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    Foundations of Group Behavior

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    helperforeu
    This document discusses groups and teams in the workplace. It defines formal and informal groups, and different types of groups like command groups, task groups, interest groups, and friendship groups. It describes the stages of group development, including forming, storming, norming, performing, and adjourning. It also discusses group properties such as roles, norms, status, and how to create effective teams by considering resources, composition, and contextual influences.

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    Foundations of Group Behavior

    Uploaded by

    helperforeu
    2K views30 pages
    This document discusses groups and teams in the workplace. It defines formal and informal groups, and different types of groups like command groups, task groups, interest groups, and friendship groups. It describes the stages of group development, including forming, storming, norming, performing, and adjourning. It also discusses group properties such as roles, norms, status, and how to create effective teams by considering resources, composition, and contextual influences.

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    This document discusses groups and teams in the workplace. It defines formal and informal groups, and different types of groups like command groups, task groups, interest groups, and friendship groups. It describes the stages of group development, including forming, storming, norming, performing, and adjourning. It also discusses group properties such as roles, norms, status, and how to create effective teams by considering resources, composition, and contextual influences.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    2K views30 pages

    Foundations of Group Behavior

    Uploaded by

    helperforeu
    This document discusses groups and teams in the workplace. It defines formal and informal groups, and different types of groups like command groups, task groups, interest groups, and friendship groups. It describes the stages of group development, including forming, storming, norming, performing, and adjourning. It also discusses group properties such as roles, norms, status, and how to create effective teams by considering resources, composition, and contextual influences.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
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    At a glance
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    The key takeaways are about defining and classifying different types of groups both formal and informal as well as the stages of group development.

    The different types of groups discussed are formal groups, informal groups, command groups, task groups, interest groups and friendship groups.

    The stages of group development discussed are forming, storming, norming, performing and adjourning (for temporary groups).

    FOUNDATIONS OF GROUP BEHAVIOR

    Defining and Classifying Groups


    • GROUP comprises two or more Individuals,
    interacting and interdependent, who have come
    together to achieve particular objective.
    • FORMAL GROUPS: those defined by the
    organizational structure with designated Work
    Assignments Specific tasks.
    The behavior of group members is stipulated
    and is directed towards organizational goals.
    Appropriate Behaviors are Established by org.
    Goals and are also Directed toward them.
    Defining and Classifying Groups
    INFORMAL GROUPS:
    • These groups Occur Naturally in the workplace

    • They are Alliances that are neither formally


    structured nor organizationally determined.

    • Informal Groups are Social. They appear in


    response to the need for Social Contact.
    E.g. commuting with co-workers,
    eating lunch together of different
    department workers
    Defining and Classifying Groups
    SUBCLASSIFICATION OF GROUPS

    • COMMAND GROUP:
    It is determined by the organization CHART.
    Composed of those individuals who report directly to their
    manager.

    • TASK GROUPS:
    They represent those working together to
    complete a Job Task.
    Its command is not limited to its immediate
    hierarchical superior. It has cross command
    relationships.
    Defining and Classifying Groups
    • Interest Group
    A united body to further their common
    interest, e.g., people seeking improved
    working conditions

    • Friendship Groups
    Social Alliances, can be based on Age or
    Ethnic heritage, similar political views
    Stages of Group Development
    Groups Evolution- the Sequence
    THE FIVE STAGE MODEL

    1. FORMING:
    (a) i. People Join the group as Work
    Assignment
    ii. People Join the group for
    Status, Affiliation,
    Self-esteem, Power or Security
    (b) The Task of Defining the group’s
    Purpose Structure Leadership
    Uncertainty prevails about group’s purpose,
    structure, and leadership
    Stages of Group Development
    2. STORMING:
    Inter group Conflicts-
    -resistance on the restraints on
    the individuality
    -who will lead the group
    -at the end -Clear Hierarchy of
    Leadership
    Stages of Group Development
    3. NORMING:

    • Close relationships develops


    • Strong sense of group Identity
    • Common sense of expectations

    4. PERFORMING:
    • Attention is diverted from getting to know each other and
    understanding to performing the Tasks
    • The Group Structure is fully Functional and
    Accepted
    Stages of Group Development
    Permanent work groups’ stages end at performing
    stage

    Temporary committees, Teams, Task forces etc the


    last stage is
    ADJOUNING;
    • High task performance is no longer the top
    priority
    • Attention towards wrapping up activities
    Stages of Group Development
    ALTERNATIVE MODEL
    (Punctuated Equilibrium Model)
    for TEMPORARY GROUPS with deadlines
    follow the under mentioned sequencing:

    • Groups Direction
    • Inertia- group tends to be locked into a fixed course of
    action. It becomes incapable of acting on new insights
    • Transition takes place- New revised Directions
    • Transition initiates changes
    • Second phase of Inertia
    • Accelerated Activities
    EXPLAINING WORKGROUP
    BEHAVIOR
    1. EXTERNAL CONDITIONS IMPOSED ON
    GROUP
    • A Work group is INFLUENCED by External
    Conditions Imposed from Outside on it,e.g.,
    -Org’s Strategy,
    -Authority Structure,
    -Formal Regulations,
    -Availability or Absence of Org’s Resources,
    -Org’s Culture,
    -Physical Layout of group’s workplace,
    -Employee Selection Criteria,
    -Org’s Perf. Mng. System,
    -High Quality Tools and Equipment
    EXPLAINING WORKGROUP
    BEHAVIOR
    2. GROUP MEMBER RESOURCES
    • Potential level of group performance
    depend on the Resources that the
    Members Individually bring to the group;
    -KNOWLEDGE
    -ABILITIES
    -SKILLS
    -PERSONALITY
    CHARACTERISTICS
    GROUP PROPERTIES: ROLES

    • Set of expected behavior patterns attributed to


    someone occupying a given position in a social
    unit
    • We are all required to play a number of role
    and our behavior VARIES with the role we
    are Playing
    • Different groups impose different Role
    Requirement on individuals
    GROUP PROPERTIES: ROLES
    • ROLE INDENTITY
    There are certain attitudes and actual behaviors consistent
    with a role, and they create the role identity.
    - Lower level employees promotion to officer cadre and later
    demotion
    • ROLE PERCEPTION
    Our view of how we are supposed to ACT in a given
    situation is Role Perception.

    -We get these perceptions from Stimuli all around


    us- friends, books, movies, television etc.
    - Apprenticeship programs; watching an expert so
    that they learn to act as they are supposed to.
    GROUP PROPERTIES: ROLES
    • ROLE EXPECTATIONS
    they are defined as how others believe you
    should act in a given situation.
    - Role of a Judge…
    - Role of a Popular singer in a concert

    • ROLE CONFLICT
    When a individual is confronted by Divergent
    role Expectations, the result is Role Conflict.
    GROUP PROPERTIES:
    NORMS
    • All groups have established Norms, that is,
    Acceptable standards of behavior that are
    shared by the group’s members.

    • What group members Ought to do and Ought


    not to do.

    • They act as a means of influencing the


    behavior of group members with a minimum
    of External Control.
    GROUP PROPERTIES:
    NORMS
    COMMON CLASSE OF NORMS

    • PERFORMANCE NORMS:
    Explicit Cues on how to get the job
    done?....
    • APPEARANCE NORMS:
    Loyalty to the work group,
    Appropriate dress,
    GROUP PROPERTIES:
    NORMS
    CONFIRMITY
    • As a member of a group one desires to be
    Accepted by the group.
    Thus one has to be confirming to the
    group’s norms.

    • Individuals confirm to the important


    groups to which they belong or hope to
    belong.
    GROUP PROPERTIES:
    STATUS
    • Socially defined position or rank given to group
    members by others.
    - What determines status:
    Status is derived from three sources;
    1. The power a person wields over others
    2. A person’s ability to contribute to a
    group’s goal
    3. Individual’s personal characteristics
    GROUP PROPERTIES:
    STATUS
    STATUS and NORMS

    High status members of groups often are given more Freedom


    to Deviate from Norms than the other group members.

    STATUS and GROUP INTERACTION;


    Interaction among members of group are Influenced by
    Status.
    High Status people are tend to be more ASSERTIVE
    GROUP PROPERTIES:
    STATUS
    • STATUS INEQUALITY
    The status hierarchy must be Equitable among
    group member.
    People expect rewards in accordance with the
    their efforts and the costs they have paid.
    All group members must also agree on the
    Status Criteria.
    • STATUS and CULTURE

    • SIZE

    • COHESIVENESS
    UNDERSTANDING WORK
    TEAMS
    • WORK GROUP:
    A group that interacts primarily to Share Information and
    to Make Decisions to help each member Perform within
    his or her Area of Responsibility

    • WORK TEAM:
    -Generates positive Synergy- coordinated efforts
    -The individual efforts result in a level of
    Performance that is greater than the sum of the
    individual inputs
    UNDERSTANDING WORK
    TEAMS
    PROBLEM-SOLVING TEAMS

    • Employees from same dept.


    • Meeting for few hour each weak
    • Discuss ways of Improving-
    Quality, Efficiency, Work Environment
    • Rarely have Authority to Implement their Suggestions
    UNDERSTANDING WORK
    TEAMS
    SELF-MANAGED TEAMS

    • Not only solve problems but IMPLEMENT


    solutions

    • Take full responsibility for Outcomes


    • These teams often perform better than the
    teams with formally appointed leaders
    UNDERSTANDING WORK
    TEAMS
    CROSS-FUNCTIONAL TEAMS

    • Employees from same hierarchical levels


    • From different work areas
    • Come together to Accomplish a task
    • Task Force is a Temporary cross-functional
    team
    • Committees composed of members from
    different depts. Are also …
    UNDERSTANDING WORK
    TEAMS
    VIRTUAL TEAMS
    • Using computer technology to Tie together physically
    Dispersed members to Achieve Common
    goal
    • Collaborate Online-
    WAN, Video Conferencing, E-mail …
    • Includes members from the same organization or Link
    and organization with other organizations e.g.,
    Suppliers, Joint Partners ….
    • Absence of Non-verbal Cues
    • Limited Social Context
    • Ability to overcome Time and Space constraints
    CREATING EFFECTIVE
    TEAMS
    The Key Components making up effective teams is
    summed up in the following four categories:

    1. Resources and other Contextual


    Influences
    a. Adequate Resources
    b. Leadership and Structure
    c. Climate of Trust
    d. Performance Evaluation and Reward
    System
    CREATING EFFECTIVE
    TEAMS
    2. COMPOSITION :

    Variables that relate to how teams should


    be staffed

    a. Abilities of members:
    Technical Expertise,
    Problem-solving-decision making,
    Interpersonal skills
    Team Leader’s Abilities
    b. Personality:
    Personality Composition is important to
    team success
    Mixing both Conscientious and not-so-
    conscientious members tend to lower
    performance
    CREATING EFFECTIVE
    TEAMS
    2. COMPOSITION
    c. Allocating Roles
    Creator, Linker, Promoter, Assessor, Organizer,
    Advisor, Maintainer, Controller, Producer
    d. Diversity
    Teams Diverse in terms of Personality’
    Gender, Age, Education, Specialization,
    Experience
    e. Size of Team
    f. Member Flexibility
    Members can complete each others tasks
    g. Member Preferences
    The people who prefer to work alone may not be
    Selected
    CREATING EFFECTIVE
    TEAMS
    3. WORK DESIGN
    a. Autonomy

    b. Skill Variety: Opportunity to use Different


    Skills

    c. Task Identity: Ability to complete a task

    d. Task Significance: Working on a task that has a


    substantial Impact on others
    CREATING EFFECTIVE
    TEAMS
    4. PROCESS

    a. Common Purpose
    b. Specific Goals
    c. Team Efficacy
    d. Conflict Levels:
    Effective teams are characterized by an
    appropriate level of conflict
    e. Social Loafing

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