Individual and Group Behavior

Rahib Maruf Iftekhar Roll: 1 Muidur Rahman Roll: 15 Asif Imtiaz Roll: 29 Gaoher Aziz Hossainy Roll: 43

Individual Behavior
Each individual behaves differently This means that at work, each individual must be managed and motivated differently We study Individual behaviors through the study of Organizational Behavior (OB)
2

What is Organizational Behavior?

OB is the study of how people behave at work and within an organization Through OB we attempt to explain, predict and influence employee behaviors

Figure: Psychological Factors Affecting Employee Behavior

Important Organizational Behaviors

Employee Productivity: a performance measure of both efficiency and
effectiveness

Absenteeism: failure to show up to work. When absenteeism is high, profits fall,

work builds up, employee morale is low, and productivity falls

Turnover:

When turnover is high, productivity falls, work is disrupted, and recruitment, selection and training costs are incurred

Organization Citizenship Behavior (OCB): discretionary behaviors where

employees go above and beyond the call of duty to perform tasks that eventually help the organization

Job Satisfaction: an employees general attitude towards his work Workplace Misbehavior: any intentional employee behavior that is disruptive of
work and harmful to the organization or to individuals within the organization
4

Attitudes
Attitudes are reflections of ones inner state of mind They show how one feels about something, someone, some situation, etc Attitudes are of importance to managers for they show how employees feel about their work, coworkers, superiors, subordinates, work environment

Attitudes (Cont.)
Attitudes are made up of three components:
Cognitive: the beliefs, opinions or information held by a person. Affective: the emotional issues

Behavioral: the intention to behave in a certain way towards something or someone

Cognitive: Stealing is wrong. Affective: I do not want to steal. Behavioral: I do not work in that department because the employees there steal

Factors affecting OB
Growth Aspects

Money talks

Responsibility & Accountability

Job Security

Enjoyment

Recognition

Enjoyment

Co-workers

Working Hours and Conditions

Perks
7

Personality
Personality is a combination of emotional, thought and behavioral patterns unique to each individual that affects his/her reaction to situations and interactions with others Personality is usually expressed in terms of quantifiable traits There are two models of traits for explaining a persons personality 1. The Myers-Briggs Type Indicator (MBTI) 2. The Big Five Model

The Myers-Briggs Type Indicator (MBTI)

Social interaction: extrovert or introvert Preference for gathering data: sensing
or intuitive

Preference for decision making: feeling

or thinking

Style of making decisions: perceptive or

judgmental
9

The Big Five Model

1
Agreeableness (A)

2 Openness to Change (O)

Extraversion (E) 3 Conscientiousness (C) 4

5 Neuroticism (N)
10

Other Personality Factors

Locus of control Machiavellianism Self monitoring

Personality Factors

11

Emotions
Emotions are intense object/person specific feelings Emotions are important because they affect how we react to people and situations A manager must always be aware of the emotions of his subordinates, his customers, and his superiors

12

Emotions
Self awareness

Self management

Self motivation

Empathy

Social skills

13 Figure : Plutchik's Wheel of Emotions in 2D and 3D models

Perception
Perception is the process by which one gives meaning to ones environment by organizing and interpreting sensory impressions An individuals perception is influenced by personality, attitudes, motives, interest, experiences, and expectations Managers are more concerned with how individual perceive people than objects

14

Attribution Theory
Distinctiveness: whether an individual displays different behavior in different situations Consensus: whether everyone behaves similarly in such situations Consistency: is such behavior regular and consistent

Figure : Attribution Theory

15

Groups
Groups are formed when two or more interdependent individuals come together to achieve particular objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Groups may cooperate or compete with other groups.

16

Types of Groups
Formal groups: Work groups that have
designated work assignments and tasks directed toward organizational goals

Informal groups: Groups that are

independently formed to meet the social needs of their members

17

Why people Works in Groups?

Security:
By joining a group, individuals can reduce the insecurity of standing alone, feel stronger

Status: Inclusion in a group that is viewed as important by others provides

recognition and status for its members through association with the group

Self esteem: Groups can provide people with feelings of self worth Power:
What cannot be achieved individually often becomes possible through group action. There is power in numbers

Goal Achievement:

The wider skill and knowledge set of the group has a distinct advantage over that of the individual

Monitoring and Motivation:

Each member of the group monitors performance, takes corrective action where possible, and motivates others do their part 18

Teams
A team is a group whose members work intensely on a specific common goal
positive synergy

individual and mutual accountability

TEAM

complementary skills

19

How are Teams Formed and Developed?

Forming
First stage of group development, characterized by much uncertainty At this stage the group is at its least effectiveness
Is this group going to accomplish anything? Will I be accepted? Will my contributions be valued? Will I enjoy it? Is the leader competent?

20

How are Teams Formed and Developed?(Cont.)

Storming

cd
Aikido Style of Management Effective leaders deflect the conflict energy back to the group for resolution. These leaders let the group be in charge of the task, yet stay present to support members in learning how to handle conflict together. At key points during this stage, leaders remind the group of their common goals.

In the storming stage different ideas compete for consideration The team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept In the storming stage of a group, members are (often unconsciously) testing to see how their group will deal with conflict

ba

Leaders must answer the questions posed during this stage by skillfully turning the responsibility for the answers over to the group itself

21

How are Teams Formed and Developed?(Cont.)

cd
Groupthink
A type of thought within a deeply cohesive in-group, whose members try to minimize conflict and reach consensus without critically testing, analyzing, and evaluating ideas.

Norming
A norm is a conscious or unconscious habit that a group develops about the way it does its business Team members adjust their behavior to each other as they develop work habits that make teamwork seem more natural and fluid

Team members often work through this stage by agreeing on rules, values, professional behavior, shared methods, working tools and even taboos
If the norming behaviors become too strong and begin to stifle healthy dissent and the team begins to exhibit groupthink

ba

22

How are Teams Formed and Developed?(Cont.)

Performing

Hallmarks of high performing teams are:

Self-management

Creation and adhering to plans

Measurement and celebration of results

Role fluidity

Respectful treatment

Appreciation of and utilization of member differences

23

How are Teams Formed and Developed?(Cont.)

Adjourning
A group goes into the termination stage whenever its purpose is about to be achieved and its time together is ending The group prepares to disband and is no longer concerned with high levels of performance. One characteristic of the termination stage is a slowdown in production

24

How are Teams Formed and Developed?(Cont.)

Figure 1: Group Development

25

How are Teams Formed and Developed?(Cont.)

Additional Stages
Certain Experts (such as Stas Kazmierski and Catherine Lilly) believe in an alternate form of group development as shown in figure 2 This form is usually referred to as the Group Organics Model

Figure 2: Group Development, Alternate Model

26

Acceleration of Group Development

The following is a set of suggestions which may help in group formation

Focus Clarification The mouse The loud-mouth The written record Feedback (negative) Feedback (positive) Handling failure Handling deadlock Sign posting Avoid single solutions Active communication

27

Characteristics of Effective Teams

Clear unity of purpose Open Communication Constructive Conflict Effective Problem Solving and Decision-making Defined Roles, Responsibilities and Accountability Strong Relationships Systems and Procedures Experimentation and Creativity Measurement and Self-assessment Shared Leadership
28

Roles
Roles are sets of expected behavior patterns attributed to someone who occupies a given position in a social unit

Role Identity: Certain attitudes and behavior consistent

with a role

Role Perception: An individuals view of how he or she is

supposed to act in a given situation

Role Expectation: How others believe a person should act

in a given role. Conflicts may arise when what people expect of a role differs from what people in the role actually do

Role Conflict: A situation in which an individual is

confronted by divergent expectations, such as when role perception and role expectation do not match with role conflict

Role Ambiguity: uncertainty about role expectations

29

Conflict
Conflicts are the perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks Conflict can exist between fractions or groups within a team, with a leader or manager, and with other teams or departments within the company Conflicts may be categorized as : Task conflict: disagreements on the content and goals of the work, what must be done, what can be avoided, etc. Relationship conflict: disagreements due to interpersonal relationships Process conflict: disagreements on how the work gets done
Figure : Conflict and Group Performance 30

Causes of Conflict
Poor or no communication Lack of problem solving skills or getting to root cause Lack of clarity in purpose, goals, objectives, team and individual roles Uncertainty about or lack of resources and sources for help and support Poor time management Lack of leadership and management Team members bored, not challenged, not really interested Lack of skills and abilities in team members Personality conflicts Personal problems Turnover
31

Positive & Negative Conflict

Positive conflict
People change and grow personally from the conflict The conflict results in a solution to a problem It increases involvement of everyone affected by the conflict It builds cohesiveness among the members of the team

Negative conflict

No decision is reached and problem still exists It diverts energy away from more value-add activities It destroys the morale of the team members

It polarizes or divides the team

32

Conflict Resolution

Figure : Conflict Resolution

33

Thank You
34