INTERPERSONAL RELATIONSHIP

QUESTIONS FOR RESEARCH

I. Groups in the Organization

1. What is a “group”?
A group is defined as two or more individuals, interacting and interdependent, who have
come together to achieve a particular objective. A group comprises of a number of
individuals with varied qualities and characteristics. In fact, most of the group activities
require a variety of skill and knowledge. As far as group composition is concerned, a group
may be homogeneous or heterogeneous. Homogeneous groups are those which are
composed of similar individuals, similar in terms of personality, age, gender, experience,
knowledge etc.

2. What are the two types of group?

The two types of groups are either formal or informal. A formal group is a designated work
group, one that is defined by an organization based on its hierarchical structure, with
designated tasks related to its function. In the workplace, that might be the finance group
or the human resources group. Formal groups are relatively permanent and usually work
under a single supervisor, although the structure of the formal group may vary. For
example, the finance group works under the chief financial officer at an organization. There
may be groups within the finance group, like the accounts payable group and the treasury
group, each with their own supervisor as well. Task forces and committees are also formal
groups, because they’ve been created with formal authority within an organization. Task
forces are usually temporary and set up for a particular purpose, while committees can be
more permanent in nature, like a planning committee or a finance committee, and can be
an integral part of an organization’s operation.

An informal group is one that’s not organizationally determined or influenced and usually
formed by the members themselves in response to the need for social contact. For
instance, your workplace might have a group of people who get together during the lunch
hour to knit and help each other with yarn projects, or a group that is drawn together by
cultural similarities and wants to introduce the rest of the organization to their traditions.
Informal groups are important in that they exist outside the formal hierarchy of an
organization but are the structure of personal and social interactions that managers are
wise to respect and understand. Employees motivate one another, informally (and
formally) train one another and support one another in times of stress by providing
guidance and sharing burdens. In fact, if one employee in an informal group is subject to an
action by the organization that the others see as unfair, strikes can happen until that
situation is corrected.

3. What are the stages of group development?

 Group development is a dynamic process. Most groups are in a continual state of change.
Even though groups probably never reach complete stability, there is a general pattern
that describes how most groups evolve. The five stages of group development are
forming, storming, norming, performing and adjourning.
1. Forming stage
The forming stage has two phases. The first occurs as people join the group. In a
formal group, people join because of some work assignment. Once they’ve joined, the
second phase begins: defining the group’s purpose, structure and leadership. This
phase involves a great deal of uncertainty as members ‘test the waters’ to determine
what types of behavior are acceptable. This stage is complete when members begin to
think of themselves as part of a group.
2. Storming stage
The storming stage is appropriately named because of the intragroup conflict. There’s
conflict over who will control the group and what the group needs to be doing. When
this stage is complete, there will be a relatively clear hierarchy of leadership and
agreement on the group’s direction.
3. Norming stage
The norming stage is one in which close relationships develop and the group becomes
cohesive. There’s now a strong a sense of group identity and camaraderie. This stage
is complete when the group structure solidifies and the group has assimilated a
common set of expectations (or norms) regarding member behavior.
4. Performing stage
The fourth stage is performing. The group structure is in the place and accepted by
group members. Their energies have moved from getting to know and understand
each other to working on the group’s task.
This is the last stage of development for permanent work groups. However, for
temporary groups—project teams, task forces or similar groups that have a limited
task to do—the final stage is adjourning.
5. Adjourning stage
In this stage, the group prepares to disband and attention is focuses on wrapping
up activities. Group members react in different ways. Some are upbeat, thrilled
about the group’s accomplishments. Others may be sad over the loss of
camaraderie and friendships.
4. How do composition, size, norms and cohesiveness factors affect group performance?
A. Group Composition:
A group comprises of a number of individuals with varied qualities and characteristics.
In fact, most of the group activities require a variety of skill and knowledge. As far as
group composition is concerned, a group may be homogeneous or heterogeneous.
Homogeneous groups are those which are composed of similar individuals, similar in
 terms of personality, age, gender, experience, knowledge etc. Example: With the same
experience of work of the group it is easier to share, open new idea and collaborate
together on what is needed to make the work more successful. Heterogeneous groups
on the other hand are the ones which comprise of dissimilar individuals i.e. the
individual who differ from one another in one way or the other. In some types of tasks
homogeneous groups could be more appropriate while in other types heterogeneous
groups could be more appropriate.

B. Group Size:
A series of classic studies by Bales and Borgatta examined this issue using a technique
known as interaction process analysis. This technique records who says what to whom;
through using it, Bales and his colleagues found that smaller groups (2–4 persons)
typically exhibited greater tension, agreement, and opinion seeking, whereas larger
groups (13–16 persons) showed more tension release and giving of suggestions and
information. This suggests that harmony is crucial in smaller groups and that people in
them have more time to develop their thoughts and opinions. On the other hand,
individuals in larger groups must be more direct because of the increased competition
for attention. The evidence indicates that smaller groups are faster at completing tasks
than the larger ones. The group size should be determined by taking in consideration
factors such as nature of task to be performed, the maturity of the group members etc.

C. Group Norms:
A very comprehensive definition of group norms is given by The Handbook of Industrial
and Organizational Psychology. According to this definition, “All groups have
established norms, that is, acceptable standards of behavior that are shared by the
group members. Norms tell members what they ought and ought not to do under
certain circumstances. From an individual’s stand point, they tell what is expected of
them in certain situations. When agreed to and accepted by the group, norms act as a
means of influencing the behavior of group members with a minimum of external
controls. Norms differ among groups, communities and societies, but they all have
them.”

1. Norms facilitate group survival. When a group is under threat, norms provide a basis
for ensuring goal-directed behavior and rejecting deviant behavior that is not
purposeful to the group. This is essentially a “circle the wagons” phenomenon.
2. Norms simplify expected behaviors. Norms tell group members what is expected of
them—what is acceptable and unacceptable—and allow members to anticipate the
behaviors of their fellow group members and to anticipate the positive or negative
consequences of their own behavior.
3. Norms help avoid embarrassing situations. By identifying acceptable and
unacceptable behaviors, norms tell group members when a behavior or topic is
damaging to another member. For example, a norm against swearing signals group
members that such action would be hurtful to someone in the group and should be
avoided.
4. Norms help identify the group and express its central values to others. Norms
concerning clothes, language, mannerisms, and so forth help tell others who belongs
 to the group and, in some cases, what the group stands for. Norms often serve as
rallying points for group members.

D. Group Cohesiveness:
One of the factors which influence cohesiveness is similarity of attitudes and values. As a
result, members tend to like each other and perceive themselves as similar. These
characteristics lead members to be relatively dependent on the group for satisfaction and,
thus, they are susceptible to being influenced. For example, if any member is getting
involved in organizational politics for enhancing his personal goals, the group might put
social pressure on him and make him comply with the group norms.

II. Decision making by the Individuals and Groups

1. Discuss the advantages and disadvantages of group decision making.

Advantages:

 More information:
A group is better equipped as far as information is concerned. An individual cannot
have all the information that is available to a group as it consists of several
individuals.

 Diversity of views:
A group always has the advantage of varied views. This is because a group always has
more than one member, and since every member is unique, there is bound to be a
variety in their views also. This is also the reason why there are varied approaches to
solving a problem. As group decisions tend to cover a greater area, they provide a
better insight for decision-making.

 Greater acceptability:
The views expressed by a group have more acceptance than those from an individual.
This is because the decisions are not imposed, but are part of a larger consensus
(general agreement). A group decision is automatically assumed to be more
democratic, and the decision of an individual can be perceived as being autocratic
(dictatorial).

 Expert opinions:
There may be some group decisions that require expert opinion. The group can either
include experts or can call them from outside to form a separate group to take a
decision on a particular issue.

 Degree of involvement:
The members of a group feel involved with a given problem. This minimizes their
resistance. It strengthens an organization and facilitates decision-making.

 Encourages people’s participation:

 A group usually provides a platform for people to present their ideas. Group
dynamics is more likely to draw out participation from people who may otherwise be
hesitant to talk or interact. It encourages people to take an initiative as they feel part
of the decision-making process. Usually there is no individual onus (burden) in the
event of failure, which makes it easier for people to come up with suggestions and
solutions to problems.

Disadvantages:

 Time-consuming:

A group involves several individuals. Getting them organized, planning and

coordinating their meetings, defining and explaining to them the purpose of a
meeting and the goals, and finally reaching a solution or arriving at a decision can be
quite cumbersome. Making decisions in a group can, thus, be time-consuming. The
time loss involved in group dynamics cannot be ignored.

 Lack of onus:
It is difficult to fix responsibility in a group. In an organization, it is often essential to
fix responsibility before a problem can be solved. It is difficult to do so if anything
goes wrong with a decision made by a group.

 Individual domination:
Quite often, discussions in a group are dominated by a few members. Although a
group discussion means a collective discussion, some people usually manage to usurp
(draw to them) a position of informal leadership owing to their personality or style of
participation.

This position can also be because of the position held within the organization or
simply because of self-confidence generated by previous experiences. Sometimes
only a few individuals dominate and the others fade away in a group, thereby
defeating the very purpose of group discussion.

 Compromise decisions:
The need to arrive at a group decision sometimes results in a compromise. The
solution offered is not essentially the best. It is, instead, a compromise acceptable as
a mid-point to all concerned. There are different demands and social pressures, and
members may agree to a proposal without really evaluating it. Such support may not
be wholehearted.

 Expensive:
Group decision-making is quite expensive in terms of time, money, energy and man-
hours. There is also a theory which says that the larger a group gets, the less is the
individual contribution from each member.

 Groupism:
 The very word has negative connotations. Some members of a group may start
harboring a feeling that they are different from the others. This actually leads to
informal groups within the larger formal group, which may generate negative
sentiments towards other groups or people outside the group.

2. What techniques can be used to improve group decisions?

BRAINSTORMING.
Brainstorming involves group members verbally suggesting ideas or alternative courses
of action. The "brainstorming session" is usually relatively unstructured. The situation at
hand is described in as much detail as necessary so that group members have a complete
understanding of the issue or problem. The group leader or facilitator then solicits ideas
from all members of the group. Usually, the group leader or facilitator will record the
ideas presented on a flip chart or marker board. The "generation of alternatives" stage is
clearly differentiated from the "alternative evaluation" stage, as group members are not
allowed to evaluate suggestions until all ideas have been presented. Once the ideas of
the group members have been exhausted, the group members then begin the process of
evaluating the utility of the different suggestions presented. Brainstorming is a useful
means by which to generate alternatives, but does not offer much in the way of process
for the evaluation of alternatives or the selection of a proposed course of action.

DIALETICAL INQUIRY.
Dialetical inquiry is a group decision-making technique that focuses on ensuring full
consideration of alternatives. Essentially, it involves dividing the group into opposing
sides, which debate the advantages and disadvantages of proposed solutions or
decisions. A similar group decision-making method, devil's advocacy, requires that one
member of the group highlight the potential problems with a proposed decision. Both of
these techniques are designed to try and make sure that the group considers all possible
ramifications of its decision.

NOMINAL GROUP TECHNIQUE.

The nominal group technique is a structured decision making process in which group
members are required to compose a comprehensive list of their ideas or proposed
alternatives in writing. The group members usually record their ideas privately. Once
finished, each group member is asked, in turn, to provide one item from their list until all
ideas or alternatives have been publicly recorded on a flip chart or marker board.
Usually, at this stage of the process verbal exchanges are limited to requests for
clarification—no evaluation or criticism of listed ideas is permitted. Once all proposals
are listed publicly, the group engages in a discussion of the listed alternatives, which ends
in some form of ranking or rating in order of preference.

DELPHI TECHNIQUE.
 The Delphi technique is a group decision-making process that can be used by decision-
making groups when the individual members are in different physical locations. The
technique was developed at the Rand Corporation. The individuals in the Delphi "group"
are usually selected because of the specific knowledge or expertise of the problem they
possess. In the Delphi technique, each group member is asked to independently provide
ideas, input, and/or alternative solutions to the decision problem in successive stages.
These inputs may be provided in a variety of ways, such as e-mail, fax, or online in a
discussion room or electronic bulletin board. After each stage in the process, other group
members ask questions and alternatives are ranked or rated in some fashion. After an
indefinite number of rounds, the group eventually arrives at a consensus decision on the
best course of action.

III. Power and Political Behavior

1. Discuss the interpersonal (reward, coercive, legitimate, referent and expert power)
and the functional (strategic contingency) forms of power.

A. Reward Power
Reward power is simply the power of a manager to give some type of reward to an
employer as a means to influence the employee to act. Rewards can be Tangible and
Intangible. Tangible rewards are physical things like monetary rewards, wage or salary
increases, bonuses, plaques, certificates, medals and gifts. Intangible rewards are not
physical things, but can be more effective like praise, positive feedback, recognition,
more responsibility including a rise in status and well-timed “thank you”.

B. Coercive Power
Coercive power is the ability of a manager to force an employee to follow an order by
threatening the employee with punishment if the employee does not comply with the
order. Examples: threats of write-ups, demotions, pay cuts, layoffs, termination if
employees don’t follow orders.

C. Legitimate Power
Legitimate power is power you derive from your formal position or office held in the
organization’s hierarchy of authority. Examples: The president of a corporation has
certain powers because of the office he holds in the organization.

D. Referent Power
Referent power is power of an individual over the Team or Followers, based on high
level of identification with, admiration of, or respect for the powerholder/leader.
Example: Nationalism, patriotism, celebrities, mass leaders and well-respected people.

E. Expert Power
Expert power is demonstrated when person A gains power because A has knowledge or
expertise relevant to B. For instance, professors presumably have power in the
classroom because of their mastery of a particular subject matter. Other examples of
 expert power can be seen in staff specialists in organizations (e.g., accountants, labor
relations managers, management consultants, and corporate attorneys). In each case,
the individual has credibility in a particular—and narrow—area as a result of experience
and expertise, and this gives the individual power in that domain.

The functional forms of power are; 1.) Coercive Power: rests on the ability to apply the
threat of physical sanction; 2.) Remunerative Power: based on the control of material
resources and reward and 3.) Normative Power: based on the control of symbolic
rewards.
An additional basis for power needs to be added to Etzoni’s three. In an organizational
setting, access to information, that is, KNOWLEDGE, also becomes a basis of power.
When an actor in an organization controls unique information and when that
information is needed to make a decision, the actor has power (Pettigrew, 1973).
Drawing on the Etzioni and the French and Raven schemes, we can identify four primary
bases of power: (i) coercive, (ii) remunerative, (iii) normative, and (iv) knowledge. The
coercive base of power is the control of punishment; the remunerative base is the
control of rewards; the normative base is the control of symbols; and the knowledge
base is the control of information. Any power relationship in an organization can
encompass all these bases, but each relationship may well be characterized by one of
them rather than another (Bacharach and Lawler, 1980).

IV. Using Teams in Organizations

1. Describe at least five task and five maintenance functions that effective work teams
must perform.

Five Task Five Maintenance

Initiating: Proposing tasks and goals, Encouraging: Being friendly, warm or
defining the problems, suggesting responsive, and eliciting others'
procedures and solutions all help to contributions all help to bring out
give direction and purpose to a opinions and give recognition.
group.
Information seeking: Requesting Expressing feelings: Expressing
relevant facts and soliciting feelings, restating others' feelings, and
clarification helps groups gather getting people to label their own helps
information, and makes them aware groups take risks
of what information is needed.
Information giving: Offering relevant Having fun: Joking, breaks and games
facts, and sorting out biases and all help to diffuse tensions, allow
opinions from facts, helps to provide groups to express feelings, and create
useful information. a lively social setting.
Opinion seeking: Asking for opinions Compromising: Offering or accepting
or feelings on a topic can test for compromises, yielding status, or
unity, and helps groups understand admitting error, all help to build trust
an issue more deeply. and cohesion.
Clarifying: Defining terms, Facilitating communication: Drawing
interpreting ideas, indicating issues out silent members and suggesting
 and alternatives helps to eliminate procedures for discussions helps keep
confusion. groups open and promotes equal
power.
Resources:
https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/types-of-groups/
https://ifioque.com/career-workshop/group-development
https://opentextbc.ca/organizationalbehavioropenstax/chapter/work-group-structure/#ch09rfin-8
http://www.yourarticlelibrary.com/organization/group-dynamics/group-performance-major-factors-
which-affects-group-performance/63918
https://www.referenceforbusiness.com/management/Gr-Int/Group-Decision-Making.html
https://d3n8a8pro7vhmx.cloudfront.net/gu/pages/4626/attachments/original/
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The_Influence_of_Power_and_Politics_in_Organizations_(Part_1).pdf