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Management Science I Prof. M.Thenmozhi

Indian Institute of Technology Madras

GROUP BEHAVIOUR

Dr. M. Thenmozhi

Professor

Department of Management Studies


Chennai 600 036

E-mail: [email protected]



Group Behaviour



INTRODUCTION TO GROUP BEHAVIOUR

What are Groups?

Two or more individuals, interacting and Interdependent, who have

come together to achieve particular objectives

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 competition can lead to conflict.



WHY DO PEOPLE WORK IN GROUPS ?

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

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 DEVELOPMENT

Forming

The first stage in group development, characterized by much uncertainty

Storming

The second stage in group development, characterized by intragroup

conflict

Norming

The third stage in group development, characterized by close relationships

and cohesiveness

Performing

The fourth stage in group development, when the group is fully functional

Adjourning

The final stage in group development for temporary groups, characterized

by concern with wrapping up activities rather than task performance



A SCHEMATIC OF THE STAGES OF GROUP DEVELOPMENT

Prestage 1Stage I

Forming

Stage IIStorming

Stage IIINorming

Stage IVPerforming

Stage VAdjourning



GROUP BEHAVIOUR MODEL

Externalconditions

imposed onthe group

GroupStructure

Groupmember

resources

GroupTask

GroupProcess

Performanceand

satisfaction



EXTERNAL CONDITIONS IMPOSED ON THE GROUP

Groups are a subset of a larger workplace consisting of the following:

Organization Strategy

Organizational Infrastructure

Leadership

Rules

Resources

Evaluation and Rewards

Organizational Culture

GROUP MEMBER RESOURCES

A group’s potential level of performance is, to a large extent, dependent on the

resources that its members individually bring to the group.

Abilities

Set the parameters for what members can do and how effectively they

will perform in a group

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.



ROLES

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

Task-oriented roles

Roles performed by group members to ensure that the tasks of the group

are accomplished

Maintenance roles

Roles performed by group members to maintain good relations within the

group

Individual roles

Roles performed by group members that are not productive for keeping the

group on task



GROUP COHESIVENESS , PRODUCTIVITY VS PERFORMANCEPe

rfor

man

ce N

orm

s

Cohesiveness

Moderate tolow productivity

Moderateproductivity

Highproductivity

Low productivity

High

Low

High Low

BUILDING BETTER WORKING GROUPS

Assigning Appropriate Tasks

Providing Organizational Support

Building Group Cohesiveness



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 COHESIVENESS

Clear Purpose

Participation

Civilized Disagreement

Open Communications

Listening

Informal Climate

Consensus Decisions

Clear Roles and Work Assignments

Shared Leadership

Style Diversity

External Relationships

Self-assessment



TEAMWORKING

TEAM AND TEAMWORKING

DEFINITION

Specific form of group made up of individuals who work together in a

coordinated effort.

CHARACTERISTICS

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 effectively



BENEFITS

a) To the organization

1. Increased productivity and quality

2. Increased employee morale

3. Reduced overhead

b) To individuals

1. Work become less stressful

2. Responsibility is shared

3. Greater feelings of self-worth

4. Rewards and recognition are shared

TEAM FORMATION AND ASSESSMENT

TEAM RECRUITMENT CONSIDERATION

1. The level of technical ability of potential team members

2. The level of interpersonal skills of potential team members



TEAM SELECTION CRITERIA

1. Personal attributes

2. Interpersonal behaviors

3. Communication skills

4. Administrative skills












TEAM DEVELOPMENT

STAGES OF TEAM DEVELOPMENT

• Stage I: Orientation or forming

• Stage II: Conflict or storming

• Stage III: Collaboration or norming

• Stage IV: Productivity or performing

• Stage V: Changing or transforming

TEAM MEMBERS ROLES

DEFINITION OF TEAM -MEMBER ROLES

Interaction to carry out tasks where members settle into individual 'roles' by

mutual consent. Such roles include both task and processes aspects of the

team's interaction.

THE ROLES

1. Giving information

2. Seeking information

3. Initiating

4. Standard setting

5. Clarifying

6. Summarizing

7. Consensus testing



DECISION MAKING

DEFINITION OF DECISION MAKING

The process by which individuals or groups arrive at a decision, judgment,

or conclusion through a process of deliberation

A DECISION-MAKING MODEL

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

8. Make the decision



DECISION MAKING PROCEDURES

1. Decision by authority

2. Decision by minority

3. Decision by majority

4. Decision by consensus

5. Decision by unanimity

ADVANTAGES OF PARTICIPATORY DECISION MAKING

1. Increased information and knowledge

2. Increased diversity of views

3. Increased acceptance of the solution

4. Increased legitimacy

RESOLVING TEAM CONFLICT

DEFINITION OF CONFLICT

Emotional disturbance resulting from a clash of opposing points of view or

from an inability to manage those points of view with realistic or moral

considerations



VIEW OF CONFLICT

1. Traditional perspective

2. Human relation perspective

3. Interactionist perspective

MEETING MANAGEMENT SKILLS

DEFINATION OF A TEAM MEETING

Act or process of coming to gather for a common purpose:

OBJECTIVE OF MEETING

1. To share information

2. To receive information

3. To generate new ideas

4. To analyze and solve problem

5. To reach group decisions

6. To explain problems or goals and gain support

7. To make recommendations

8. To motivate employees



PREPARE THE AGENDA

1. The topics to be discussed

2. The person responsible for each topic

3. The time allocated for each topic

4. The topic category

PROBLEM SOLVING

DEFINITION OF PROBLEM SOLVING

Objective examination of issues to arrive at a solution

THE SEVEN-STEP PROCESS

Step 1: Define the problem

Step 2: Identify the desired future state

Step 3: Identify the forces acting on the problem

Step 4: Analyze the forces acting on the problem

Step 5: Plan a strategy

Step 6: Develop an action plan

Step 7: Evaluate



POLITICS OF PARTICIPATION

DEFINITION OF THE POLITICS OF PARTICIPATION

Competing interests involved when teams play a role in deciding

organizational undertaking

CRITICAL FACTORS

1. Management's philosophy and core values

2. Organizational structure

3. Problem solving groups

4. Information system

5. Physical and technical design

6. Reward systems

7. Personnel policies

8. Career systems

9. Employee-selection systems

10. Training orientation

11. Leadership style



CRITICAL ROLES IN THE CHANGE PROCESS

1. The sponsor

2. The change agent

3. The target

4. The champion

CONFLICT, NEGOTIATION AND INTER GROUP BEHAVIOUR

CONFLICTS

• Traditional view:

– All conflicts are dysfunctional, to be avoided.

• Human relations view:

– Conflicts are inevitable.

• Interactionist view :

– There should be a minimum number of constructive conflicts.

NEGOTIATION

BARGAINING

1. Distributive bargaining

2. Integrative bargaining

3. Third party negotiations: - Mediator, arbitrator, conciliator, consultant.



SUMMARY

• Conflicts can be either constructive or destructive to the functioning of the group or unit.

• Distributive bargaining can resolve disputes but it often negatively affects one or more negotiators satisfaction.

• Integrative bargaining, in contrast,tends to provide outcomes that satisfy all parties and to build lasting relationships.

• According to the interactionists view,even all intergroupconflicts need not be dysfunctional.

INTERGROUP RELATIONS

1. Interdependence

2. Liaison roles

3. Task forces

THE CONFLICT PROCESS

1. Potential opposition or incompatibility.

2. Cognition and personalization

3. Intentions:

• Competing

• Collaborating

• Avoiding

• Accommodating

• Compromising



CONFLICT MANAGEMENT TECHNIQUES

1. Problem solving

2. Super-ordinate goals

3. Expansion of resources

4. Avoidance

5. Smoothie

6. Compromise

7. Authoritative command

8. Altering human and structural variables.

TEAMWORKING

TEAM AND TEAMWORKING

DEFINITION

Specific form of group made up of individuals who work together in a

coordinated effort.



CHARACTERISTICS

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 effectively

BENEFITS

a) To the organization

1. Increased productivity and quality

2. Increased employee morale

3. Reduced overhead

b) To individuals

1. Work become less stressful

2. Responsibility is shared

3. Greater feelings of self-worth

4. Rewards and recognition are shared












TEAM DEVELOPMENT

STAGES OF TEAM DEVELOPMENT

Stage I: Orientation or forming

Stage II: Conflict or storming

Stage III: Collaboration or norming

Stage IV: Productivity or performing

Stage V: Changing or transforming



TEAM MEMBERS ROLES

DEFINITION OF TEAM -MEMBER ROLES

Interaction to carry out tasks where members settle into individual 'roles' by

mutual consent. Such roles include both task and processes aspects of the

team's interaction.

THE ROLES

1. Giving information

2. Seeking information

3. Initiating

4. Standard setting

5. Clarifying

6. Summarizing

7. Consensus testing

DECISION MAKING

DEFINITION OF DECISION MAKING

The process by which individuals or groups arrive at a decision, judgment, or

conclusion through a process of deliberation



A DECISION-MAKING MODEL

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

8. Make the decision

DECISION MAKING PROCEDURES

1. Decision by authority

2. Decision by minority

3. Decision by majority

4. Decision by consensus

5. Decision by unanimity



ADVANTAGES OF PARTICIPATORY DECISION MAKING

1. Increased information and knowledge

2. Increased diversity of views

3. Increased acceptance of the solution

4. Increased legitimacy

RESOLVING TEAM CONFLICT

DEFINITION OF CONFLICT

Emotional disturbance resulting from a clash of opposing points of view or from an inability to manage those points of view with realistic or moral considerations

VIEW OF CONFLICT

1. Traditional perspective

2. Human relation perspective

3. Interactionist perspective

MEETING MANAGEMENT SKILLS

DEFINATION OF A TEAM MEETING

Act or process of coming to gather for a common purpose:



OBJECTIVE OF MEETING

1. To share information

2. To receive information

3. To generate new ideas

4. To analyze and solve problem

5. To reach group decisions

6. To explain problems or goals and gain support

7. To make recommendations

8. To motivate employees

PREPARE THE AGENDA

1. The topics to be discussed

2. The person responsible for each topic

3. The time allocated for each topic

4. The topic category

PROBLEM SOLVING

DEFINITION OF PROBLEM SOLVING

Objective examination of issues to arrive at a solution



THE SEVEN-STEP PROCESS

Step 1: Define the problem

Step 2: Identify the desired future state

Step 3: Identify the forces acting on the problem

Step 4: Analyze the forces acting on the problem

Step 5: Plan a strategy

Step 6: Develop an action plan

Step 7: Evaluate

POLITICS OF PARTICIPATION

DEFINITION OF THE POLITICS OF PARTICIPATION

Competing interests involved when teams play a role in deciding

organizational undertaking

CRITICAL FACTORS

1. Management's philosophy and core values

2. Organizational structure

3. Problem solving groups

4. Information system

5. Physical and technical design



6. Reward systems

7. Personnel policies

8. Career systems

9. Employee-selection systems

10. Training orientation

11. Leadership style

CRITICAL ROLES IN THE CHANGE PROCESS

1. The sponsor

2. The change agent

3. The target

4. The champion

group behaviour - nptel.ac.in · ¾by joining a group, individuals can reduce the insecurity of...

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