Group Behaviour & Dynamics

Group

Two or more individuals interacting and interdependant,who have come together to achieve a particular objective. Groups and OB -Groups influence individuals behaviour and also vice versa. -Forces within a group to be understood.

-It is the primary means by which managers coordianate individuals behaviour. -Groups provide synergy to the organisation Attributes of a group: Interaction,Size,Shared goal interest, Collective identity,Minimum set of values,Norms etc.

 Types of a group:

Formal: defined by organisations structure Informal: neither formally structured not determined. Appears in response to psychological and social needs. Command Group : functional reporting relationships [formal] Task Group : to complete a formal task [formal]

 Interest groups: To achieve specific

objective with which each one concerned. [informal] Friendship group: who share one or more characteristics [ informal] Why do people join in groups? Interpersonal attraction Nature of group activities For social identification For social affiliation Power and status/ security.

Features of informal groups Origin Purpose Size Nature Number Authority Behaviour Communication Winding up

 Roles played by group members

Initiator contributors Information seekers Opinion givers Energisers Harmonisers Compromisers Expediters Blockers Recognition seekers Dominators & Avoiders

 Stages of Group Development Forming:characterised by

uncertainity reg purpose,structure and leader [ testing the waters] Storming:Intra group conflictmembers resistance to group restraints and will be over when heirarchy is set in. Norming:Close relationship and cohesiveness/ sense of group identity/set of expectations.

 Performing: Fully functional,Group

energy is visible, for task accomplishment. Adjourning: Winding up of activities for temporary groups.

 Comparing teams and groups

Groups Teams

Share information- Goal- collective performance Neutral - Synergy positive Individual - Accountability- Individual and mutual Random and varied Skills complementary

Factors influence group performance

Group Norms
Status Group Size Group composition Group cohesiveness Leadership Role

Norms
Acceptable standards of behaviour

within a group that are shared by the groups members Types : Performance related and Appearance related Development of Norms Explicit statements by the members Critical events, Primacy, Carry over behaviour from past situations

What makes Norms important ? It facilitates groups survival Increases predictability in behaviour Reduces embarrassing interpersonal problems. Enforcing Norms Through education, surveillance, warning, sanctions

Cohesiveness
It is the motivation of members to remain in the group Refers to the attractiveness which a group holds for its members Factors that increase cohesiveness: Homogenous composition Mature development Small size Frequent interaction Clear goals, Continuous success, External threat, Appropriate leadership

Consequences of high cohesiveness

Goal accomplishment Personal satisfaction Increased interaction Groupthink Group morale

Factors decrease cohesion

Heterogeneous composition Recent formation Large size Physical dispersion Ambiguous goals Continuous failure

Consequences of low cohesion

Difficulty in goal acievement
Increased chances of disbanding Fewer interactions Individual orientation

Group Roles
Role: A set of expected behaviour patterns

attributed to someone occupying a position Role identity::Certain attitudes and behaviours consistent with a role Role perception: Individuals view of how he or she is supposed to act in a given situation Role expectation: How others believe a person should act in a given situation

Homogeneity is good for.

When the task is simple Task is sequential Cooperation is required Speed is required

Heterogeneity is good for.

Complex task Collective task Creativity is needed Speed is not important

 Role conflict: A situation in which an

individual is confronted by divergent role expectations.

Input

Throughput

output Task performance [Quality,quant ity,timeliness]

Org.setting[W Norms & ork envt, Cohesion group size, & rewards.] -Nature of task[task complexity,an alysabilty] -Group members[skill &ability,values ,experience,st Decision making procedure

Task Role

HR maintennce [Group morale & member satisfaction]

Group Behaviour model

1] External Conditions 2] Group member resources 3] Group structure 4] Group process 5] Group task
PERFORMANCE

 External conditions: Organisation

strategy, Authority structure, Formal regulations, Resources, Personnel selection, Rewards systems, Physical work settings. Group Member resources: Abilities, personal characteristics Group structure: Leadership, Roles, Role identity, Role perception,Role expectation, composition, status

 Group Process: Communication, cohesiveness, conflicts, Group decision making, power dynamics Task: Complexity, task variety and significance,

Building team performance ?

Make the team task urgent

Team selection based on skills

Make the rules clear Recognize intermediate goals clear

Regularly challenge the team with new facts

Meet regularly Acknowledge and reinforce vital contributions

of the teams

Teams
A small number of people with complementary skills who are committed to a common purpose, common performance

goals and approach for which they hold themselves mutually accountable.

Benefits of teams in organizations

Enhanced performance [increased productivity,improved quality,better customer care] Employee benefits[QWL,lower stress]
Reduced costs[lower turnover, absenteeism] Organizational benefits[innovation,

flexibility]

Type of Teams:
Problem solving Self managed Cross functional Virtual

Creating effective teams

Factors influencing Team effectiveness CONTEXT COMPOSITION

WORK DESIGN
PROCESS