplishing this goal is invaluable, advantageous and profitable. Once able to operate from a group to the high performing team is a great step into preparation into the big business world. Leaders and members must also realize not only how to accomplish this but that some problems will and can arise from different demographic characteristics and cultural diversity. That is if one is in such a group, which the probability would be quite high . It is important that members of a group be knowledgeable and skillful in their positions, the degree to which those members can work harmoniously and cooperatively together is equally important and will form into a high performance team. Effective team management plays a high role in building high performance teams. It should always be a question as to what management can do to actively promote successful work teams.

Skills and knowledge possessed by every member is also important for a team to become high performance. Although it is among the most important factors, however, it must be coupled with a good working relationship with every team member and good collaboration with every team member. The members who possess the good skills and wide knowledge will be a useful resource to the team if that team member can share their strengths with the other team members and vice versa. It is usually misconstrued that having skillful and intelligent team members is already enough to make a team work right. This kind of thinking is the reason why most teams, despite all of those competent members they have, fail to achieve their goals. A team should establish one common goal, not to think that way and develop a good working relationship with each member. Assessment and other assessments or any other kind of self...

This paper has proposed the theoretical approach to group behaviour and effectiveness to fill gap between theory and practice. There are several conclusions that can be made with regard to this theoretical approach. First, it should be considered that no strategy will work equally well for different teams, and teams will create their own reality. Second, this model is a combination of individual, group, and environmental characteristics which influence the group effectiveness. Third, the proposed model is comprehensive in that it includes variables from highly recommended that the constructs of the model drawn should be quantitatively and qualitatively tested and evaluated with regard to group behaviour and effectiveness in differen work teams which have different characteristics and properties. Finally, it will be useful to identify the inhibitors of group effectiveness in addition to facilitation factors. different levels of analysis. For future research, it is

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