GROUP
GROUP BEHAVIOUR
BEHAVIOUR AND
AND TEAM
TEAM WORK
WORK
MANISHA VERMA
SANAL JHANJHARI
RAM TRIVEDI
POOJA SINGH
NITEESHA SABLE
NIRMAL
INTRODUCTION OF GROUP BIHAVIOR
This chapter introduce group and teams. Two facts
Makes this chapter critical for your understanding Of organizational
behavior. First, the behavior of
Individuals in group is something more then the sum
Total of group , they act differently than they do when
They are alone . Second, work group are a vital differently
Part of every organization .examples are production team
Committees ,task forces, staff group , investigative commissions
Boards of directors, surgical teams, quality circles ,and repair join
Them , describes how groups develop , and the presents a
Comprehensive model that will help you to explain work group
Behavior
DIFEINING AND CLASSIFYING GROUP
Two or more individuals, interacting and
Interdependent, who have come together
To achieve particular objectives. group can
Be formal or informal
FORMAL GROUP
A designated work group defined by the
Organization’s structure. We mean thos
Define by the orgenization’s structure,with
Assignmentts establising tasks.
CLASSIFYNING FORMAL GROUP
• TASK GROUP ~ thos working together tocomplet a job task
• COMMAND GRUOP ~ a manager and his or her immediate
subordintstes
INFORMAL GROUP
A group that is nither fomali structuer nor
Organizationally determined ; appears in
Response to the need for social contact
I
CLASSIFYNING INFORMAL GROUP
• FRIENDSHIP GROUP ~ thos broght together beacouse thye
share one or more common characterristics
• INTEREST GROUP ~ thos working together to attain a specific
objectives with which each is concerned.
WHY DO PEOPLE JOIN GROUPS
• There is no single • Securiti
reason why
individuals join • Status
group it is obvious, • Power
that different group
provid different • Goal
benefit to their Achievement
members
• The most popular • Affiliation
reasons to join • Self –Esteem
agroup
The Five-Stage Model of Group Development
Forming Stage
The first stage in group development, characterized
by much uncertainty.
Storming Stage
The second stage in group development,
characterized by intragroup conflict.
Norming Stage
The third stage in group
development, characterized
by close relationships and
cohesiveness.
…Group Development (cont’d)
Performing Stage
The fourth stage in group development, when the
group is fully functional.
Adjourning Stage
The final stage in group
development for temporary
groups, characterized by
concern with wrapping up
activities rather than
performance.
Stages of Group Development
Group Structure - Roles (cont’d)
Role(s)
A set of expected behavior patterns attributed to
someone occupying a given position in a social unit.
Role Identity
Certain attitudes and behaviors
consistent with a role.
Role Perception
An individual’s view of how he or she
is supposed to act in a given situation.
Group Structure - Roles (cont’d)
Role Expectations
How others believe a person
should act in a given situation.
Psychological Contract
An unwritten agreement that sets
out what management expects from
the employee and vice versa.
Role Conflict
A situation in which an individual is confronted by
divergent role expectations.
Group Structure - Norms
Norms
Acceptable standards of behavior within a group
that are shared by the group’s members.
Classes
Classesof
ofNorms:
Norms:
•• Performance
Performancenorms
norms
•• Appearance
Appearancenorms
norms
•• Social
Socialarrangement
arrangementnorms
norms
•• Allocation
Allocationofofresources
resourcesnorms
norms
Group Structure - Norms (cont’d)
Conformity
Adjusting one’s behavior to align
with the norms of the group.
Reference Groups
Important groups to which
individuals belong or hope
to belong and with whose
norms individuals are likely
to conform.
8–15
Group Structure - Norms (cont’d)
Deviant Workplace Behavior
Antisocial actions by organizational members
that intentionally violate established norms and
result in negative consequences for the
organization, its members, or both.
Typology of Deviant Workplace Behavior
Category Examples
Production Leaving early
Intentionally working slowly
Wasting resources
Property Sabotage
Lying about hours worked
Stealing from the organization
Political Showing favoritism
Gossiping and spreading rumors
Blaming coworkers
Personal Aggression Sexual harassment
Verbal abuse
Stealing from coworkers
Group Structure - Status
Status
A socially defined position or rank given to groups or
group members by others.
Group
GroupNorms
Norms
Group
GroupMember
Member
Status
StatusEquity
Equity Status
Status
Culture
Culture
Group Structure - Size
Social Loafing
The tendency for individuals to expend less effort when
working collectively than when working individually.
Performance
Other
Otherconclusions:
conclusions:
• • Odd number groups do
g) Odd number groups do
ed
fin better
betterthan
thaneven.
ct
a even.
pe
o
ol • • Groups of 7 or 9 perform
Ex
e t Groups of 7 or 9 perform
d u better
betteroverall
overallthan
thanlarger
largeroror
l ( smaller
ua smallergroups.
groups.
A ct
Group Size
Group Structure - Composition
Group Demography
The degree to which members of a group share a
common demographic attribute, such as age, sex,
race, educational level, or length of service in the
organization, and the impact of this attribute on
turnover.
Cohorts
Individuals who, as part of
a group, hold a common
attribute.
Group Structure - Cohesiveness
Cohesiveness
Degree to which group members are attracted to
each other and are motivated to stay in the group.
Increasing
Increasinggroup
groupcohesiveness:
cohesiveness:
1.1. Make
Makethe
thegroup
groupsmaller.
smaller.
2.2. Encourage
Encourageagreement
agreementwithwithgroup
groupgoals.
goals.
3.3. Increase
Increasetime
timemembers
membersspend
spendtogether.
together.
4.4. Increase
Increasegroup
groupstatus
statusand
andadmission
admissiondifficultly.
difficultly.
5.5. Stimulate
Stimulatecompetition
competitionwith
withother
othergroups.
groups.
6.6. Give
Giverewards
rewardstotothethegroup,
group,not
notindividuals.
individuals.
7.7. Physically
Physicallyisolate
isolatethe
thegroup.
group.
Relationship Between Group Cohesiveness,
Performance Norms, and Productivity
Evaluating Group Effectiveness
TYPE OF GROUP
Effectiveness Criteria Interacting Brainstorming Nominal Electronic
Number and quality of ideas Low Moderate High High
Social pressure High Low Moderate Low
Money costs Low Low Low High
Speed Moderate Moderate Moderate Moderate
Task orientation Low High High High
Potential for interpersonal conflict High Low Moderate Low
Commitment to solution High Not applicable Moderate Moderate
Development of High High Moderate Low
group cohesiveness
Understanding
Work Teams
Why Have Teams Become So Popular?
• Teams typically outperform individuals.
• Teams use employee talents better.
• Teams are more flexible and responsive to
changes in the environment.
• Teams facilitate employee involvement.
• Teams are an effective way to democratize
an organization and increase motivation.
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 the individual inputs
Comparing Work Groups and Work Teams
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
• Committees
Types of Teams (cont’d)
Virtual Teams
Teams that use computer
technology to tie together
physically dispersed members in
order to achieve a common goal
Characteristics
CharacteristicsofofVirtual
VirtualTeams
Teams
1.1. The
Theabsence
absenceofofparaverbal
paraverbaland
andnonverbal
nonverbalcues
cues
2.2. AAlimited
limitedsocial
socialcontext
context
3.3. The
Theability
abilitytotoovercome
overcometime
timeand
andspace
spaceconstraints
constraints
A Team-Effectiveness Model
Creating Effective Teams
Creating Effective Teams (cont’d)
Key Roles of Teams
Creating Effective Teams (cont’d)
Creating Effective Teams (cont’d)
Effects of Group Processes
= +
MINUS
Goal: Maximize Process Gains While Minimizing
Process Losses!
Creating Effective Teams: Diversity
Group Demography
The degree to which members of a group share a common
demographic attribute, such as age, sex, race, educational
level, or length of service in the organization, and the impact
of this attribute on turnover
Cohorts
Individuals who, as part of a
group, hold a common attribute
Turning Individuals into Team Players
• The Challenges
– Overcoming individual resistance to team membership
– Countering the influence of individualistic cultures
– Introducing teams in an organization that has historically valued
individual achievement
• Shaping Team Players
– Selecting employees who can fulfill their team roles
– Training employees to become team players
– Reworking the reward system to encourage cooperative efforts
while continuing to recognize individual contributions
Teams and Quality Management
• Team Effectiveness and Quality Management
Requires that Teams:
1. Are small enough to be efficient and effective.
2. Are properly trained in required skills.
3. Are allocated enough time to work on problems.
4. Are given authority to resolve problems and take
corrective action.
5. Have a designated “champion” to call on when needed.
DECISION MAKING
© 2007 Prentice Hall Inc. All rights
reserved.
What are we going to cover
• What is decision making
• Types of decisions
• Process of decision making
• Principles of decision making
What is decision making?
Decision-making is inherent in all aspects of the
management process.
It is a process involving information, choice of
alternatives, implementation & evaluation that is
directed to the achievement of certain stated goals.
Decision is an act which requires judgement or choice.
What is decision making?
A decision is an act of choice wherein an executive
forms a conclusion about what must be done in a
given situation.
A decision represents a behaviour chosen from a
number of possible alternatives.
Types of decisions
• Programmed decisions:
Also called structured or routine decisions, as they are
taken frequently & are repetitive in nature.
Lower level mgt takes programmed decisions which
have short term impact. There is a clear cut
procedure for taking this type of decisions.
Eg. placing a purchase order, granting overtime work
Types of decisions
• Non-programmed decisions:
Also called strategic or policy or unstructured decisions.
This decision is taken by the top mgt as the need arises,
after a careful & detailed analysis of the situation.
Such decisions involve heavy expenditure & have a
long term impact on the business.
Types of decisions
A slight mistake in the policy decision can affect the
entire organisation.
Eg. starting a new venture, whether to export or not,
merger or acquisition.
Types of decisions
• Operative decision:
Generally taken by the middle mgt, it relates to day-to-
day operation of an organisation.
Since the middle mgt is aware of the routine
operations, they take such type of decisions.
Eg. time of payment of overtime wages
Types of decisions
• Group decision:
A committee, directed by the top mgt, is formed for
various purposes & they collectively submit a report
in the given time frame.
• Individual decision:
Here, a decision is taken by the individual, who is a
member of the organisation. He is delegated with the
authority to take the decision & implement it.
Types of decisions
• Major decision:
Involves large amount of money. Eg. purchase of fixed
assets – large building or land.
This decision is taken by top level of mgt.
• Minor decision:
Involves items involving less value. Eg. current assets
like pencil, ink etc.
This decision is taken by lower level of mgt.
Types of decisions
• Crisis decision:
Also called spot decision. A decision is taken to meet
unexpected situations. Such decisions have to be
taken quickly, with very little time for investigation.
Types of decisions
• Certainty decision:
Here, certainty refers to the accurate knowledge of the
outcome of the decision. There is only one outcome
for each choice & the decision-maker knows the
consequences of each choice.
Eg. increasing the selling price of a product.
Types of decisions
• Uncertainty decision:
The outcome is not accurate or several outcomes are
possible, whenever a decision is taken. Here, the
decision-maker has incomplete knowledge of the
consequences.
Eg. amount of profit is uncertain when marketing a
product, depending upon the lifecycle of that
product.
Process of decision making
It involves the following steps:
1. Identifying the problem
2. Diagnosing the problem
3. Collecting & analyzing relevant information
4. Discovering of alternative courses of action
5. Analysing the alternatives
Process of decision making
6. Screening of alternatives
7. Selection of the best alternative
8. Conversion of the decision into action
9. Implementation
10. Verifying the decision
Process of decision making
Identifying the problem:
Means recognition of a problem. Changes in business
environment cause problems. The manager must
define the problem correctly, as a well defined
problem is half solved.
Identification of a problem requires the manager’s
experience, imagination & judgement.
Process of decision making
Diagnosing the problem:
Similar to the diagnosis of a disease done by the doctor,
manager should diagnose the problem.
The causes of the problem need to be found out; this is
a tough job.
Process of decision making
Collecting & analyzing the relevant information:
The manager has to collect all the information that is
relevant to the problem in hand. Various sources
related to the problem need to be tapped - customer
feedback, manuals etc.
The information is useful to analyze the problem from
all angles, which helps in taking a quick, quality
decision.
Process of decision making
Discovering alternative courses of action:
Alternative courses of action must be determined, so
that the decision-maker has more choices before
making a decision.
Alternatives should be checked for limiting factors –
such as time, cost etc.
Process of decision making
Analysing the alternatives:
Pros & cons of the available alternatives are analysed.
List of limits for each alternative is prepared.
The alternative which offers maximum benefits can
then be selected.
Process of decision making
Screening of alternatives:
The available alternatives are screened in the order of
maximum benefits derived from them. Each
alternative is evaluated in terms of risks involved in
implementing them. Both tangible & intangible
factors are considered.
Tangible factors eg. profits earned, time taken, money
invested, rate of depreciation etc.
Intangible factors include public relations, goodwill of
the company, loyalty of employees etc.
Process of decision making
Selection of the best alternative:
The best suitable alternative is chosen, which fits the
organisational objectives.
Following approaches may be adopted while selecting
the alternative:
a. Experience: past experience of the manager can be
used to select an alternative. Past decisions may be
rationally amended to suit the present situation.
Process of decision making
b. Experimentation: each alternative is put into
practice & the results are observed under this
approach. But, this approach is time consuming &
expensive.
c. Research & analysis: In case of a critical situation,
this approach is used. A lot of calculations are
required to be done before this approach is used.
Process of decision making
Conversion of the decision into action:
Future course of action is scheduled on the basis of
selected alternative. The policy of the mgt needs to
be considered.
The selected alternative is then communicated to the
concerned people, which facilitates easy
implementation.
Process of decision making
Implementation:
The manager has to ensure effective implementation of
the decision to achieve the desired goals. Decision-
making process comes to an end with the actual
implementation of the decision.
Implementation plan should provide for time &
procedure sequence, necessary resources should
be allocated & responsibility of specific tasks should
be assigned to individuals.
Process of decision making
Verifying the decision:
Verification helps to find out the suitability of the
decision to achieve the desired goals.
Amendments can be based on the findings.
Principles of decision making
Following are the principles which if adopted, quality
decisions can be taken:
1. Marginal theory of decision making
2. Mathematical theory
3. Psychological theory
4. Principle of alternatives
5. Principle of limiting factors
6. Principle of participation
Principles of decision making
Marginal theory of decision making:
Economists have suggested this theory. They believe
that every business is started to earn profits & hence
all decisions must result in maximising profits.
They suggest that decision making should be based on
marginal analysis. Here, the principle of Law of
Diminishing Returns must be applied.
Principles of decision making
Additional capital & labour is applied, production
increases, after a particular point, increase in
production stops. At this point the additional labour
& capital is withdrawn, hence the production of the
last unit is marginal.
This principle is applied while taking decisions relating
to sales, advertisement, promotion, training etc.
Principles of decision making
Mathematical theory:
This gives a scientific approach while taking decisions.
Eg. probability theory.
Psychological theory: The manager’s psychology has an
impact on his / her decision-making eg. the
manger’s aspirations, technological skill,
personality, social status, organisational status
affect the decision taken.
Principles of decision making
Principle of alternatives:
If there is only one alternative to solve a problem, there
is no need of taking a decision. Decision is a
selection process. All alternatives are evaluated &
the best one is chosen.
Principle of limiting factors:
Decisions taken are based on limiting factors – time,
cost, resources etc. The decision with the least
limiting factors is chosen.
Principles of decision making
Principle of participation:
This principle is based on human behaviour & human
relationship. Every human being likes to be treated as
important. So, mgt may allow employees to
participate in the decision-making process.
Subordinates should be consulted & due weightage
should be given to the opinion expressed by them, so
that mgt can win their confidence & effective
implementation can be achieved.
To sum up…..
Decision-making is necessary for effective
functioning of management. The success
depends upon the quality of the decision.
The best decision-making requires intelligence,
experience & insight into a problem.
So good management students should develop
this skills..
