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ORGANIZATIONAL
BEHAVIOR
GROUPS
PN. INTAN LIANA SUHAIME
Chapter 9: GROUPS
Types
Sources
Groups
Consequences
Asset &
Liabilities
Techniques
What is GROUP?
Two or more individuals,
interacting and
interdependent, who come
together to achieve some
common goals or objectives.
Types of Group
Formal group
Informal group
Command
group
Interest
group
Task group
Friendship
1. FORMAL
Command group
Task group
Determined by
organization chart
Group member
formally assigned &
working together
permanently
E.g. department
finance etc.
Determined by
organization to complete
certain job
Made up from different
dept & disciplines
After task complete task
disbanded
CEO
Fin
Exec 1
Exec 2
Ass
Prod
Mktg
CEO
Fin
Prod
Mktg
Exec 1
Exec 1
Exec 1
Exec 2
Exec 2
Exec 2
Ass
Ass
Ass
2. INFORMAL
Interest group
Friendship group
Work together to
attain a specific &
common objective
Temporary- disband
once objectives is
accomplish
E.g. fishing trip,
vacation trip
Security
Goal
achievement
Status
Power
Self-esteem
Affiliation
Group Norms
Shared group
expectations about
acceptable standards of
behavior among group
members
not only provide
guidelines that indicate
how members should
behave, but they also
help to keep the group
unified by providing
common beliefs,
opinions and behavior
Group
Cohesiveness
The degree to which member
attracted to and motivated to
remain as part of a group.
considered vital in group
decision-making, goal
attainment, identity, and
member satisfaction.
Highly cohesive groups are
able to enforce group norms
more effectively than less
cohesive groups
Aggressive and
dominating behaviour is
not acceptable.
Group formation
factors
Stability of
membership
Difficulty of
entry
Reward
systems
Group size
Previous
successes
Threat
SOURCES OF COHESIVENESS
CONSEQUENCES OF COHESIVENESS
Increased
Interaction
Co
Operative
Behavior
Success
Satisfaction
High
productivity
Contributors to
cohesiveness
COHESIVENESS
Attractiveness
Opportunity to interact
Common goals
Group maturity
Difficulty of entry
Status congruence
Rewards equity
Success
Stable membership
External threat
Small size
Effects of cohesiveness
Increased interaction
Co-operation behavior
Increased influence
Evaluation distortion
Satisfaction
Success
High or low productivity
1.
3.
Decision by minority
4.
5.
Decision by consensus
6.
Decision by unanimity
Decision By Minority
One or two person in the group dominate the
scene and influence/ force other to agree
Decision By Consensus
Most members accept an idea even those who
oppose the idea get along with the idea because
they have given a chance to put forward their
reasons for not accepting the idea in the first
place
Decision By Unanimity
Everyone of the group members agree on the
course of action to be taken- theory is possible
but practice difficult to attain
Effective : Group
Accurate : Group
Speed: Individual
Creativity: Group
Acceptance: Group
Disadvantage
Time consuming
Conformity
pressure in groups
Dominated by one
or a few members
Ambiguous
responsibility
Potential
Advantage
Potential
Disadvantage
Brainstorming
Nominal
Delphi
Technique
Brainstorming
Group members meet for the sole
purpose of generating ideas.
All criticism is ruled out. Discussion or judgment
withheld until process complete.
Quantity is the main target
Freewheeling is welcomed. Radical & wild
ideas are welcomed
Combination and improvement are sought. Each
participants are expected to give suggestion to
combine & convert to better ideas.
Form a group 4
or 5 peoples
Problem is
defined from
group view
Each member
silently write
down the
solution :
creativity
Ideas rank
order within
group, compare
result. Chose
the best
solution
Group discuss,
expand, clarify
& evaluate the
ideas
Leader
conducts a
round-robin
collection &
record ideas
Delphi Technique
Problem &
questions
developed by
Delphi Leader
Responses are
compile and
form additional
questionnaire
Sample of interested
and knowledgeable
people & requested to
participate
Questionnaire
are developed
are sent out
Replies are
complied,
summarized &
reproduced
Solution is
defined and
developed if
possible
Delphi Technique