Foundations of Group
Behavior &
Understanding Work
Team
Robin Smith
[email protected]
National School of Business, Bangalore
Definition of a Group
A collection of individuals, the
members accept a common task,
become interdependent in their
performance, and interact with
one another to promote its
accomplishment
Harold H. Kelley
and J.W. Thibaut
The Nature of groups
Three views :
Normative views describes how a group is to
be organized and how its activities are to be
carried out.
Group dynamics consists of a set of techniques.
Regarding internal nature of groups
Dynamics of Group Formation
Theory of Propinquity- People associate with
one another due to geographical proximity.
Balance Theory- People who have similar
attitudes toward certain objects and goals tend to
form a group.
Exchange Theory- The reward-cost outcomes of
interactions serve as the basis for group formation
Various Types of Groups
Formal groups Informal Groups Small groups
Large groups
Primary groups
Command Friendship Secondary groups
groups groups Coalitions
Task groups Interest groups Membership groups
Reference groups
Formal Groups
These groups are formed by the organization to
carry out specific tasks.
It includes two types:
Command group
Task groups
Formal Groups contd…
Command Group:
Represented in the organization chart.
Permanent in nature.
Members report to common supervisors.
Functional reporting relationship exists.
Task groups:
Formed to carry out specific tasks.
Temporary in nature.
Informal Groups
Informal groups are formed by the employees
themselves. Hence they are not formally
structured.
They are of two types:
Friendship groups
Interest groups
Other types Include
Small groups:
Only a few members.
Face-to-face
interaction and better
communication is
possible.
Large groups:
Members is very
high.
Personal interaction
is not possible.
Primary group:
It is made up of members who have similar and
loyalties and has a feeling of friendship towards
each other.
Secondary groups:
They share same values and beliefs, but because
of the size of the group, they do not interact often
with each other
Coalitions:
They are created by members for a specific
purposed and do not have a formal structure.
Membership groups:
They are the groups to which individual actually
belongs.
Reference groups:
It is actually the groups to which an individual
would like to belong.
Stages of Group Development
Stages of Group Development
The five-Stage Model:
Adjourning/Mourning
Completion, ending or evolution
Performing
Achieving the purpose
Norming
Agreeing purpose and conduct
Storming
Resolving differences
Forming
Initial meeting together
Punctuated Equilibrium Model
Punctuated-
Equilibrium Model
Temporary groups go Sequence
Sequenceof
ofactions:
actions:
through transitions 1.1. Setting
Settinggroup
groupdirection
direction
between inertia and 2.2. First
Firstphase
phaseof
ofinertia
inertia
activity. 3.3. Half-way
Half-waypoint
pointtransition
transition
4.4. Major
Majorchanges
changes
5.5. Second
Secondphase
phaseofofinertia
inertia
6.6. Accelerated
Acceleratedactivity
activity
Group Structure
It helps shape the behavior of its members,
predict the behavior and guide the performance of
the group as a whole.
Formal leadership
Leader’s behavior has a significant impact on
the group behavior and performance
Style of a leader is imitated by the members of
the group.
Roles
Set of behavior pattern which an individual
occupying a certain position in society is
expected to display.
Dimensions of role are:
Role Identity
Role perception
Role Expectations
Role Conflict
Norms
Acceptable standards of behaviour within a group
that are shared by the group’s members.
Norms pertaining to performance related process
Appearance norms
Norms pertaining to informal social arrangements
Norms that regulate the allocation of resources
Status
A socially defined position or rank given to groups or
group members by others.
Example : a cabin of one’s own an air conditioner etc
Size of a Group
Groups of 5-7 members exercise the best
elements of both small and large groups.
Social Loafing - The tendency for individuals to
expend less effort when working collectively than
when working individually.
Composition of a Group
Most group activities
require a variety of
skills and knowledge.
Research studies show
that heterogeneous
groups are likely to
perform more
effectively.
Group Tasks
The effectiveness of a group is influenced by the
complexity and the interdependence of the task to
be performed by its members.
Large groups facilitate pooling of information e.g.
addition of a diverse perspective to a problem-
solving committee.
Group Processes
The processes that go on within a work group
e.g. communication patterns, group decision
processes, leader behaviour, power dynamics,
conflict interactions etc.
Synergy.
Social
facilitation effect.
Dynamics of Informal Groups
Norms and roles in informal
groups
Norms:
Roles: sharper, plant,
monitor evaluator, team
worker, implementer, co
coordinator, complete fisher,
resource investigator,
specialist
Significance of Informal Groups:
Informal group are quite powerful and influential
because the members of the group have a lot in
common and depend on each other to carry our
organizational activities.
Difficulties and problems
Associated with informal Groups
Prevent organizational changes
Role conflict
Increased scope for rumor
Pressure to conform to group norms
Dynamics of formal work Groups
Although group dynamics is generally associated
with informal norms and roles, formally
designated work groups also have noticeable
dynamics.
Example: Committee
Positive Attributes of Committees
It facilitates the integration of the ideas and
opinions of the members.
It brings together people with varied experience,
knowledge and abilities.
It helps in the development and growth of human
resources
It helps in the development and growth of human
resources
Negative Attributes of Committees
very time-consuming and costly.
responsible for a bad decision or mistake
Understanding Work Teams
Definition of Work Teams
A small number of people with complemen-tary
skills who are committed to a common purpose,
common performance goals, and an approach for
which they hold themselves mutually
accountable”.
-G. Moorhead and R.W. Griffin
Benefits of Work Teams
• Enhanced performance
• Employee benefits
• Reduced costs
• Organizational
enhancements
Team Versus Group: What’s the
Difference
Work Group
A group that interacts
primarily to share
information and to make
decisions to help each group
member perform within his
or her area of responsibility.
Work Team
A group whose individual
efforts result in a performance
that is greater than the sum of
the individual inputs.
Types of Teams
Problem-Solving Teams
Groups of 5 to 12 employees from the
same department who meet for a few
hours each week to discuss ways of
improving quality, efficiency, and the
work environment.
Self-Managed Work Teams
Groups of 10 to 15 people who take
on the responsibilities of their former
supervisors.
Types of Teams (cont’d)
Cross-Functional Teams
Employees from about the same hierarchical level,
but from different work areas, who come together
to accomplish a task.
• Task forces
• Committees
Types of Teams
Virtual Teams
Teams that use computer
technology to tie together
physically dispersed
members in order to
achieve a common goal.
Team Effectiveness
• Providing a supportive environment:
•. Relevant skills and role clarity:
• Focus on superordiante goals.
• Team rewards:
Shaping Individuals Into Team
Players
Selection:
Good interpersonal skills
Training:
Can be trained by specialists
Rewards:
Financial or non financial rewards
Applying Group Concepts to Teams:
Towards Creating Effective Teams
Size of work teams
Abilities of members
Allocation of work roles
Strong commitment to a common purpose
Specifying clear and realistic performance
goals
Good leadership and effective structure
Preventing social loafing and determining
accountability
Proper evaluation and reward systems
Generating mutual trust among team
members
Teams and Total Quality
Management
TQM means process improvement and
employee involvement is the key to process
improvement.
Teams and Workforce Diversity
Diversified teams provide unique and
innovative solutions, but at the same time,
they are cohesive.
Teams and Workforce Diversity
Disadvantages
Advantages Ambiguity
Multiple perspectives Complexity
Greater openness to Confusion
new ideas interpretations
Miscommunication
Multiple interpretations
Difficulty in reaching a
Increased creativity
Increased problem single agreement
actions solving skills Difficulty in agreeing on
specific
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