UNIT III (OB) Foundations of Group Behaviour

Whole is greater than the sum of its parts. Individuals and groups constitute the human resource foundations of organizations. A Group is a collection of two or more interaction individuals with a stable pattern of relationships between them, who share common goals and who perceive themselves as being a group. Thus, Group Characteristics are: INTERACTION AMONG MEMBERS SHAREDD GOALS PEOPLE SEE THEMSELVES AS MEMBERS TWO OR MORE PEOPLE TYPES OF GROUP (I) FORMAL AND INFORMAL GROUPS A designated work group defined by the organizations structure. A distinctive stature of formal groups is that a hierarchy of authority exists with specified member rules & regulations. These are two main types: i) COMMAND GROUPS: The manager and his or her immediate subordinates. ii) TASK GROUPS: Those working together to complete a job task AN INFORMAL GROUP, also called a clique, relates to natural formations in the work environment which appear in response to the need for social contract.

GROUP

(II) INTERACTING, COACTING AND COUNTER ACTING GROUPS: In an interacting groups the work of one group member is contingent upon that of the others. Ex: ASSEMBLY LINE WORKERS In co-acting groups, the work of individual group members is independent, such as jobshop operations. Counter-acting groups are those that interact to reconcile mutual differences such as labour-management negotiating techniques. (III) OPEN AND CLOSED GROUPS These are two extreme points at one end is open group, which is in a constant state of change while in closed group, it is quite stable.

(IV) MEMBERSHIP AND REFERENCE GROUPS: Membership groups are those to which the individual actually belongs, while Reference groups is the one with which one identifies or would like to belong. (V) IN-GROUPS AND OUT-GROUPS The group to which one belong are in groups, and groups to which they do not are outgroups, especially if they look upon them with certain amount of antagonism.

Why do people join groups?

There is no single reason why people join groups. Since most individuals belong to different groups, So they have different attractions towards these. MOST POPULAR REASONS: Proximity, Interaction & Influence Security Esteem Affiliation Power Identity Huddling. Determinants of Group Behaviour. Group Task Group Member Resources External Conditions Imposed on Groups Group Structure Group Processes . Performance And Satisfaction.

Explanation:Several variables influence Group Performance and satisfaction External Conditions A Group is a Subsystem of a formal organization. All elements of the Organisation will have their influence on a group such elements include ORGANIZATION STRATEGY AUTHORITY STRUCTURES FORMAL REGULATIONS ORGANIZATIONAL RESOURCES PROCUREMENT OF PERSONNEL PERFORMANCE APPRAISAL $ REWARD SYSTEM ORGANIZATIONAL CULTURE PHYSICAL WORK SETTING GROUP MEMBER RESOURCES Group performance depends, to a considerable extent, on the member resources. It comprises: ABILITIES OF MANAGERS PERSONALITY CHARACTERISTICS GROUP STRUCTURE Work groups are organized systems they have a structure that shapes the behaviour of members and makes it possible to explain and predict a large portion of individual behaviour within a group as well as of groups performance. It include: LEADERSHIP INTERPERSONAL COMPATIBLITY ROLES STATUS CONGRUENCE GROUP SIZE

GROUP PROCESS Yet another variable in the group behaviour model is group process. Group processes refer to the communication patterns used by members for information exchanges, group decision processes, leader behaviour etc.

GROUP TASKS Groups facilitate organizational task accomplishment. Group performance depends on the type of task it is involved in Types of Tasks: 1) On the basis of time frame: Short term & long-term Routine 2) Task Requirements Complex 3) Task Objectives. GROUP DEVELOPMENT Groups are formed and developed through several stages. The process of developing a feaur group form a group of strangers to a unit of cohesive and well coordinated teaur members requires time and a great deal of intersection among group members. STAGES OF GROUP DEVELOPMENT: PRE-STAGE FORMING-I O O O O O

O O
O O

O
O

STORMING-II

O O

Performing -V NORMING-III

O O O
ADJOURNING-V

O O

There is an alternative theory of group development

New Task New Members Mutual Acceptance

Control and Organization STAGES OF GROUP DEVELOPMENT

Communication and Decision Making

Motivation and Productivity

GROUP NORMS

Group norms are a set of beliefs, feelings and attitudes commonly shared by group members. These are also referred to as rules & standards of behaviour that apply to group members. Norms serve three functions in groups: Predictive Control Rational. As first, norms provide a basis for understanding behaviour of others Second, norms regulate the behaviour of members. Finally, some norms define relationships among roles. HOW DO NORMS DEVELOP? Carry over from Other experiences Primacy first behavioral Precedents

GROUP NORMS
Explicit Statements from leaders Or members. Critical Events in Groups history Why are norms strongly enforced? Once norms are established, they are enforced on members particularly when these help groups meet their twin aims of performing successfully and keeping morale high. Group success Reflect preferences of supervisor Predict behaviour expected Avoid embarrassing interpersonal

GROUP COHESIVENESS

A characteristic feature of groups which is particularly important for the behaviour of their members is COHESIVENESS Extent to which the members are attracted to each other. It is the degree to which members are attached to and motivated to remain a part of a group. SOURCES OF COHESIVENESS:Group cohesiveness can be affected by factors: INTERACTION THREAT SEVERITY OF INITIATION CO-OPERATION SHARED GOALS ATTITUDES $ VALUES SIZE CONSEQUENCES OF GROUP COHESIVENESS These are both positive & negative. +VE Increased morale in cohesive groups. Next is, its effect on productivity. Easy communication flow in such a group. Conformity and Influence are the benefits of cohesive groups. -VE Group think is a biggest problem. Lower productivity is crucial when performance norms are low.

DECISION MAKING IN GROUPS:One of the Key activities in which group members engage is the making of decisions. MEANING OF DECISION MAKING:Decision making is the process of choosing a course of action froms among alternatives It is important to understand decision making process in the organizational behaviour because choice processes play a vital role in communication, motivation, leadership, and other aspects of individual, group and organizational interfaces. DECISION MAKING PROCESS DIGNOSE THE

PROBLEM DEVELOP ALTERNATIVS EVALUATE ALTERNATIVES AND SELECT THE BEST ONE IMPLEMENTING AND MONITORING DECISION MAKING STYLES:Managers exhibit different styles as decision makers. These are observed at two stages: (a) DIAGNOSING THE PROBLEM It involves two styles: SENSATION TYPES INTUITIVE TYPES (b) EVALUATIONOF THE ALTERNATIVES Thinking types. Feeling types HOW DO GROUPS MAKE DICESIONS Decision by lack of response Decision by authority rule Decision by minority Decision by majority rule Decision by consensus Decision by unanimity

1} 2} 3} 4} 1)

ADVANTAGES OF GROUP DECISION MAKING: Greater knowledge base for problem solving. Greater number of approaches available to a problem. Group allows increased participation of people. Better understanding of final decision. DISADVANTAGES OF GROUP DECISION MAKING: More time consuming.

2) 3) 4)

A social pressure to conform. Dominate nature of a member. Group decisions are sometimes. UNDERSTANDING WORK TEAMS

What it is a team? A team is a small number of people with complimentary skills who are committed to a common purpose, common performance goals, and an approach for which they hold themselves mutually accountable. Teams are also known by other teams such as empowered teams, self-directed teams and self-management teams. So, A team includes few people, same as a small group, because the interaction and influence processes, vital for a team to function, when the number of members are small. FEATURERS OF TEAM They are empowered to share various management and leadership functions. They plan, control and improve their own work processes. They set their own goals and inspect their own work. They after create their own schedules and review their performance as a group. They usually order materials, keep inventorus and deal with suppliers. They are frequently responsible for acquiring any new training they might need. TEAMS V/S GROUPS Ina group, work performance typically depends on the work of individuals while in a team, it depends on both individual contributions and collective efforts of team members. In a group it is individual performance and then leader is accountable. While in a team, the entire team is accountable. Group members may share a common goal, but team members share a common commitment to purpose.

1] 2] 3]

BENEFITS OF TEAMS Several benefits accrue to organization from teams. THE PROMINENT ONES ARE Enhanced performance. Employee benefits. Cost Reduction Organizational Entrancements. (Which includes increased innovation, creativity and flexibility). Empowered teams are catching on among Indian managers titan, Reliance, ABB, Tata Information system. TYPES OF TEAMS The wide spread popularity, has led to the success and stay of teams.

WORK TEAMS:- These are primarily concerned with the work done by the organization such as developing and manufacturing new products. PROBLEM-SOLVING TEAMS:- These are temporary teams established to attack specific problems in work place. After solving the problem, the team is usually disbanded. MANAGEMENT TEAMS: These consist of managers from various areas and coordinate work teams. They are relatively permanent because their work does not end with the completion of a particular project or the resolution of a problem. VIRTUAL TEAMS: These are the teams that may never actually meet together in the same room-their activities take place on the computer via teleconferring and other electronic information system. Implementing teams in Organizations Creating teams is no easy task Forming a team requires the right combination of skilled people and individuals who are willing to work together with others as a team.

PROVIDE ONGOING ASSISTANCE FORM AND BUILD THE TEAM CREATE PERFORMANCE CONDITIONS MAKING THE DECISION

PHASES IN CREATING TEAMS

POWER $ POLITICS:

Power is understood as the ability to influence other people and events. According to white and Bednar, Power is the ability, to influence people or things, usually obtained through the control of important resources. This Implies:(1) A potential that need not be actualized to be effective. (2) A dependent relationship. (3) The assumption that the second party has some discretion over his or her own behaviour. POWER DYNAMICS:The dynamics of power can be studied from several angles. DISTRIBUTION: There is no rational in the distribution of power among organizational members. [Some may yield more power than others] An individual cannot have power at all times and at all places. DEPENDANCY:The greater the dependency of an orgn on a limited number of individuals, the greater the power these individuals enjoy. UNCERTAINTY:Organisation seeks to avoid uncertainty as far as possible. People who can absorb uncertainty wield more power. COMPLIANCE:Compliance element of dynamics of power can be described as: Of all the types of power, people generally comply with legitimate power. POWER INDICATORS:It is difficult to tell when power is being used. Those who use power usually do not want others to know about it. People tend to resist the use of power when they see themselves being influenced in a way that is contrary to their own destines. DETERMINANTS OF POWER:- (Expertise) (Individuals who possess better knowledge and expertise can exert better influence in situations where their knowledge is important) REWARD POWER. COERCIVE POWER. REFERENT POWER. LEGITIMATE POWER. EXPERT POWER. CONSEQUENCES OF POWER:The distribution of power can also be assessed by examining the consequences of a decision making power. Budget allocations. Win Loss record in debated issues. Ability to authorize exceptions to policy. Authority to hire and fire others.

SYMBOLS:Examining how many symbols of power they possess can assess the power of different individuals. Symbols include such thins as titles, office, size, location, furnishings etc. REPUTATION:Another way of assessing power in organization is to ask members of the organization who possess the greatest power or exerts the greatest influence. BASES OF POWER: Where does power come from? Why can some individuals prevail upon others in the allocation of resources or in the hiring and promotion of personal friends? Answer to all these is that power can be derived from five sources: Reward power Coercive power Legitimate power Referent power Expert power ACQUISITION OF POWER:It is everybodys knowledge that some people enjoy more power than others. They do so by:DOING THE RIGHT THINGS EXTRAORDINARY ACTIVITIES VISIBLE ACTIVITIES RELEVANT ACTIVITIES CULTIVATION THE RIGHT PEOPLE SUPERIORS SUBORDINATES PEERS COALESCING CO-OPTING

POLITICS:Closely related to power is politics relates to the ways people gain and use pwer in organizations. DEFINITION:Politics or political behaviour in organ is that it refers to those activities that are not required as part of ones formal role in the organization, but the influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.

IMPLICATIONS OF THIS DEFINITUION:-

(1) Political Behaviour is outside ones specified job requirements. (2) Efforts to influence the goals, criteria, or processes used for decision making that will result in the distribution of advantages & disadvantages in the organisation. POLITICAL BEHAVIOUR

LEGITIMATE

ILLEGITIMATE

First includes normal everyday politics complaining to ones superiors, forming coalitions etc. Second includes the behaviour which is extreme and violate the implied of the game. POLITICAL STRATEGIES:There are several political strategies the individuals and submits who want to exhibit political behaviors can select from a long list of strategies. WHICH STRATEGY IS THE MOST EFFECTIVE DEPENDS ON THE SITUATION. Control The Agenda Select The Criteria For Making Decisions Control Access To Information Use Of Outside Experts Control Access To Influential People Form A Coalition Co-Opt The Opposition Manipulate Symbols By Re-Defining Them FUNCTIONS OF ORGANIZATIONAL POLITICS:Organization, is the collection of individuals who pursue individual as well as common goals. It is a network of individuals with widely different interests attempting to deal with a host of inconsistent demands from within and outside the organisation. Organizational polities helps these people to adapt and helps the organization to succeed in ways that the formal structure alone cannot. FUNCTIONS: Overcome personnel inadequacies Copy with change Channel personnel contacts Substitute for formal authority

ETHICS OF POWER AND POLITICS:Discussion of power and politics is incomplete without Ethics. USE OF POWER POLITICAL NON-POLITICAL

Power is non-political in use, when it remains within the boundaries of formal authority, Organizational policy& procedures. Shile, when the use of power moves outside the realm of authority, policies & procedures-is directed towards and not sanctioned by the organization. E Ethics needs to be included. A persons behaviour must satisfy 3 criteria Criterion of utilitarian outcomes Criterion of individual rights Criterion of distributive IMPLICATIONS FOR PERFORMANCE & SATISFACTION.:Power and politics are inevitable concomitants of coary organizations. It has both functional & dysfunctional roles. Example: Expert power has have influon employees performance & satisfaction. It provides an ideological framework to an organization for determining the allocation, distribution & maintenance. But, it may also weaken morale, demotivate the employees, victims & victors. LIMITING THE EFFECTS OF POLITICAL BEHAVIOUR:CONSTRAINING STRATEGY POLITICAL BEHAVIOUR Open Communication Reduction of Uncertainty Awareness Role Model Watch on game

EFFECTS OF POLITICAL BEHAVIOUR

CONFLICT
An Organisation is more stable if members have the right to express their differences and solve their conflicts within it. -MACHIAVELLI CONFLICT:Conflict is a part of everyday life of an individual or of an organization. It has considerable influence on employee behaviour performance and satisfaction. NATURE OF CONFLICT:Conflict may be understood as collision or disagreement Conflict may be Within an individual when there is incompatibility between his own goals or events. Interpersonal Conflict. May be between two individuals. (when one does not see eye to eye with another) Interpersonal Conflict Or in the process; between different groups in an Organization CONFLICT IN THE WORDS OF: CHUNG AND MEGGINSON: The Struggle Between Incompatible Or opposing needs, wishes, ideas, interests, or People. Conflict Arises When Individuals Or Groups Encounter Goals That Both Parties Cannot Obtain Satisfactorily. FUNCTIONAL AND DYSFUNCTIONAL CONFLICT:FUNCTIONAL CONFLICT:- It refers to confrontation between two ideas, goals and parties that improve employees and the organizations performance. Well managed conflict helps workers anticipate and solve problems. Construction conflict is crucial for effective functioning of organization like: Conflict increases awareness of what problem actually exists Conflict motivates organizational members to consider problems by giving them a focus. Conflict promotes change. Conflict enhances morale & cohesion Conflict stimulates interest & Creativity. It adds to the fun of working with others.

There is a relationship between Conflict and Organizational performance ORGANIZATIONAL PERFORMANCE IS low when conflict is extremely high or low. HIGH ORGANIZATIONAL PERFORMANCE B

A LOW

C HIGH

LOW Level of Conflict

DYSFUNCTIONAL CONFLICT: Conflict is inevitable in organizations. But without an effective means for handling it, it can tear relationships apart and interfere with the exchange of ideas, information etc. THE PROCESS OF CONLICT Stage I Potential opposition Stage II Cognition Perceived Conflict Stage III Behaviour Stage IV Outcome Increased group Performance

Reasons for Conflict Exist

Overt Conflict

Felt Conflict

Decreased group

performance LEVELS OF CONFLICT: Intra Individual Conflict Intra Individual Conflict Inter Group Conflict. INTRA INDIVIDUAL CONFLICT Ie Conflict within an individual it arises from:Frustration Numerous roles demanding equal attention Goals. Conflict from Frustration arises when a motivated drive is blocked before a person reaches a desired goals and it may be in any form AGGRESSION WITHDRAWL FIXATION COMPROMISE Goal Conflict It is more complex than from frustration it takes these forms. 1} Approach approach conflict 2} Approach avoidance conflict 3} Avoidance avoidance conflict.

+
Person

Person

+
+

Person

INTER PERSONAL CONFLICT Inter individual conflict occurs between two individuals in an Organisation. It arises mainly because of differences in perception, temperaments, personalities, value systems, socio cultural factors role ambiguities. The phenomenon of inter personal conflict can be explained as :TRANSACTIONAL ANALYSIS JOHARI WINDOW STROKING LIFE POSITIONS. TRANSACTIONAL ANALYSIS:When two people interact with each other there results a social transaction Analysis of the social transactions is called the transactional Analysis Formally; transactional Analysis (TA) is The study of moves people make in their dealings with each other and is based on the idea that peoples interactions resemble moves in games. EGO STATES:Basic to TA is the assumption that a person has three ego states. PARENT EGO ADULT EGO CHILD EGO The parent EGO State:- Represents the part of a persons personality that is authoritative, over protective, murmuring ie _____________ taught ego state. The adult ego state:- Represents the nature, rational and objective part of persons personality ie______________ thinking ego state. The child ego state:- Represents the childish, dependent, and immature part of a persons personality. Ie _____________ felt ego state. Social transactions:According to Berne, people interact with each other from the child, adult or parent ego state. Depending upon the kinds of ego states involved, the interaction can be.

P A
R

P A C

P A
R S

P A C
CROSSED Transactions

P A C

P A C
ULTERIOR

COMPLIMENTARY

JOHARI WINDOW Developed by Joseph Luft, this model is highly useful in analyzing the causes for interpersonal conflict. The person knows The person does not About others Know about others The person knows About himself Or Herself The person does Not know about Himself Or Herself. OPEN SELF HIDDEN SELF BLIND SELF -

OPENSELF

HIDDEN SELF

BLIND SELF

UNDISCOVERED SELF

PUBLIC AREA PRIVATE OR SECRET AREA BLIND AREA DARK AREA

UNDISCOVERED

LIFE POSITIONS Each of the individual tends to exhibit one of four life positions. The life positions influences one behaviour when they interact with others. Life position stems from a combination of two viewpoints. 1) How people view themselves. 2) How do they view other people in general. Positive

I am ok you are not ok

Negative

I am ok you are ok I am not ok you are not ok

I am not ok you are not ok

Negative STROKING It refers to recognition of ones presence by others.

Positive

Strokes may be positive or negative. The stroke that makes one feel cheerful is a positive stroke. Like: - Words of recognition, affection, cuddling, pat on the back, pleasant smile. Criticism, hatred and & cold are examples of negative strokes. People need strokes, mainly positive ones, but not always. In the absence of positive strokes, people seek negative strokes, mainly because of quilt or lack of self-image. INTER GROUP CONFLICT Inter group conflict, also called organizational conflict refers to the conflict between two groups, departments, or sections in an organization. The reasons for inter group conflict are:1) Task Inter dependence 2) Goal Incompatibility 3) Competition for limited Resources 4) Competitive Reward systems 5) Line and staff 6) Intra personal and Inter personal conflicts.

Negotiation
Wallton and Mckersie have defined negotiation as the deliberate interaction of two or more social units in an attempt to reach a jointly acceptable position on some conflicting issues A little more complicity is involved when two people, such an employee and manager, sit down to decide on personal performance goals for the next year against which the employees performance will be measured. Even more complex are the negotiation that take place between labour unions and management of a company, or between two companies as they negotiate the term of a joint-venture. In modern organization, negotiation process is commonly used for resolving differences, allocating resources and taking other decision. Negotiation, in fact is a decision making process among interdependent parties who do not share identical preferences. Bargaining may be of two types:-Distributive & integrative Traditional or distribution bargaining is concerned with the distribution of benefits eg: wages, commission etc. Integrative bargaining, on the other hand is covered with subjects of group mutual interest to both parties and typically involves a problem-solving mode of reconciling conflicts. Ex:-issues of integrative bargaining are allocation of work resources and loads, design of interesting job, provision for greater employee control. Integrative bargaining builds long-term relationships and facilitates cooperation between the parties, it bonds negotiators and allows each to leave the bargaining table feeling that he has achieved a victory.

NEGOTIATION SKILL AND STRATEGIES:The traditional approach to negotiation has been of win-lose type because it was assumed that gain by one party is the loss of the other.
Both the parties compromise is each agrees to give up something of value to the other. But the modern approach calls for win-win solution to the problems between the parties. It can be done by conformation of the issues and the use of the spirit of problem solving to reconcile difference.