Subject: Organizational Behavior
Assignment No. 02
Topic Chapter 9-10 (Summary)
Submitted by Hamza Mukhtar
submitted to Prof. Kamran Iqbal
Roll No. BUSB51F22RO24
Class / Semester BBA (4-Y) Regular, 6th semester
Department Noon Business School
Date of Submission May, 2025
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Chapter No. 09
Foundations of group behavior
Summary:
This chapter explores the dynamics of groups in organizations and lays the foundation for
understanding group behavior.
1. Introduction to Group Behavior
This chapter explores how and why people form groups, how groups develop
and operate, and the dynamics that influence their effectiveness in
organizations.
Definition of a Group
A group is defined as two or more individuals who interact with each other and
are interdependent in achieving particular objectives.
2. Types of Groups
Formal Groups:
Established by the organization (e.g., departments, task forces).
Informal Groups:
Naturally formed through friendships or common interests.
3. Stages of Group Development (Tuckman’s Model)
1. Forming – Group members meet and form initial impressions.
2. Storming – Conflicts arise as members assert opinions and roles.
3. Norming – Relationships develop; group becomes cohesive.
4. Performing – Group focuses on task completion.
5. Adjourning – For temporary groups, wrapping up activities
4. Group Properties
Several key elements define group behavior:
a. Roles
A role is a set of expected behavior patterns. Every group member occupies a
role.
Role Identity: Attitudes and behaviors consistent with a role.
Role Perception: One’s own view of how to act in a role.
Role Expectations: How others believe a person should act.
Role Conflict: When multiple roles are incompatible.
b. Norms
Acceptable standards of behavior within a group. Norms can influence
performance, dress code, punctuality, etc.
Conformity: Pressure to align behavior with group norms.
Reference Groups: Groups that an individual refers to for guidance.
c. Status
Socially defined position/rank in a group. Can be formally assigned or informally
perceived. High-status members often have more freedom and influence.
d. Size
Small groups are faster at completing tasks and better for interaction.
Large groups are more effective at fact-finding and idea generation.
Social loafing: Tendency for individuals to exert less effort in large groups.
e. Cohesiveness
Degree of attraction among members.
High cohesiveness + strong performance norms = high productivity.
Can be increased through smaller size, group goals, time spent together, and
success.
f. Diversity
Diverse groups can be more creative and effective in decision-making.
May also experience more conflict and lower initial cohesion.
5. Group Decision Making
Advantages:
● Broader perspective and knowledge.
● Better decision quality.
● Greater commitment to decisions.
Disadvantages:
● Slower process.
● Risk of conflict.
● Pressure to conform (groupthink).
6. Groupthink and Groupshift
Groupthink: Desire for harmony or conformity results in irrational decision-making.
Groupshift: Group decisions tend to be more extreme than individual ones.
7. Group Decision-Making Techniques
There are several structured techniques for group decision making that help avoid pitfalls like groupthink,
dominance by a few individuals, or inefficient discussions. Here are the main techniques:
Brainstorming
Generate a large number of ideas in a short time.
Pros: Encourages creativity; prevents inhibition.
Cons: Can be dominated by vocal members; evaluation happens later.
Nominal Group Technique (NGT)
Avoid dominance, reduce conformity, and ensure individual input.
Pros: Encourages equal participation, eliminates group pressure.
Cons: Less spontaneous; may lack discussion depth.
Chapter No. 10
Understanding Work Teams
Summary:
This chapter explains the nature, structure, benefits, and challenges of work teams in modern
organizations. It focuses on how teams differ from groups and what makes teams effective.
1. Why have teams become so popular?
Because we believe they are effective.
Teams are more flexible and responsive to changing events.
They can quickly assemble, deploy, refocus, and disband.
They are an effective means to democratize organizations and increase employee involvement.
And finally, research indicates that our involvement in teams positively shapes the way we think as
individuals, introducing a collaborative mindset about even our personal decision making.
2. Difference Between Groups and Teams
Groups Teams
Individuals working independently Members working interdependently
Focus on individual goals Focus on collective performance
Accountability is individual Accountability is mutual and individuals
Outcome: Information sharing Outcome: Coordinated effort, synergy
3. Types of Teams
Problem-Solving Teams
Typically from the same department.
Meet regularly to discuss ways to improve quality, efficiency, etc.
May not have authority to implement changes.
Self-Managed Teams
Groups that operate without direct supervision.
Responsible for planning, scheduling, and managing tasks.
Greater autonomy; can improve motivation but may cause conflict.
Cross-Functional Teams
Members from different departments or functions.
Bring diverse skills to solve complex problems.
Often temporary; requires strong communication.
Virtual Teams
Use technology to collaborate remotely.
Can be global and flexible.
Require trust, communication, and technological support.
4. Creating Effective Teams
A. Contextual Factors
Adequate resources (tools, training, support).
Leadership and structure (roles, coordination).
Climate of trust (psychological safety).
Performance evaluation and reward system aligned with team goals.
B. Team Composition
Abilities of members: Right mix of technical, problem-solving, and interpersonal skills.
Personality: Conscientiousness and openness to experience are vital.
Roles and diversity: Clear roles, value in skill diversity.
Size: Ideally 5–9 members.
C. Team Processes
Common purpose: Clear, compelling mission that provides direction.
Specific goals: Measurable and aligned with mission.
Team efficacy: Confidence in team’s abilities.
Conflict management: Constructive task conflict is healthy; relationship conflict is harmful.
Social loafing: Must be minimized through accountability.
5. Turning Individuals into Team Players
● Selection: Hire people with teamwork skills.
● Training: Teach communication, conflict resolution, and collaboration.
● Rewards: Recognize and incentivize team performance, not just individual success.
6. Beware! Teams are not always the answer
Teams take more time and resources than does individual work.
➤Three tests to see if a team fits the situation:
1. Is the work complex and is there a need for different perspectives: will it be better with the insights
of more than one person?
2. Does the work create a common purpose or set of goals for the group that is larger than the
aggregate of the goals for individuals?
3. Are members of the group involved in interdependent tasks?
Thank-you!
