foundationsofgroupbehaviour-.pptx. BEHAVIOUR
- 2. ⦿ Two or more individuals who mutually influence one another through social interaction (Forsyth, 1990) ⦿ Corporate giants like Toyota, Motorola, General Mills and General Electric were the first to use groups. Today, most organizations form different types of groups to achieve specific results ⦿ Harold H. Kelley and J.W. Thibaut define a group as “a collection of individuals…the members accept a common task, become interdependent in their performance, and interact with one another to promote its accomplishment.”
- 3. ⦿ • Members engaged in frequent interaction ⦿ • Those involved define themselves as group members ⦿ • Others define members as belonging to a particular group ⦿ • They share common norms and mutual interests ⦿ • They identify with one another and share values ⦿ • They feel a sense of collective responsibility ⦿ • They act in a unified way towards the organization
- 4. Formal Group ⦿ A designated work group defined by the organization’s structure. These groups are structured and created to fulfill the organizational goals. These groups usually have specific targets, well defined roles to perform, well organized norms and regulations Informal Group ⦿ A group that is neither formally structured nor organizationally determined; rather it appears in response to the need for social contact ⦿ Greatly influences the behavior of their members and therefore determine their productivity
- 5. ⦿ Command groups - composed of a manager and the employees, who report directly to a manager. The relationship is instruction or command focused which flows from the top level to the bottom ⦿ Task Groups - Those working together to complete a job or task. Here the focus is on the actions or tasks they perform together ⦿ Committee – A specialized group consisted of employees who have been chosen or elected to carry out some crucial functions. For e.g. the grievance committee, vigilance committee etc There are basically two types of committees – standing committees and ad hoc committees. Standing committees are permanent in nature and are formed by the standing orders, bylaws, rules and regulations of an organization. Ad hoc committees are committees which are constituted for a short-term to serve a specific purpose
- 6. ⦿ The purpose and the authority structure of the committee should be properly defined. ⦿ The tasks, responsibilities , role and deadlines should be clearly specified. ⦿ The manner of reporting should be clearly defined. ⦿ The method of recruitment should be clearly specified. ⦿ The budget for the committee should be established. ⦿ The resources needed for the achievement of the goals of the committee should be determined. ⦿ A reward and recognition scheme should be designed to motivate the members
- 7. ⦿ Might be expensive ⦿ The decision might be biased due to majority's support, partiality of top management, personal biases of the leaders ⦿ The interpersonal conflicts, need to please each other might negatively influence the decision
- 8. ⦿ The informal groups are created independently by colleagues regardless of position, actual job in the organization or age. ⦿ They have no officially installed leaders rather leadership is earned either through contribution to the group, experience or even influence in the group. ⦿ Informal groups are encouraged but controlled in most organizations so as to promote employee job satisfaction in the organization’s environment. ⦿ Most of these groups are usually monitored by the organizations so the discussions or actions don’t negatively affect the organizations
- 9. ⦿ Prevent organizational change ⦿ Role conflict ⦿ Increased scope for rumors ⦿ Pressure to conform to group norms ⦿ If the management underplays the importance of the informal groups, these groups are likely to generate a lot of internal conflicts and cause problems for the organization ⦿ Management should try to blend together both the formal and informal groups ⦿ Must Adopt a positive attitude towards it, and try to obtain the direct or indirect cooperation of the informal group
- 10. 1. Forming Stage 2. Storming Stage 3. Norming Stage 4. Performing Stage 5. Adjourning Stage
- 11. ⦿ Highly influenced by emotional factors and interpersonal relationships between the members. Uncertainties regarding norms, leadership role, various positions, power conflict between the members etc are prevalent in this stage. Members are unsure about the accepted. Members vaguely develop a sense of belongingness with the group ⦿ The “polite “stage in which the team starts to form. ⦿ Everyone is trying to figure out what the team concept is. ⦿ Initial “silent “leaders may take the rein ⦿ The team is usually positive –for the most part –for the initial meetings. ⦿ No one has offended anyone at this point yet!
- 12. › Excitement, anticipation, and optimism. › Pride in being chosen for the project. › A tentative attachment to the team Suspicion and anxiety about the job. › Defining the tasks and how they will be accomplished. › Determining acceptable group behavior. › Deciding what information needs to be gathered.
- 13. ⦿ Interpersonal conflicts arise and differences of opinion about the group and its goals will surface ⦿ The honeymoon is over. ⦿ The silent leaders may be clashing for control of the group. ⦿ People disagree and may blame the team concept, saying it doesn’t work. ⦿ Management needs to do a lot of coaching to get people to work past their differences ⦿ Usually the highly committed members who focus more on the goal of the group not on the interpersonal relationships survive the blows of this phase and stay back.
- 14. ⦿ Resisting the tasks. ⦿ Resisting quality improvement approaches suggested by other members. ⦿ Sharp fluctuations in attitude about the team and the project's chance of success. ⦿ Arguing among members even when they agree on the real issues. ⦿ Defensiveness, competition, and choosing sides. ⦿ Questioning the wisdom of those who selected this project and appointed the other members of the team. ⦿ Establishing unrealistic goals. Disunity, increased tension, and jealousy
- 15. ⦿ Formal and informal procedures are established in delegating tasks, responding to questions, and in the process by which the group functions ⦿ The team is starting to work well together, and has turned around from the ‘storming”phase. ⦿ They may start to “brag up” the team concept to others who aren’t in the team and will be very positive about their role/team group. ⦿ Often, the team will bounce back and forth between “storming “and “norming” when issues crop up. ⦿ The natural leaders at this stage may not be the ones who were visible in stages 1 & 2 (those people may no longer have the “unofficial lead roles”within the team
- 16. ⦿ An ability to express criticism constructively. ⦿ Acceptance of membership in the team. ⦿ An attempt to achieve harmony by avoiding conflict. ⦿ More friendliness, confiding in each other, and sharing of personal problems. ⦿ A sense of team cohesion, spirit, and goals. ⦿ Establishing and maintaining team ground rules and boundaries
- 17. ⦿ This is the level where the team is a high–performance team ⦿ They can be given new projects and tasks and accomplish them successfully, and very seldom fall back into the “storming” phase ⦿ At this level, the team is taking on new work on their own, and selling it to other team ⦿ The team can usually take on a new member or two with little trouble as far as regressing goes ⦿ They are a complete self-directed team and require little, if any, management direction ⦿ In many organizations, this can take 6 months or longer to reach this state this stage
- 18. ⦿ Members have insights into personal and group processes, and better understanding of each other's strengths and weakness ⦿ Constructive self–change ⦿ Ability to prevent or work through group problems. ⦿ Close attachment to the team
- 19. ⦿ Adjourning is the end of the task and disengagement from relationships ⦿ A planned conclusion usually includes recognition for participation and achievement and an opportunity for members to say a personal thank you or goodbye ⦿ Ending a group can create some fear - in effect, a minor crisis ⦿ Many organizations and groups have a “wrap up party,” or a graduation ceremony to mark this stage ⦿ The team briefs and shares the improved process during this phase. ⦿ When the team finally completes that last briefing; there is always a bittersweet sense of accomplishment coupled with the reluctance to say good–bye. ⦿ Many relationships formed within these teams continue long after the team disbands
- 20. ⦿ Roles (A set of expected behavior patterns attributed to someone occupying a given position in a social unit) › Role identity (Certain attitudes and behaviorus 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 Overload(To many roles to perform within a perceived short time) › Role Ambiguity (Difficulty to understand exactly what is expected) › Role conflict (A situation in which an individual is confronted by divergent role expectations)
- 21. ⦿ Task oriented role ⦿ People oriented role ⦿ Nay Sayers ( find fault in everyone) ⦿ Yes Sayers ( those who counter Nay Sayers) ⦿ Deviants ( deviate from the group and rebel ) ⦿ Isolates ( Isolate themselves, withdrawn types) ⦿ Old timers ( around for a long time) ⦿ Climbers ( can risk anything to move ahead) ⦿ Cosmopolitans ( considers themselves as part of a larger community)
- 22. ⦿ Norms (Acceptable standards of behavior within a group that are shared by the group’s members) ⦿ › Performance Related Norms(Norms pertaining to performance related processes which suggests how to get the work done) › Appearance norms (Norms regarding dress code and other rules associated with appearance) › Norms pertaining to informal social arrangements (Sitting arrangements, work stations, rules regarding lunch breaks, etiquettes etc) › Norms that regulate the allocation of resources(pay, assignment of new jobs etc)
- 23. ⦿ Status (A socially defined position or rank given to groups or group members by others) ⦿ Size (Number of members involved in the group and the possibilities of forming sub-groups) ⦿ Composition (Combination of various members from their respective background) ⦿ Cohesiveness (Degree to which group members are attracted to each other and are motivated to stay in the group)
- 24. ⦿ Leadership ⦿ Group size ⦿ Time spent together ⦿ Nature of the task ⦿ Diversity-similarity ratio Consequences of Cohesion: Productivity Participation Conformity Healthy communication
- 25. Difficult decisions typically involve issues like: ⦿ Uncertainty - Many facts may not be known ⦿ Complexity - You have to consider many interrelated factors ⦿ High-risk consequences - The impact of the decision may be significant ⦿ Alternatives - Each has its own set of uncertainties and consequences ⦿ Interpersonal issues - It can be difficult to predict how other people will react There are six steps to making an effective decision: ⦿ Create a constructive environment ⦿ Generate good alternatives ⦿ Explore these alternatives ⦿ Choose the best alternative ⦿ Check your decision ⦿ Communicate your decision, and take action
- 26. Style Process Autocratic : make the decision and inform others • A1 : Use the information you already have and make the decision •A2 : Get information from others and take the decision Consultative: gather opinion and information from team to make the decision C1: group is brought together, individual opinions are taken and decision is made C2 : group is brought together and decision is taken by considering their opinion Collaborative : you and your team work together to reach a consensus G 2: The team makes a decision together. Leader’s role is mostly facilitative and to help the team come to a final decision that everyone agrees on A = Autocratic, C = Consultative, G = Group
- 27. ⦿ Brain Storming ⦿ Nominal Group Technique ⦿ Delphi Technique ⦿ Devil’s Advocacy ⦿ Fish Bowling ⦿ Didactic Interaction
- 28. ⦿ Brainstorming is by far the most widely used tool to stimulate creative thinking. It was developed in the 1940s by the American advertising executive Alex Osborn who believed that anyone could learn to generate creative solutions for a wide variety of problems Steps of Brainstorming: ⦿ Brief idea about the topic is given ⦿ Ideas, solutions, options are asked from all the team members ⦿ Criticism of ideas isn't allowed ⦿ All ideas, no matter how wild, are encouraged ⦿ Every participant should try to build on or combine the ideas of others ⦿ Leader may intervene and add few more ideas ⦿ The modification of ideas and editing is done by all the members
- 29. ⦿ The members make a list of their ideas silently and note them down ⦿ Then a decision is made from those ideas ⦿ Criticism is not allowed ⦿ It is a very effective method for solving a crucial problem from various perspective
- 30. ⦿ From various locations the members send their responses ⦿ Since the members are not physically present in that group so they can give their reaction independently without getting influenced by others ⦿ Takes a lot of time to form a decision
- 31. ⦿ A critic is chosen from the group who pin points the pitfalls of a proposed decision ⦿ This method helps the members to be sure about their decision before they place it in front of others
- 32. ⦿ The decision making group of experts is seated around in a circle with a single chair in the centre of the circle ⦿ One member of the group is invited to sit in the centre chair and gives his views about the problem and his proposition of solution in discussion The other group members can ask him questions but no cross talk is allowed ⦿ Once the member finishes and his viewpoint is fully understood, he leaves the center and joins the group in the circle ⦿ After all the experts have expressed their views, the entire group discusses the various alternatives suggested and pick the one with consensus
- 33. ⦿ problem resulting into a yes-no solution - two groups are formed -one favoring ‘yes’ and other favoring ‘no’ The first group will list all the ‘pros’ of the problem solution and the second group will list all the ‘cons’ ⦿ These two groups meet and discuss their findings and their reasons. After an exhaustive discussions the final decision is taken
- 34. ⦿ Getting diversified ideas for any problem ⦿ Bias free decision since everyone participates ⦿ Easy to implement an unanimously taken decision ⦿ Respects individual’s contribution and democracy
- 35. ⦿ Time consuming ⦿ Pressure of conformity ⦿ Self interest of the members ⦿ Group think – due to over friendliness and dependence members might fail to think independently ⦿ Stereotyped perception of opposition ⦿ Self suppression leading to illusion of unanimity