ORGANIZATIONAL

BEHAVIOR
Submitted by:
Dipraj sinha
Megha arora
Pulkit Kelaneya

ORGANIZATIONAL GROUP

Group is the aggregation of two or more

interacting individuals

work for common goals,

develop a shared attitude

are aware that they are a part of an organization

and perceive themselves as such

FEATURES OF A GROUP
Perception
Motivation
Group

Goal

Group

organization

Interdependency
Interaction

FORMATION OF GROUPS

 According

to Five stage model of group

development, groups go through five stages during

development process
Forming

is the initial stage when group members

first come in contact with others and get

acquainted with each other
Storming

is the next stage, characterized by high

degree of conflict among the members. Members

often show hostility towards each other and resist
control

Norming is the third stage during which the group

members become closer to each other and the group starts
functioning as a cohesive unit. They identify themselves
with the group and share responsibility

Performing is the fourth stage when the group is finally

ready to start working. As the group is now fully formed
after resolving their internal conflicts of acceptance and
sharing responsibility, they can now devote energy to
achieve its objectives

Adjourning is the final stage when the group after

achieving the objectives for which it was created, starts to
gradually dissolve itself

TYPES OF GROUPS
Groups can be of two types :

Formal Group

Informal Group

FORMAL GROUP
A

group defined by the organizations structure

With

designated work assignments establishing

tasks
There

is a pattern of communication

There

are some rules and regulations

SUB-DIVISION OF FORMAL GROUPS

Command

Group: managers, supervisors &

subordinates
Task

group: Employees working together to

complete a task
Committees:

Set for some special projects on

a regular basis

INFORMAL GROUP
Formed

by the members and not by the

management
Arise

spontaneously

Flexible
Have

own structure

There

are no specific rules or regulations

SUB-DIVISION OF INFORMAL
GROUP

Interest group: group of employees band together to seek

some common objective like protesting/joining a union, etc

Friendship Group: When employees share common

interests like sports, music etc

Reference Group: Groups with which individuals

compare themselves with. For eg- middle level executive
compares himself with high lever executive and longs for
the perks enjoyed by the latter. These groups might exist
inside as well as outside the organization

GROUP DECISION MAKING

GROUP DECISION MAKING

TECHNIQUES

Brainstorming- idea generation process that specifically

encourages any and all alternatives while withholding any
criticism of those alternatives

Nominal group technique- individual members meet face to

face to pool their judgments in a systematic but independent way

Electronic meeting- members interact on computers, allowing

for anonymity of comments and aggregation of votes

Interacting- typical groups in which members interact with

each other face to face

HOW DO GROUPS MAKE

DECISIONS?

Group Size: not too large, nor too small for effective decision
making

Group Composition: higher status of some group members,

in terms of background or expertise, influences the other
group members opinions

Unanimity of group Consensus: A united group exerts

greater pressure to confirm than a group divided by
disagreement

The Risky Shift: People tend to make more risky decision as

a group, rather than as an individual

ADVANTAGES
More

diversity of views

Increased
Higher

information

quality decisions

Improved

commitments

DISADVANTAGES
Dominant
Unclear
Time

individuals

responsibility

and money costs

Conformity

pressures

TYPES OF TEAMS

Teams can be classified according to

their objectives:

Problem solving teams-

Group of 5-12 employees- same

department-meet for a few hours each
week-discuss ways of improving
quality, efficiency and the work
environment

Self managed teams

Groups of 10-15 people-take on the

responsibilities of their former

 Cross-functional

teams

Employees from about the same

hierarchical level-but from
different work areas-come
together to accomplish a task
Virtual

teams

Teams that use computer

technology to tie together
physically dispersed members in
order to achieve a common goal

Context

Adequate Resources

Leadership and structure

Climate of trust

Performance evaluation and reward system

Composition

Abilities of members

Personality

Allocating roles

Diversity

Size of teams

Member flexibility

Member preference

Work Design

Autonomy

Skill variety

Task identity

Task significance

Process

Common purpose

Specific goals

Team efficacy

Conflict levels

Social loafing

TEAM
EFFECTIVENESS
MODEL

EFFECTIVENESS

FOR TEAM EFFECTIVENESS AND

QUALITY MANAGEMENT
The teams should be:
Small

enough to be efficient and effective

Properly

trained

Allocated
Given

enough time to work on problems

authority to resolve problems and take

correction action

REFERENCES

Organizational Behavior 15th edition by Stephen

P Robbins, Timothy A.Udge

THANK YOU