Work Groups formal and informal groups and stages of group development, Concept of Group Dynamics, Group conflicts and group decision making

1. GROUP BEHAVIOR AND GROUP
DYNAMICS
Dr. Kiran Kakade
Assistant Professor (HR) ,TIMSR Mumbai

3. INDIVIDUAL LEVEL
Personality
Perception
Attitude
Value
Motivation

4. GROUP LEVEL
Group Behavior
Group Dynamics
Group decision making
Group Vs Team
Team Effectiveness

9. OUR PRIMITIVE LEARNING !

10. WISDOM OF GOOSE

13. DEFINING AND CLASSIFYING GROUPS
 Group as two or more individuals, interacting and
interdependent ,who have come together to
achieve particular objectives.
 Groups can be either formal or informal
 Formal group define by the organization structure with
designated work. In formal group the behavior team
members should engage in are stipulated by and
directed towards organizational goals.
 Informal group is neither formally structured nor
organizationally determined .Informal group are natural
formation in the work environment that appear in need
to for social contact

16. OTHER TYPES OF GROUPS
 Interest group: The people may affiliate to attain a
specific objective with each individual is concerned
 Friendship Groups: Group often develop because
individual member have one or more common
characteristics.

19. KURT LEVIN WAS A SMART DUDE
B = f(P,E)
Behavior is a function of
personal qualities and social
environment

20. SOCIAL IDENTITY THEORY
 Our tendency to take personal pride or offence for
the accomplishment of a group in the territory of
social identity theory.
 Social identity theory proposes that people have
emotional reactions to the failure or success of their
group because their self esteem gets tied into the
performance of the group.
 Similarity
 Distinctiveness
 Status

28. STAGES OF GROUP DEVELOPMENT
 Orientation: Forming
 Conflict: Storming
 Structure: Norming
 Work: Performing

29. DISSOLUTION: ADJOURNING
TASK

30. DISSOLUTION: ADJOURNING
TASK

31. ALTERNATIVE MODEL FOR TEMPORARY GROUPS WITH
DEADLINES
 Punctuated Equilibrium model

32. PUNCTUATED EQUILIBRIUM MODEL
 A set of phases that temporary groups go through
that involves transition inertia and activity
 Phase 1: The first meeting sets the group direction ,
and then a framework of behavioral patterns and
assumption through which the group will approach its
project emerges
 Phase 2: The transition sets a revised direction phase 2
,a new equilibrium or period of inertia in which the group
executes plans created during the transition period.
 The group last meeting is characterized by final
burst of activity to finish its work.

34. GROUP PROPERTY 1 :ROLES
 A set of expected behavior pattern attributed to someone
occupying a given position in a social unit.
Shakespeare said ,“All the world’s a stage, and all the
men and women merely players.”
 Role Perception : Our view of how we are supposed to
act in a given situation is a role perception.
 Role Expectations : Role expectations are the way
others believe you should act in a given context.
 Role Conflict :When compliance with one role
requirement may make it difficult to comply with other,
the result is role conflict.

37. GROUP PROPERTY 2: NORMS
 Why employees don’t criticize their bosses in
public? Why not?
 “The group norms are acceptable standards of
behavior shared by their members that express
what they ought and ought not to do under certain
circumstances.”
1. Hawthorne Studies
2. Conformity
3. Deviant Workplace Behavior

40. CONFORMITY
 The adjustment of ones behavior to align with
norms of the group

41. DEVIANT WORKPLACE BEHAVIOR
 Voluntary behavior that violates significant
organizational norms and, in so doing ,threatens
the well being of the organization or its members.
 It is also called as antisocial behavior or workplace
incivility
 A recent study suggests those working in a group
were more likely to lie ,cheat and steal than
individuals working alone.

44. GROUP PROPERTY 3: STATUS
Status Characteristics Theory
 A theory that states that difference in status
characteristics create status hierarchies within
groups
 The power a person wield over others
 A person ability to contribute to group goals
 An individual person characteristics

46. GROUP PROPERTY 4: SIZE
 Does the size of a group affects the group overall
behavior?
 Smaller groups are faster at completing tasks than
larger one and thus individual perform better in
smaller group than larger one.
 Social Loafing
 The tendency for individuals to expend less efforts when
working collectively than when working individually

50. GROUP PROPERTY 5: COHESIVENESS
 The degree to which group members are attracted
to each other and are motivated to stay in the group

52. COHESIVENESS OUTCOMES
 Want to remain members
 Willing to share information
 Strong interpersonal bonds
 Want to support each other
 Resolve conflict effectively
 More satisfied and experience less stress
Members of cohesive teams
.

53. GROUP DECISION MAKING

58. CONCLUDING THOUGHT
 "We've developed an incredibly
talented team of people running our
major businesses, and, perhaps
more important, there's a healthy
sense of collegiality, mutual trust,
and respect for performance that
pervades this organization.”
Jack Welch,
Former CEO of General Electric

59. THANK YOU