Organizational behavior unit 3: Group Behavior

Organizational behavior unit 3: Group Behavior

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  Organizational Behavior Unit 3:Group Behavior Presented by, Ganesha Pandian. N
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  Content • Organization Structure •Formation • Groups in Organization • Influence • Group Dynamics • Emergence of informal leaders and working norms • Team Building • Interpersonal relations • Communication • Control
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  Organization structure -Meaning • Refers to the hierarchal order in the organization • Organization structure is more like the “Division of labor” and “span of control” principles proposed by management. • Organization structure – Position, power and authority
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  Features of Goodorganization structure 1. Simplicity 2. Flexibility 3. Clear line of authority 4. Application of ultimate responsibility 5. Proper delegation of authority 1. Minimum possible managerial levels 2. Principles of unit of command and direction 3. Proper emphasis on staff 4. Provision for top management
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  Types of OrganizationStructure 1. Line organization – direct authority 2. Line and Staff organization – staff who are specializes in a specific function 3. Functional Organization – based on the functional division 4. Divisional structure – Unit division basis 5. Project organization – tasks oriented and kind of matrix organization
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  Groups - Definitions •It is defined as two or more individuals, interact and interdependent in achieving the particular objective • Formal groups – formed by organization structure • Informal groups – naturally formed group in the environmental settings
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  Different classification ofgroups • Command Group – determined by organization and subordinate need to report managers • Task group – formed for the purpose of task accomplishment and towards the goals • Interest group – the people are there for the attainment of common goals in interest • Friendship group – group share one or more common characteristics
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  Why do peoplejoin groups? 1. Security 2. Status 3. Self – esteem 4. Affiliation 5. Power 6. Goal attainment
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  Stages of GroupDevelopment • The groups – formed with five steps • The model of group formation were explained using the five-stage model of group development
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  The five stagemodel Stage 1 • Forming Stage 2 • Storming Stage 3 • Norming Stage 4 • Performing Stage 5 • Adjourning
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  An Alternative model:For temporary groups • Punctuated equilibrium Model 1. First meeting sets the direction 2. Transition after the first meeting 3. Major changes in the group 4. Second phase of the meeting 5. Final meeting in the group
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  Sociometry • Also calledas social network mapping • An analytical technique for studying group interaction Sociogram: a diagram represents the preferable social interaction Social networks: A specific set of linkages among a defined set of individuals Clusters: Group that exists within social networks Prescribed clusters: formal groups formed by organization Contd…
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  Contd… • Emergent cluster:informal and unofficial groups • Coalitions: clusters of individuals come together to achieve the common goal • Cliques: friendship group • Stars: Individuals having high network • Liaisons: individuals connect two or more clusters and not a member of any clusters • Bridges: Individuals serve as linkages • Isolates: individuals who are not connected to any of group
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  Group structure • Groupstructure and the behavior will influence the individual behavior • Individual behavior will be contributing for the high performance of the group. • There are many structural variables that include: formal leadership, roles, norms, group status, group size, composition of the group and the degree of group cohesiveness
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  1. Formal leadership– the leaders are typically identified with the title for the leader. Effect of the leader on the group will influences 2. Roles – roles are the set of expected behavior patterns attributed to someone in the given position 3. Role identity – certain attitudes and behaviors consistent with a role 4. Role perception – an individual’s view on the role and how to behave on the role 5. Role expectation – how others believe that an individual should behave in the role
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  • Psychological contract– unwritten law that both the employer and employee expected to behave in given situation • Role conflict – A situation in which an individual is confronted with the divergent role expectations.
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  Group Norms • Normsare the acceptable form of standards of behavior within a group that are shared by the group’s member. Common classes of norms: 1. Performance norms 2. Appearance norms 3. Social arrangement norms 4. Allocation of resource norms
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  Conformity an referencegroup • Conformity: Adjusting one’s behavior to the group’s norms • Reference group: important groups that an individual belong or hope to belong.
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  • Status: asocially defined position or rank given to group or group members by others • Social loafing/size: the tendency for individuals to expand less effort when working collectively than when working individually • Group demography: the degree to which the member of group share a common demographic attribute • Cohorts: individuals in the group having common characteristics
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  Cohesiveness • It isthe degree to which the group members are attracted to each other and wishes to stay in the group
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  Group decision making •Group decision making is the act of choice between the best alternative course of action. • It is a participatory process involves more than an individual in decision making process. • The decision making might be structured or unstructured one
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  Nature of groupdecision making • The active interaction will be there among the group members • At the closing, the group members come to the consensus in making one decision • All the members need to abide by the decision and are jointly responsible • The conflicting opinion might be expected in the group and they should be managed effectively
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  Group decision makingprocess • Problem identification Step 1: • Problem Diagnosis Step 2: • Solution alternatives Step 3: • Evaluation of alternatives Step 4: • Framing a decision Step 5: • Follow-up action Step 6:
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  Group decision makingtechniques 1. Interacting groups 2. Brainstorming 3. Nominal group technique 4. Electronic meeting 5. Delphi technique
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  Advantages and Disadvantages 1.Large amount of ideas 2. Good decision making 3. Different perspectives 4. Time consuming 5. Not easy to arrive at consensus 6. Sometimes lead to conflicting situations
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  Importance of teams •Organizations restructure themselves as teams and become more and more effective and efficient in better utilization of employee talents
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  Difference between thework group and work team • Work group – primarily interact and share the information and make decisions to help each other in group and member to perform in their area of responsibility. • Work team – the individual efforts result in a performance that is greater than the sum of the individual efforts and inputs - positive synergy
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  Four types ofteams 1. Problem solving teams – group of 5 to 12 employees meet for few hours in a week to discuss the ways to improve the performance of business 2. Self managed teams – group of few employees take responsibility on their own and perform the action interdependent. 3. Cross functional teams – formed with the people from different hierarchical level come together to accomplish a task – tasks force and committee 4. Virtual teams – they are ties together with the technology dispersed in the organization physically come together to accomplish a common goal.
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  Is team needed– check before implementation • The cost of team management should be less than the benefits reaped from the teams • Does the aggregate efforts needed for this task? • The task need the experts from various field of interest
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  Creating effective teams •Key components in creating effective teams 1. Work design 2. Team’s composition 3. Resources and contextual influences 4. Process variables
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  Team effectiveness model 1.Work design Autonomy Skill variety Task identity Task significance 2. Composition Ability Personality Roles and diversity Size and flexibility Preference for teamwork Contd…
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  3. Context Adequate resources Leadership Performance evaluationand rewards 4. Process Common purpose Specific goals Team efficacy Conflict Social loafing
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  Individuals into teamplayers • There are more lone performers than the team players • But the challenge in the business context need team and team players for effective team Shaping team players 1. Selection 2. Training 3. Rewards
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  Contemporary issues inmanaging teams • Three issues relating to managing teams 1. How do team facilitate the adoption of TQM 2. What are the implications of work diversity on teams? 3. How does management re-energize a stagnant teams
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  Communication • 70% ofcases poor communication causes the interpersonal conflict • Communication – reading, writing, speaking, and listening • Communication is defined as the understanding and transference of meaning
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  Functions of communication •Four major functions of communications are 1. Control - to control member behavior 2. Motivation – expectation and performance 3. Emotional expression – expression feeling and fulfillment 4. Information – facilitates decision making
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  Communication process • Aprocess or flow • A blockage in the flow or the process creates the problem in communication Communication Model Source Encoding Channel Decoding Receiver Feedback
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  Communication Process • Itis the step by step process breakdown between the sender and the receiver, the message being transferred and understood 1. Encoding: process of converting the message into symbolic form Contd…
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  • Message –subject matter that need to be communicated • Channel – the medium through which a communication message travels • Decoding – retranslating a sender’s communication message • Feedback loop – the misunderstandings of messages were checked with the sender
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  Barriers to Effectivecommunication • Filtering – refers to a sender manipulation of information – present to receiver • Selective perception – Selective to the information • Information overload – too much information bombardment • Defensiveness – feels attacked or when making sarcastic remarks • Language – limited to linguistic symbols - use of Jargons should be made careful • Communication Apprehension – unnecessary tension and anxiety
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  Communication Fundamentals • Communicationcan flow vertically or Horizontally • The Vertical flow is further divided into the upward and downward movement • Lateral communications – communication happens among the peer group members.
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  Communication networks • Theseare the channels though which the message flows. • Formal networks – Tasks related communication that flow the authority chain • Informal networks – free to move in any direction – grapevine communication
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  Non – Verbalcommunication • Messages conveyed through the body movements, signals and facial expressions are called “Non Verbal Communication”
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  Cross cultural communication •Communication barrier – across the different culture and so the cross cultural communication gains significance • Cultural context – high context (rely heavily on non verbal) and low context (rely heavily on verbal communication)
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  Cultural guide 1. Weshould assume the cultural differences until observing similarity 2. Description is what matter – not analysis, interpretation or judgment 3. Empathize the emotions 4. Interpretation can be assumed and tested for validity – but caution need to be taken.
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  Electronic communication • Electroniccommunication is transfer of images, voice, signal, video or any form of data as encoded into the channel medium and then decoded at the receiver end. • Telephone, e-mail, TV, Computers, FAX machine and so on .