GROUP BEHAVIOR

 Conformity: Adjusting one’s behavior to align with the

norms of the group.

A B C D E F
X
green
WhiTe
“Management is the art of getting
things done through and with people
in formally organized groups” is
defined by :
(A) Lawrence Appley
(B) Mc.Farland

(C) Henry Fayol

(D) Koontz
 “Management is the art of knowing what
you want to do and then seeing that it is
done in the best and cheapest way.
(A) Henry Fayol
(B) F.W.Taylor

(C) Koontz

(D) Lawrence Appley

Process of influencing and supporting
others to work enthusiastically towards
achieving objectives
(A) Leadership
(B) Motivation

(C) Morale

(D) Cohesiveness
Transactional Analysis originally
developed by :
(A) Joseph Luft
(B) Harrington Ingham

(C) Blake & Mouton

(D) Eric Berne

o
o
o Group is defined as two or more individuals,
interacting and interdependent, who have
come together to achieve particular
objectives.
o Groups can be formal and informal.
stages of group development


vv
v
STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5
FORMING STORMING NORMING PERFORMING ADJOURNING
 FIVE STAGE GROUP DEVELOPMENT MODEL
Forming Stage: The first stage in group development,

characterized by much doubt.

Storming Stage: The second stage in group development,

characterized by intragroup conflict.

Norming Stage: The third stage in group development,

characterized by close relationships and cohesiveness.

Performing Stage: The fourth stage in group development,

when the group is fully functional.

Adjourning Stage: The final stage in group development

for temporary groups, characterized by concern with

packaging up activities rather than task performance.
  GROUP STRUCTURE
Roles: A set of expected behavior patterns
attributed to someone occupying a given
position in a social unit.
Role Identity: Certain attitudes and behaviors

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.

  CHARACTERISTICS OF GROUP
Role conflict: A situation in which an individual

is confronted by divergent role expectations.

An experiment: Zimbardo’s Prison experiment

by Stanford University Psychologists

Role Overload: Having too much to do in the

amount of time available.

Role Ambiguity: Lack of clarity about the
expectations of role, which may rise out lack
of information or understanding.



  Norms


Norms: Acceptable standards of behavior within

a group that are share by the group’s members.
Examples: Hawthorne experimental studies:

n Illumination experiments
n Relay assembly test room experiments at
Western electric.
n Bank wiring observation room
  Classes of Norms
 Performance Norms: Work groups typically provide their
members with clear cues on how hard they should work,
how to get the job done, their level of outputs.
 These norms affect an individual employee’s
performance.
Appearance Norms: norms like dress, loyalty to the work

group or organization.
Social Arrangement Norms: These norms come from

informal groups and primarily regulate social

interactions within the group.
Allocation of resource norms: norms originate in the group

and cover things like pay, assignment of difficult jobs,

allocation of tools and equipment.
 

 GROUP STRUCTURE
n Leadership
n Roles
n Norms
n Status
n Composition
 Leadership:
n Leader constantly evaluates, directs and
motivates member behavior towards
overall goals.
n Leader possesses the power to discipline
or fire members of his work group.
 

 Roles:
o Role Identity: certain attitudes and behavior
consistent with a role.
o Role Perception: individual’s view of how he or she
is supposed to act in a situation.
o Role Expectations: How others believe you should act
in a given situation.
o Role Conflict: Role conflict is a situation in which an
individual is faced by different role expectations.


 Norms:
o Performance-related processes: Norms
deal with performance-related
processes and have an extremely
powerful effect on an individual.
o Appearance factors: dress codes
o Allocation of Resources: norms cover
pay, assignment of difficult jobs.
o Informal social arrangement: norms can
originate in the group or organization.
 Status:
o Formal status
o Informal Status
o

 Size: Group can have profound implications on

how the group behaves internally and with
regard to others group.





 Composition: heterogeneous group in terms of

gender, personalities, opinions, skills etc. there
is an increased probability that the group
possess the needed characteristics to complete
its tasks effectively.


 Techniques for Group Decision Making:

n Brain Storming
n Nominal Group Technique
n Delphi Technique
n Electronic Meeting
n Devil’s Advocacy
n Quality Circles and Quality Teams
n Self-managed Teams
 Brain Storming:
n 6 to 10 people sit and discuss the problem.
n Group leader states the problem in a clear
manner.
n Brain storming is to generate as many ideas as
possible.
n Participations are encouraged to build upon the
suggestions of others, and imagination is
highlighted.
 OBSTACLES TO GROUP PRODUCTIVITY:
1. Breakdown in Role Development
a) Role Ambiguity: When the role is unclear or incomplete,
the result is role ambiguity.
b) Role Conflict: When an individual is confronted by
divergent role expectations, the result is role
conflict.
I. Person-role Conflict: When requirements of
personal role violate personal values and
attitudes.
II. Intra-role Conflict: When different people’s
expectations for a role are incompatible.
III. Inter-role Conflict: multiple roles performed by
a person involve incompatible.
c) Role Overload: Role overload arises not from the nature
of a particular role but from the number of roles a
person takes on.
2. Groupthink: High cohesiveness groups tends to avoid
conflicts and to demand conformity.
3. Social Loafing: When one or more group members rely
on the efforts of others group members and fail to
contribute their own time, effort, thought or other
resources to a group.
4. Production Blocking: When too many employees are
trying to work in a given amount of space or
poorly planned use of its facilities.
 n
 UNDERSTANDING WORK TEAMS:


n Differentiation: is the extent to which teams

members are specialized, relative to others
in the organization.
n Integration: is the degree to which the team
must co-ordinate with managers,
employees, suppliers and customers outside
the team.
Applications Possible Combinations Examples Outputs

Advice / Low differentiation, Low Committees, Decisions, selections,

Involvement Integration Review Panels, suggestions, proposals and
Employee Involvement recommendations.
groups

Production / Low Differentiation, High Assembly teams, Food, assemblies, customer

Service Integration Mining teams, service and equipment
Flight attendant crews, repairs.
Maintenance Crews

Project / High Differentiation, Low Research Groups, Planning Plans, designs,

Development Integration teams, Engineering teams, investigations, presentations
Task forces

Action / High Differentiation, High Sports team, Entertainment surgical operations,

Negotiation Integration groups, Negotiating teams, competitions,
Surgery teams Lawsuits
 APPLICATION OF TEAMWORK
 Ways organizations apply team work

DIFFERENTIATION

I
N ADVICE / PROJECT /
T LOW
INVOLVEMENT DEVELOPMENT
E
G
R
A
T
I PRODUCTION / ACTION /
O HIGH SERVICE NEGOTIATION
N

LOW HIGH
 TYPES OF TEAMS:
n Problem Solving Teams: meet regularly to discuss their
quality problems, investigate causes of problems,
recommend solutions and take corrective actions.
n Self-managed Work Teams: self managed work teams
select their own members and have the members
evaluate each other’ performance. Teams do their own
scheduling, rotate jobs on their own, establish
production targets, set pay scales that are linked to
skills.
n Cross-functional Teams: Cross-functional teams are made
up of employees from about the same hierarchical
level, but different work areas, who come together to
accomplish a task.
n Virtual Teams: Virtual teams use computer technology to
tie together physically dispersed members in order to
achieve a common goal. They allow people to
collaborate online – using communication skills like
stages of group development


PROBLEM CROSS-FUNCTIONAL
SELF-MANAGED
SOLVED


 REASONS FOR USING TEAMS:

o Higher Quality, Productivity, Profits.
o Greater Flexibility
o Greater Responsiveness
o Meets Social Needs
 KEYWORDS:
n GROUP: defined as two or more individuals,
interacting and interdependent, who have come
together to achieve particular objectives.
n FORMAL GROUP: A designated work group defined
by the organization’s structure.
n COMMAND GROUP: A command group consists of
a manager and the employees who report to him
or her.
n TASK GROUP: A task group is made up of
employees who work together to complete a
particular task or project.
n INFORMAL GROUP: An organization’s informal
group are groups that evolve to meet social or
attachment needs by bringing together based on
shared interests or friendship.
 KEYWORDS:
n FRIENDSHIP GROUPS: Groups often develop
because the individual members have one or more
common characteristics.
n INTEREST GROUPS: People who may or may not be
aligned into common command or task groups
may affiliate to attain a specific objective with
which each is concerned.
n REFERENCE GROUP: People use a group as a basis
for comparison in making decisions or forming
opinions.
n MEMBERSHIP GROUP: When a person belong to a
group.