Group behavior, types of groups, determinants of group behaviour and team, team building

1. Group Behavior

2.  Group is defined as collection of two or more
interacting individuals with a stable pattern of
relationships between them, who share
common goals and also perceive as being
group

3.  There is interaction among members
 common goals
 People see themselves as members
 Two or more people are needed to form
groups

4.  Formal groups and informal groups
 Interacting, co-acting and counteracting
groups
 Open and closed groups
 Membership group and reference group
 In-groups and out groups

5.  Formal group is one which is deliberately created to
perform a specific task. Members usually appointed
by the organisation. Ex: committee
 Informal groups also called a clique, is an alliance
that is neither formally structured, nor
organizationally determined. Informal groups are
natural formations in the work environment which
appear in response to the need for social contact.

6.  Interacting group is group where the work of
one group member is contingent upon that of
the others. Ex; assembly line workers
 Co-acting groups- the group where the work
of individual group member is independent of
other. Ex: welding department and grinding
department

7.  These groups are the groups which interact to
reconcile mutual differences like workers
management negotiating teams.

8.  It is a group to which the individual actually
belongs. Ex: family, clubs etc
 Reference group- it is group to which an
individual would like to belong. Ex: groups
based on gender, caste etc.

9.  The groups where members keep changing,
new members joining and existing members
leaving the group such groups are called open
groups.
 A closed group maintains a relatively stable
membership, with few additions and losses in
members over time.

10.  The group in which we belong is called in
groups
 The group in which we do not belong is called
out groups

11.  External conditions
 Resources of group members
 Group structure

12.  Organisation strategy
 Authority structure
 Formal regulations
 Organisational resources
 Procurement of personnel
 Performance appraisal and reward system
 Organisational culture
 Physical work setting

13.  Abilities
 Personality characteristics

14.  Leadership
 Role
 Group size
 Group norms
 Group tasks
 Group cohesiveness
 Status congruence

15.  Leader is a representative of group
 Formal leader and informal leader

16.  Expected pattern of behavior perceived by a
person based on a given position in a social
unit
 Expected – what other expected from a role
 Perceived – individual believes towards a role,
what he or she should do
 Enacted – the actual role played by the group
member

17.  These are set of beliefs, feelings and attitudes
commonly shared by group members
 These are also called as rules for standards of
behavior that apply to a group member

18.  Generally accepted by all group members
 Significant aspects of group life covered by them
 Members of group accept them in varying
degrees
 Degree of toleration and deviation from group
norms
 Group management is facilitated by them
 Conformity to norms depends on status of
member
 Punishment associated with non-compliance of
norms

19.  Group performance depends on types of
tasks
 Types of tasks
Based on time
Task requirements – info, to be generated
processed and transmitted
Task objectives – production tasks, discussion
tasks and problem solving tasks

20.  Total number of members in group
 Odd numbers are preffered
 Has implication on problem solving, resource
amd communication, member satisfaction
and character of group membership
 Minimum 5 and more than 21 is over
membered

21. Small group results in
 Fewer people to share
task responsibilities
 More personal
discussions
 More complete
participation
Large group results in
 Fewer opportunities to
participate
 More members
inhibitions
 Domination by
aggressive members
 Tendency to split into
sub groups

22.  Social ranking within a group assigned to an
individual
 Status can be the function of title of
individual, pay scale, work schedule, seniority
are the most important determinants

23.  Extent of liking each member has towards
others and how far everyone wants to stay in
group

24. COHESION
SOCIAL TASK
The bonds of interpersonal
attraction that link
group members
The way in which skills&
abilities of the group
members mesh to allow
optimal performance
Cohesiveness

25.  High Cohesiveness
- Unity
- Interactive
- Positive Feelings
- Ability to Cope with Problems
- More Productive
Low
Cohesiveness
- Negative Feelings
- More Problems
- Less Productive

26.  Group process refers to how an
organization's members work together to get
things done.
Typically, organizations spend a great deal of
time and energy setting and striving to reach
goals, but give little consideration to what is
happening between and to the group's
greatest resource - its members.

27.  Definition:The procedures through which a
group approaches, attacks, and solves a
common problem

28. ▪ Groups are living systems:Tuckman's (1965)
theory of group development
▪ forming
▪ storming
▪ norming
▪ performing
▪ adjourning

29. Forming
Storming
Norming
Adjourning
Task
Performing

30. 5 stage model of group development

31.  The team meets and learns about the
opportunities and challenges, and then
agrees on goals and begins to tackle the
tasks.Team members tend to behave quite
independently.They may be motivated but
are usually relatively uninformed of the issues
and objectives of the team.Team members
are usually on their best behavior but very
focused on themselves.

32.  In this stage "...participants form opinions
about the character and integrity of the other
participants and feel compelled to voice these
opinions if they find someone shirking
responsibility or attempting to dominate.

33.  "Resolved disagreements and personality
clashes result in greater intimacy, and a spirit
of co-operation emerges ". In this stage, all
team members take the responsibility and
have the ambition to work for the success of
the team's goals.They start tolerating the
whims and fancies of the other team
members.They accept others as they are and
make an effort to move on.

34.  "With group norms and roles established,
group members focus on achieving common
goals, often reaching an unexpectedly high
level of success"" By this time, they are
motivated and knowledgeable.The team
members are now competent, autonomous
and able to handle the decision-making
process without supervision

35.  In 1977,Tuckman, jointly with Mary Ann
Jensen, added a fifth stage to the 4
stages: adjourning,that involves completing
the task and breaking up the team (in some
texts referred to as Mourning).

36.  Group decision-making (also known as
collaborative decision-making) is a situation
faced when individuals collectively make a
choice from the alternatives before them..

37. Process of decision making

38.  DecideThe leader of the group uses other
group members as sources of information,
but makes the final decision independently
and does not explain to group members why
s/he required that information.
 Consult (individual)The leader talks to each
group member alone and never consults a
group meeting. S/he then makes the final
decision in light of the information obtained
in this manner.

39.  Consult (group)The group and the leader
meet and s/he consults the entire group at
once, asking for opinions and information,
then comes to a decision.
 FacilitateThe leader takes on a cooperative
holistic approach, collaborating with the
group as a whole as they work toward a
unified and consensual decision.The leader is
non-directive and never imposes a particular
solution on the group. In this case, the final
decision is one made by the group, not by the
leader.

40.  DelegateThe leader takes a backseat
approach, passing the problem over to the
group.The leader is supportive, but allows
the group to come to a decision without their
direct collaboration.

41. TECHNIQUES OF GROUP DECISION MAKING
•Brain storming
•Nominal group technique
•Electronic meetings
•Interacting groups

42. •Brainstorming is a group technique by which efforts
are made to find a conclusion for a specific problem
by gathering a list of ideas spontaneously
contributed by its member.
•Generate as many ideas as possible, suspending
evaluation until all the ideas have been suggested.
Brainstorming

43. •Individuals silently list their ideas.
•Ideas are written on a chart one at a time until
all ideas are listed.
•Discussion is permitted but only to clarify the
ideas. No criticism allowed.
•A written vote is taken
Nominal group technique

44. • Most of the decision making in a group
happens in a meeting.
•The most important advantage is that the
members can interact face to face.
• Disadvantage is that the decisions taken in
interacting groups are affected by group
think, pressure to conform etc.
INTERACTING GROUPS

45. Electronic meetings
•The members of the group interact with the help of
computers through connected computer terminals.
•Projector screen is used to show the individual
comments and votes on an issue.
•This method reduces group think and the time
wasted in socializing the meeting.

49.  Forming
 Storming
 Norming
 Performing

50. Group
 Leadership formally
framed
 Accountability
individual
 Performance – sum of
individual outputs
 Skills – diversified
Team
 Leadership socially
framed
 Accountability- shared
and individual
 Performance –
collective
 Skills- complementary