1. Foundation of Group Behavior
Understanding the nature and types of groups, Recognize the assets and liabilities of groups

2. Group: Concept & types Group means there are Two or more individuals
Interacting & interdependent
Come together to achieve particular objectives.

4. Formal Group: A designated work group defined by the organisation’s structure.
Informal Group: A group that is neither formally structured nor organizationally determined; appears in response to the need for social contact. Membership in such groups id voluntary.

5. Command group: A group composed of the individuals who report directly to a given manager.
Task group: represents those who work together to complete a job task.
“ All command groups are task groups but all task groups need not be command groups as task groups can cut across the organization.”

6. Interest group : A group of employees who come together to satisfy a common interest ;like improving working conditions, protesting company’s environmental policies, or adjusting vacation schedules.
Friendship group

7. Why people join groups To satisfy mutual interests To achieve security
To fill social needs
To fill need for self esteem.

8. Five stage model of group formation
may
disband
either
after
meeting
their goals
or because
members
Leave
Stage V
Adjourning
Group
members
work
towards
Getting
their jobs
done
Stage IV
Performing
Members
Work
Together
developing
Close
Relationships
& feelings of
Cohesiveness
Stage III
Norming
Members
come to
Resist
Control by
group
Leaders &
Show
hostility
Stage II
Storming
Members
get to know
each other &
set ground
rules
Stage I
Forming

9. Punctuated Equilibrium Model
Its is an alternative model for temporary groups with deadlines’ as they generally don’t follow the Five Stage Model.
It claims that groups generally plan their activities during the first half of their time and then revise and implement their plans in the second half.

10. Punctuated Equilibrium Model
High
Completion
Performance
Phase 2
First Meeting
Transition
Phase 1
(A+B)/2 A B
(Low)

11. During the first half or Phase 1, groups define their tasks, setting a mission that is unlikely to change until the second half of the group’s life.
Once groups reach the midpoint of their life they experience a sort of “middle life crisis” and recognize they must change how they operate if they are going to meet their goals.

12. This begins phase 2 of their existence, which is the time when group drops old way of thinking and adopt new perspectives.
Groups then carry out their mission until they reach the end of phase two when they show bursts of activity needed to complete their task.

13. Dynamics of group formation
Theodore Newcomb’s classic balance theory of group formation

14. Identifiable stages of group development:
Forming
Storming
Norming
Performing
Adjourning
Practicalities of group formation
Punctuated equilibrium model

15. Types of groups Primary groups Coalitions Other types of groups
Small groups and self-managed teams
Coalitions
Other types of groups
Memberships and reference groups
In-groups and out-groups

16. Implications from research on group dynamics
Groups expert Richard Hackman says that leadership plays an important role in group performance
Conditions a leader can control include:
Setting a compelling direction for the group’s work
Designing and enabling group structure
Ensuring that the group operates within a supportive context
Providing expert coaching

17. Group Cohesiveness

18. The Structural dynamics of work Groups
The pattern of interrelationships between the individuals constituting a group; the guidelines of group behavior that make group functioning both orderly and predictable.

19. Four different aspects of group structure are :
Roles: various parts played by group members. “The Hats We Wear”
Norms: rules & expectations within group. “Group's Unspoken Rules”
Status: rank given to groups by others. “prestige of group membership”
Cohesiveness: members sense of responsibility. “getting the team spirit”

20. Roles
The typical behavior characterizing a person in a specific social context.
A set of expected behavior patterns attributed to someone occupying a given position in a social unit.
Role incumbent: A person holding a particular job.
Role expectations: How others believe a person should act in a given situation.

21. Role Identity: Certain attitude and behavior consistent with a role.
Role Ambiguity: The confusion arising from not knowing what one is expected to do as the holder of a role.
Psychological Contract: An unwritten agreement that sets out what mgmt expects from the employee and vice versa.
Role differentiation: The tendency for various specialized roles to emerge as groups develop.
Role conflict: When an individual finds that compliance with one role requirement may make it more difficult to comply with another.

22. Relations oriented roles Self oriented roles Initiator: Contributors
Task oriented roles
Relations oriented roles
Self oriented roles
Initiator: Contributors
Recommend new solutions to group problems.
Harmonizers:
Mediate group conflicts
Blockers:
Act stubborn and resistant to the group.
Information Seekers:
Attempt to obtain the necessary facts.
Compromisers:
Shift own opinions to create group harmony.
Recognition seekers:
Call attention to their own achievements.
Opinion Givers:
Share own opinions with others
Encourages:
Praise & encourage others
Dominators:
Assert authority by manipulating the group
Energizers:
Stimulate the group into action whenever interested
Expediters:
Suggest ways the group can operate more smoothly.
Avoiders:
Maintain distance, isolate themselves from fellow group members.

23. Norms
Norms are acceptable standards of behavior within a group that are shared by the group’s members.
Norms are generally–on informal rules that guide the behavior of group members.
Norms differ among groups, communities and societies, but they all have them.

24. Types of norms
Prescriptive Norms: Expectations within group regarding what is supposed to be done.
Proscriptive Norms: Expectations within group regarding behaviors in which members are not supposed to engage.

25. Common classes of Norms
Though norms in each group are unique yet there are some common classes.
1. Performance Norms
2. Appearance Norms
3. Arrangement Norms
4. Allocation of Resources Norms

26. Reference groups
Are important groups to which individuals belong or hope to belong & with whose norms individuals are likely to perform.

27. Conformity
Group member’s desire for acceptance motivate them to conform to the group norms.
Conformity to norms is powerful force in groups.
GROUP THINK: The phenomena in which groups place strong pressures on individual members to change their attitudes & behaviors to conform to the group standards.

28. Symptoms of groupthink

29. Deviant workplace Behavior
This term covers a wide range of antisocial actions by organizational members that intentionally violate established norms and that result in negative consequences for the organizations its members or both.

30. Status
It’s a socially defined position or rank given to groups or group members by others .
As per status characteristics theory differences in status characteristics create status hierarchies within group.

31. Size
Smaller groups are faster at completing tasks than larger but large groups are better in problem solving than smaller.
Social loafing: The tendency of individuals to expend less efforts when working collectively than when working individually.

32. Cohesiveness
It is the degree to which members are attracted to each other and are motivated to stay in the group.
To encourage group cohesiveness-
Make small groups.
Encourage agreement with group goals.
Increase the time members spend together.
Increase the status of the group and the perceived difficulty of attaining membership in the group.
Stimulate competition with other groups.
Give reward to the group rather than to the individual members.
Physically isolate the group.

33. Cohesiveness
Low
High
High
Productivity
Moderate
Productivity
High
Performance Norms
Moderate to Low
Productivity
Low
Productivity
Low

34. Assets & Liabilities of Group Decision Making
More complete information & knowledge.
Higher quality decisions.
Increased diversity of views.
Increased acceptance of a solution.
Time consuming
Conformity pressures in groups.
Dominated by 1 or a fewer members.
Suffer from ambiguous reponsibility.

35. Two byproducts of group decision making.
Group think: Phenomenon in which the norm for consensus overrides the realistic appraisal of alternatives courses of action.
Group shift: A change in decision risk between the group’s decision and the individual decision that members within the group would make, can be either toward conversation or greater risk.

36. Group decision making techniques
Interacting groups
Brainstorming
Nominal group Technique
Electronic meeting

37. Effectiveness Criteria
Types of Group
Interacting
Brainstorming
Nominal
Electronic
Effectiveness Criteria
High
No. & quality
of ideas
Low
Moderate
High
Low
High
Low
Moderate
Social Pressure
Low
Low
Low
High
Money Cost
Speed
Moderate
Moderate
Moderate
Moderate
Low
High
Task Orientation
High
High
Potential for
interpersonal conflict
High
Low
Low
Moderate
Commitment to solution NA
Moderate
Moderate
High
Development of group
cohesiveness
High
Moderate
Low
High

38. self-managed and cross-functional
Teams –
self-managed and cross-functional

39. Cross-functional teams
Choose members carefully
Establishing team purpose
Ensuring understanding of functions
Conduct intensive team building
Achieve noticeable results

40. Virtual teams
Synchronous technologies

41. Self-managed teams
A group of employees who are responsible for managing and performing technical tasks that result in a product or service being delivered to an internal or external customer

42. Training guidelines: self-managed teams

43. How to make teams more effective
Team building
Collaboration
Group leadership
Cultural/global issues