Chapter 11:

Group Behaviour & Social

Processes in Organisations

K.M MATLAKALA
INTRODUCTION
The work environment is characterised by flat
organisational structures, broad-based decision-
making, multi-directional communication and
collaboration.

The building blocks of this type of organisation

are groups or teams

Use of self-directed teams has become a

commonplace in the quest to improve
competitiveness through continuous quality
improvements
Groups as part of the Organisational
System
The Systems Model presents the organisation as
a living open system consisting of:
groups, individuals, processes, technology and
other components which are interdependent
The open-systems approach views the
organisation as the open system that is engaged in
active transactions with the environment
The organisation receives input (customer
demands and material), transforms them into
outputs (goods, services or ideas)
In order for the organisation to survive it must
be able to utilise optimal social and technical
The Systems Model (cont)
• The social component consists of individuals,
groups and their work relationships, as well as the
organisational culture
• The technical component consists of tools,
machinery, processes and techniques
The systems view accepts that the organisation
acts as a macro-system, the group as meso-system
and individual employees as a micro-system
• These operate within a changing environment,
• the systems are interdependent,
• in constant interaction,
• and responsible for the system’s outputs

NO MAN IS AN ISLAND – so are the groups

Groups as a field of study
Group structures are the variables that provide
parameters for orderly group functioning; such
as:
leadership, norms, roles, status, and composition
When these variables disintegrate, the group will
cease to exist.

Group processes refer to the patterns of

interaction in a group, which include;
• communication; decision-making; and problem
solving and the effect these processes have on
group performance
Group Dynamics refer to the psychodynamics
of groups and the unconscious elements that
influence the individual.
The organisation is a macro-system consisting of
individuals and teams which can also be
perceived as a group
This is evident when comparing one organisation
to another and differences in values, beliefs and
behaviours are noted.
Each organisation has a different culture which
stems from individual interaction.
Group – The definition
A group is defined as two or more people who interact
interdependently to share and achieve particular
objectives
Each person may have a defined area of responsibility
but members help each other by sharing ideas and
information.
Groups share some structure and a common identity,
social interaction, which allows people to communicate
and exert influence on one another.
Groups have shared common goals and targets to
achieve objectives
group structure, such as tasks, roles and rules that
direct interaction
group members’ acknowledgment of or perceived sense
of being part of a group which defines a common identity
Types of Groups
Formal groups
Those described by the organisational structure with
designated work assignments and established tasks
Informal groups develop spontaneously as people
seek social contact with one another
Members provide support to fellow members
Command group is a formal group that is
determined by the organisation’s structure
It is usually composed of a manager and
subordinates
Task group is a formal group which is specifically
formed to deal with a particular situation, e.g.
conflict resolution
Interest group is group of people sharing a
Self-management group is a team of highly skilled
and trained employees who function
interdependently with a minimum supervision but
within clearly defined boundaries.
Team members are responsible for the regulation,
organisation and control of their jobs.
In order to function effectively, members need to
have a high level of inter-personal, self-management,
technical and business knowledge and learning
skills.
Virtual group members work geographically apart
from each other.
Members only interaction is through computer-
mediated communication
Irregular communication patterns influence work
patterns, decision-making, relationships and
Five stages of group development
Forming
• This stage is characterised by a great deal of
uncertainty about the group’s purpose, structure and
leadership
• Members “test the waters” to determine the acceptable
behaviour.
• Discomfort is suppressed by making use of defence-
mechanism such as suppression, denial and projection
• Once members start to think of themselves as a group,
this stage is complete
Storming
• Members accept the existence of the group.
• There is resistance to constraints that the group
imposes on individuality.
• Conflict on who will control the group
• Aggression manifests in the form of a fight
(against authority or peers) or flight ( leave the
group)
• Pairings are common occurrence to deal with
uncertainty.
• A relatively clear hierarchy symbolises the
completion of this stage
Norming
• A desired behaviour is defined by the
development of a common set of expectations
• Rules are set down in explicit or implicit ways.
• Close relations are developed and forged when
members buy into these set of rules.
• The group demonstrates cohesiveness
Performing
manifests in a fully functioning and accepting group.
Group energy is moved from getting to know and
understand one another to performing task at hand.
Members interact effectively to solve problems,
make decisions and execute tasks
For a permanent group this is the last stage of
development
Adjourning (mourning) happens when the task is
complete, in temporary groups like the task team
The group prepares for its disbandment
Activities are wrapped up and there is a reflection on
its performance and success over time.
There is a great sense of leaving, “dying” and
preparation on what follows
Group Structure
Leadership
Leaders
influences team members towards the attainment of the
groups objectives – enthusiastically; identified by a title
like….
Leaders are concerned by both the task and relationships
within the team
Leaders are intelligent, achievement orientated and
emotionally intelligent

Roles
Roles define expected behavioural patterns attributed to
someone occupying a position in the group.
In order to understand and manage group behaviour it is
vital to grasp the role individuals fill in.
People can assume various types of roles which may
People can assume various types of roles which
may facilitate or inhibit group effectiveness.
• Task-oriented roles facilitate and coordinate –
decision-making
• Relations-oriented roles encourage group
morale
• Self-oriented roles serve individual needs at the
expense of group and its functioning
Role identity
When a person displays attitudes and actual
behaviours associated and consistent with a role.
The individual has the ability to shift roles
rapidly when the situation and its demands
require changes.
Role perception
Peoples view on how they should act in a given
situation
These are formed from stimuli around them such
as friends, books, movies and television.
Interpretation on how to behave will lead to
specific behaviour.
Role expectation is the way in which others
believe one should act in a given situation, e.g. at
home, at work, in the community, in church….
Expectations vary according to the roles people
play.
Role conflict
When people belong to one group, they are often confronted
by different role expectations.
Employees at work may find themselves belonging to multiple
groups which expose them to broad social network and
multiple sources of information.
This could enhance productivity and learning as employees
multi-skill and are exposed to new learning situations.
This, however could challenge the individuals ability to cope
as different roles require different behaviours.
This could be a source of tension and frustration which may
lead to –
• withdrawal, stalling, negotiation or redefinition of facts or
situation to make them appear congruent
• giving of formalise bureaucratic responses – e.g. a
conflicting situation on an employee on instructions from
head-office and a dissatisfied customer, resolves the conflict
by relying on organisational rules, regulations and
procedures.
Cultural diversity
Culture is a system of values, beliefs, customs and
habits that are carried over from generation to
generation.
These are reflected in language, technology,
economics, politics, educational systems, religion,
art and social relationships.
When people go to work, they do not set aside
their cultural values and lifestyle orientations.
Different cultures place different values on aspects
such as group work, independence and authority.
Some may prefer to work in groups or on their
own.
These differences influence people’s behaviour at
work and how they interact with others.
Diversity management
It involves creating a climate in which all group
members feel that they are valued and are making
a valuable contribution to the group.
Diversity management aims at:
establishing trust and constructive
interpersonal relations amongst diverse
people in the group.
increasing quality, productivity and efficiency

Culture is complex and the complexity is increased

by individual uniqueness
Each person is unique and is very much aware
his/her uniqueness.
It is imperative to appreciate these differences
Trust & Ethics
Trust is defined as the willingness of a party (the
trustor) to be vulnerable to the actions of another
party (the trustee) based on the expectation that the
trustee will act in a manner that is predictable.
Trust is inherently a characteristic of relationship and
not property of the individual.
In teams :
affective trust involves the confidence that a person
puts in a team member based on shared feelings of
caring and concern
cognitive trust is the willingness to rely on a team
member’s expertise and conscientiousness.
When team members have different goals and
perspectives more misunderstandings will occur and
trust will be lower.

Factors contributing to trust

• integrity – characterised by honesty and

truthfulness
• competence – technical and interpersonal
knowledge and skill
• consistency – reliability, predictability and good
judgement in handling situations
• loyalty – the willingness to protect and save face
for a person
• openness – willingness to share ideas and
information freely
Ethics
Ethics is the study of moral values and behaviour.
Ethics contribute to an organisation’s reputation.
Organisations with a good reputation attract better-
quality employees and instil trust in customers.
Ethics is especially important in decision-making.
In order for individuals to make ethical decisions
need:
• the ability to identify an ethical issue and
consequences of alternative decisions
• the confidence to seek out different opinions about
the matter in terms of what is right in a particular
situation
• the willingness to make decision when there is no
clear answer to an ethical issue and complete
Individual differences, loci of control, cognitive
development have a profound influence on ethical
behaviour.
People with strong personal values, an internal
locus of control and a high level of moral
development tend to be more ethical than others.
People who are more sensitive to the needs of
others and do not exploit them tend to be more
ethical.