Foundations of Group

Behavior &
Understanding Work
Team

NISHA HARIYANI
Definition of a Group

A collection of individuals, the

members accept a common
task, become interdependent
in their performance, and
interact with one another to
promote its accomplishment
Harold H. Kelley
and J.W. Thibaut
The Nature of groups

Three views :

 Normative views describes how a group is

to be organized and how its activities are to
be carried out.

 Group dynamics consists of a set of

techniques.

 Regarding internal nature of groups

Dynamics of Group Formation
 Theory of Propinquity- People associate with
one another due to geographical proximity.
 Balance Theory- People who have similar
attitudes toward certain objects and goals tend to
form a group.
 Exchange Theory- The reward-cost outcomes of
interactions serve as the basis for group formation
 Various Types of Groups

Formal groups Informal Groups  Small groups

 Large groups
 Primary groups
 Command  Friendship
 Secondary groups
groups groups
 Coalitions
 Task groups  Interest groups
 Membership groups
 Reference groups
 Formal Groups
 These groups are formed by the organization to
 carry out specific tasks.
 It includes two types:
 Command group
 Task groups
Formal Groups contd…
Command Group:
 Represented in the organization chart.
 Permanent in nature.
 Members report to common supervisors.
 Functional reporting relationship exists.

Task groups:
 Formed to carry out specific tasks.
 Temporary in nature.
Informal Groups
 Informal groups are formed by the employees

themselves. Hence they are not formally

structured.
They are of two types:
 Friendship groups
 Interest groups
 Other types Include
Small groups:
 Only a few members.
 Face-to-face
interaction and better
communication is
possible.
Large groups:
 Members is very
high.
 Personal interaction
is not possible.
Primary group:
 It is made up of members who have similar and
loyalties and has a feeling of friendship towards
each other.
Secondary groups:
 They share same values and beliefs, but because
of the size of the group, they do not interact often
with each other
Coalitions:
 They are created by members for a specific
purposed and do not have a formal structure.
Membership groups:
 They are the groups to which individual actually
belongs.
Reference groups:
 It is actually the groups to which an individual
would like to belong.
Stages of Group Development
Stages of Group Development
The five-Stage Model:
Adjourning/Mourning
Completion, ending or evolution

Performing
Achieving the purpose
Norming
Agreeing purpose and conduct

Storming
Resolving differences

Forming
Initial meeting together
 Punctuated Equilibrium Model

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

 It helps shape the behavior of its members,

predict the behavior and guide the performance of
the group as a whole.
 Formal leadership
 Leader’s behavior has a significant impact on
the group behavior and performance
 Style of a leader is imitated by the members of

the group.
Roles
 Set of behavior pattern which an individual
occupying a certain position in society is
expected to display.
 Dimensions of role are:
 Role Identity
Role perception
Role Expectations
Role Conflict
 Norms

Acceptable standards of behaviour within a group

that are shared by the group’s members.

 Norms pertaining to performance related process

 Appearance norms
 Norms pertaining to informal social arrangements
 Norms that regulate the allocation of resources
 Status
A socially defined position or rank given to groups or
group members by others.
Example : a cabin of one’s own an air conditioner etc
Size of a Group
Groups of 5-7 members exercise the best
elements of both small and large groups.

 Social Loafing - The tendency for individuals to

expend less effort when working collectively than
when working individually.
 Composition of a Group
 Most group activities
require a variety of
skills and knowledge.
Research studies show
that heterogeneous
groups are likely to
perform more
effectively.
 Group Tasks

 The effectiveness of a group is influenced by the

complexity and the interdependence of the task to
be performed by its members.
Large groups facilitate pooling of information e.g.
addition of a diverse perspective to a problem-
solving committee.
Group Processes
 The processes that go on within a work group
e.g. communication patterns, group decision
processes, leader behaviour, power dynamics,
conflict interactions etc.

 Synergy.

 Social

facilitation effect.
 Dynamics of Informal Groups
Norms and roles in informal
groups

 Norms:

Roles: sharper, plant,

monitor evaluator, team
worker, implementer, co
coordinator, complete fisher,
resource investigator,
specialist
Significance of Informal Groups:
 Informal group are quite powerful and influential
because the members of the group have a lot in
common and depend on each other to carry our
organizational activities.
 Difficulties and problems
Associated with informal Groups
 Prevent organizational changes

 Role conflict

 Increased scope for rumor

 Pressure to conform to group norms

 Dynamics of formal work Groups
Although group dynamics is generally associated
with informal norms and roles, formally
designated work groups also have noticeable
dynamics.

Example: Committee
 Positive Attributes of Committees
 It facilitates the integration of the ideas and
opinions of the members.
 It brings together people with varied experience,
knowledge and abilities.
 It helps in the development and growth of human
resources
 It helps in the development and growth of human
resources
Negative Attributes of Committees

 very time-consuming and costly.

 responsible for a bad decision or mistake
Understanding Work Teams
 Definition of Work Teams
A small number of people with
complemen-tary skills who are committed
to a common purpose, common
performance goals, and an approach for
which they hold themselves mutually
accountable”.

-G. Moorhead and R.W. Griffin

 Benefits of Work Teams

• Enhanced performance
• Employee benefits
• Reduced costs
• Organizational
enhancements
Team Versus Group: What’s the
Difference

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
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.
Self-Managed Work Teams
Groups of 10 to 15 people who
take on the responsibilities of
their former supervisors.
Types of Teams (cont’d)

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

• Task forces

• Committee
s
Types of Teams

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

• Providing a supportive environment:

•. Relevant skills and role clarity:
• Focus on superordiante goals.
• Team rewards:
 Shaping Individuals Into Team
Players

 Selection:
Good interpersonal skills
 Training:
Can be trained by specialists
 Rewards:

Financial or non financial rewards

 Applying Group Concepts to Teams:
Towards Creating Effective Teams

 Size of work teams

 Abilities of members
 Allocation of work roles
 Strong commitment to a common purpose
 Specifying clear and realistic performance
goals
 Good leadership and effective structure
 Preventing social loafing and determining
accountability
 Proper evaluation and reward systems
 Generating mutual trust among team
members
 Teams and Total Quality
Management
 TQM means process improvement and
employee involvement is the key to process
improvement.
 Teams and Workforce Diversity

Diversified teams provide unique and

innovative solutions, but at the same time,
they are cohesive.
 Teams and Workforce Diversity
Disadvantages
Advantages Ambiguity
 Multiple perspectives Complexity
 Greater openness to Confusion
new ideas interpretations
 Multiple interpretations Miscommunication
Difficulty in reaching a
Increased creativity
 Increased problem single agreement
actions solving skills Difficulty in agreeing on
specific