PRESENTATION ON

GROUP BEHAVIOUR

GROUP MEMBERS
ROLL NO. NAME 4132 Grishma Saluja
4134 4179 4181 4188 4214 4216 4220 4223 4239 Bansari Shah Krupal Goletar Manthan Jaiswal Hima Mistry Dhara Shah Hirvita Shah Rimmi Shah Zalak Shah Raj Vasani

After studying this chapter, you should be able to:

1. Differentiate between formal and informal
2. 3. 4. 5. 6.

groups. Compare two models of group development. Explain how role requirements change in different situations. Describe how norms exert influence on an individuals behavior. Explain what determines status Define social loafing and its effect on group performance.

After studying this chapter, you should be able to:

7. Identify the benefits and disadvantages of

cohesive groups. 8. List the strengths and weaknesses of group decision making. 9. Contrast the effectiveness of interacting, brainstorming, nominal and electronic meeting groups.

Defining and Classifying Groups

Group(s) Two or more individuals interacting and interdependent, who have come together to achieve particular objectives.

Defining and Classifying Groups

Formal Group A designated work group defined by the organizations structure.

Informal Group

A group that is neither formally structured now organizationally determined; appears in response to the need for social contact.
For e.g. movie Hello

Defining and Classifying Groups

Command Group
A group composed of the individuals who report directly to a given manager. For e.g. Border

Defining and Classifying Groups

Task Group
Those working together to complete a job or task.

Defining and Classifying Groups

Interest Group
Those working together to attain a specific objective with which each is concerned.

Defining and Classifying Groups

Friendship Group
Those brought together because they share one or more common characteristics.

Why Do People Join Groups?

Security

Status
Self-esteem Affiliation

Power
Goal Achievement

Why Do People Join Groups?

SECURITY :

Individuals can reduce the insecurity of Standing alone.

STATUS :

Inclusion in group that provides recognition and status for its members.

Why Do People Join Groups?

SELF ESTEEM:

Groups can provide people with feeling of self worth.

AFFILIATION :

People enjoy the regular interaction that comes with group membership. Groups can fulfill social needs.

Why Do People Join Groups?

POWER :

What can not be achieved individually becomes possible through group action.
GOAL ACHIEVEMENT :

There are some times when it takes more than one person to accomplish a particular task.

Stages of Group Development

The Five-Stage Model of Group Development

Forming Stage The first stage in group development, characterized by much uncertainty. Storming Stage The second stage in group development, characterized by intragroup conflict. Norming Stage The third stage in group development, characterized by close relationships and cohesiveness.

The Five-Stage Model of Group Development

Performing Stage The fourth stage in group development, when the group is fully functional. Adjourning Stage

The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.

An Alternative Model: Temporary Groups with Deadlines

PunctuatedEquilibrium Model Temporary groups go through transitions between inertia and activity. Sequence of actions:
1. Setting group direction 2. First phase of inertia 3. Half-way point transition 4. Major changes 5. Second phase of inertia 6. Accelerated activity

The Punctuated-Equilibrium Model

E X H I B I T 83

GROUP PROPERTIES
ROLES

NORMS
STATUS SIZE COHESIVENESS

ROLES

A set of expected behavior patterns attributed to someone occupying a given position in a social unit.

ROLE IDENTITY
Certain attitudes and

behaviors consistent with a role

For example, Priyanka chopra in movie FASHION

ROLE PERCEPTION
An 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.

Psychological Contract
An unwritten agreement that sets out what management expects from the employee and vice versa.

ROLE CONFLICT

A situation in which an individual is confronted by divergent role expectations.

ZIMBARDOS PRISON EXPERIMENT

Conclusion From The Experiment

People will readily confirm to their social roles they

are expected to play especially if the roles are as strongly stereotyped as those of prison guards.
Role that people play can shape their behavior and

attitude.

NORMS

Acceptable standards of behavior within a group that are shared by the group members.

Classes of Norms
Performance norms
Appearance norms Social arrangement norms

Allocation of resources norms

The Hawthorne Studies

A series of studies undertaken by Elton Mayo at Western

Electric Companys Hawthorne Works in Chicago between 1924 and 1932.

Research Conclusions:

Worker behavior and sentiments were closely related. Group influences (norms) were significant in affecting individual behavior.

Group standards (norms) were highly effective in establishing individual worker output.
Money was less a factor in determining worker output than were group standards, sentiments, and security.

Conformity
Adjusting ones behavior to align with the norms of

the group.

Reference Groups
Important groups to which individuals belong or

hope to belong and with whose norms individuals are likely to conform.

Examples of Cards Used in Aschs Study

Deviant Workplace Behavior

Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both.

Typology of Deviant Workplace Behavior

Category Production Examples Leaving early Intentionally working slowly Wasting resources Sabotage Lying about hours worked Stealing from the organization Showing favoritism Gossiping and spreading rumors Blaming coworkers

Property

Political

Personal Aggression

Sexual harassment Verbal abuse Stealing from coworkers

Group Structure - Status

Status

A socially defined position or rank given to groups or group members by others.

Group Norms

Status Equity

Group Member Status

Culture

Group Structure - Size

Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually.
Performance

Other conclusions:
Odd number groups do better than even. Groups of 7 or 9 perform better overall than larger or smaller groups.

Group Size

Group Structure - Composition

Group Demography
The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover. Cohorts Individuals who, as part of a group, hold a common attribute.

Group Structure - Cohesiveness

Cohesiveness

Degree to which group members are attracted to each other and are motivated to stay in the group.
Increasing group cohesiveness:
1. 2. 3. 4. 5. 6. 7. Make the group smaller. Encourage agreement with group goals. Increase time members spend together. Increase group status and admission difficultly. Stimulate competition with other groups. Give rewards to the group, not individuals. Physically isolate the group.

Relationship Between Group Cohesiveness, Performance Norms, and Productivity

E X H I B I T 86

Group Tasks
Decision-making

Large groups facilitate the pooling of information about complex tasks.

Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks.
Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well.

Group Decision Making

Strengths

Weaknesses

More complete information Increased diversity of views Higher quality of decisions (more accuracy) Increased acceptance of solutions

More time consuming (slower) Increased pressure to conform Domination by one or a few members Ambiguous responsibility

Groupthink
It describes situations in which group pressures for conformity. e.g. Have you ever felt like speaking up in a class but decided against it? Majority wins!

 Conditions:

1) When groups are highly cohesive When there is more attachment and bonding among group members. 2) When they are under pressure to make a quality decision.

 Symptoms:

1) Rationalizing poor decisions Attempt to justify the poor decisions with logical reasons. 2) Exercising direct pressure on others 3) Not expressing your true feelings 4) Maintaining an illusion of unanimity It means if the person doesnt speak on the decision taken by the others it is considered as a yes vote.

 Solutions: ( How to control group think)

1) Having leaders remain impartial 2) Leaders should actively seek input from all members and avoid expressing their own opinion always 3) Using outside experts opinion 4) Small group size

5) Devils advocate take an opposing view in order to test value of discussion which is being proposed by other people

Groupshift
A change in decision risk between a groups decision and an individual decision that a member within a group would make.

NEUTRAL

RISKY SHIFT

CONSERVATIVE SHIFT(SAFE)

In some situations there is a conservative shift by the cautious members. More often, however, the evidence indicates that aggressive type groups tend towards a risky shift.

The Risky Shift: Example Helen is a writer who is said to have considerable creative talent but who so far has been earning a comfortable living writing cheap Westerns. Recently she has come up with an idea for a potentially significant novel. If it could be written and accepted, it might have considerable literary impact and be a boost to her career. On the other hand, if she cannot work out her idea, or the novel is a flop, she will have expended considerable time and energy without pay.

Decision: What Should Helen Do?

Imagine that you are advising Helen. Please check the

lowest probability that you would consider acceptable for Helen to write the novel. __ 1/10 __ 6/10 __ 2/10 __ 7/10 __ 3/10 __ 8/10 __ 4/10 __ 9/10 __ 5/10 __ 10/10

Result: Groups Shift Toward Risk

Individuals marked their answers first while alone,

and then again after discussing their opinions with a group. Groups made riskier decision than individuals. Risky Shift: A group decision is almost always riskier than the average decision made by individuals prior to a group discussion

GROUP DECISION
MAKING TECHNIQUES

FOUR TYPE OF TECHNIQUES

INTERACTING GROUP BRAINSTORMING NOMINAL GROUP ELECTRONIC MEETING

INTERACTING GROUP

Face to face interaction

Verbal and non verbal interaction

BRAINSTORMING
Process for developing creative solution

An idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives

Basic Rules For Brainstorming

Unusual ideas

No criticism allowed
Quantity wanted

combinations of ideas

 Process for Brainstorming

Advantages of Brainstorming
Disadvantages of Brainstorming

NOMINAL GROUP TECHNIQUE

A group decision-making method in which individual members meet faceto-face to pool their judgments in a systematic but independent fashion.

Standard Procedure

Small group of people sits around the table

Leader define and explain the problem

Members silently write down all possible solution

The leader collects & records all these solutions

Ideas are discussed , clarified & evaluated by members

Ideas are ranked & highest ranked idea is chosen

ELECTRONIC MEETING
A COMPUTER BASED SYSTEM THAT SOLVE PROBLEMS

A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes

Evaluating Group Effectiveness

TYPE OF GROUP Effectiveness Criteria Number and quality of ideas Social pressure Money costs Speed Interacting Low High Low Moderate Brainstorming Moderate Low Low Moderate Nominal High Moderate Low Moderate Electronic High Low High Moderate

Task orientation
Potential for interpersonal conflict Commitment to solution Development of group cohesiveness

Low
High High High

High
Low Not applicable High

High
Moderate Moderate Moderate

High
Low Moderate Low

E X H I B I T 88

Team and Team work

Team
A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks

Difference between work group & work team

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.

Difference between work group & work team

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.

Types of Teams s of Teams

Self-Managed Work Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors. planning and scheduling of work,. assigning tasks to members, making operating decisions.

Types of Teams
Cross-Functional Teams

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.

Types of Teams
Virtual Teams Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

Thank you