Group Behavior in Organization Behavior, including types of groups and their behavior, five stage model,group decision making, group think, group shift and group decision making technique

1. GROUP BEHAVIOUR
Presented by….
Prashant Kumar Singh
Rajesh Sharma
Prabal Banerjee
Prosenjit Mondal
Samyabrata Mullick
Paulami Pyne
Rahul Das

2. • Two or more individuals
• Interacting and interdependent
• Who has come together to achieve organisational
goals

3. group
Formal group
Informal
group

4. Formal group
• Defined by organisation structure
• Designated with work assignments.

5. Formal group
Command
group
Task group

6. Command group
• Relatively permanent
• Functional reporting relationship such as having
both a group manager and those who report to
the manager.
• Included in organisation chart.
• Ex: A manager and his or her immediate
subordinate.

7. Task group
• Relatively temporary
• Created to do a specific task
• Ex: Search committee for a new school
superintendent, Task force on new product quality

8. • Created by mutual alliances
• Not formally structured
• Not organisationally determined
• Appear in response to the need for social
contact

9. Informal group
Interest group
Friendship
group

10. Interest group
• Those working together to attain a specific
objective with which each is concerned
• Relatively temporary
• Organised around a common activity or interest of
its members

11. Friendship group
• Those brought together because they share one or
more common characteristics
• Relatively permanent
• Draws benefits from social relations among its
members

12. 1
• Forming:
• Uncertainty about purpose, structure, and leadership
2
• Storming:
• Intragroup conflict as members resist constraints
3
• Norming:
• Group is cohesive with strong group identity
4
• Performing:
• Group fully functional and working toward goals
5
• Adjourning:
• For temporary groups: breaking up

14. • It shapes the behaviour of members in a
work group
• Predict individual behaviour within the
group
• Predict performance of the group

15. • Roles
• Norms
• Status
• Size
• cohesiveness

16.  A set of expected behaviour patterns attributed to
someone occupying a given position in a social unit.
• We are required to play a number of diverse roles
• Different group impose different role
requirements on individuals

17.  Role identity
• Certain attitudes and behaviours consistent with a
role.
• Have the ability to shift roles as per the need of the
situation.

18.  Role Perception
• An individual’s view of how he or she is supposed to
act in a given situation.
 Roles Expectation
• How others believe a person should act in a given
situation.
 Role conflict
• A situation in which an individual is confronted by
divergent role expectations.

19.  Acceptable standards of behaviour within a group
that are shared by the group’s member.
Classes of Norms:
• Performance norms
• Appearance norms
• Social arrangement norms
• Allocation of resources
norms
• Powerful means of
influencing behavior
• Performance Norms

20. • A socially defined position or rank given to groups
or group members by others.
What determines status?
• Status derived from one of three sources:
1.The power a person wields over others
2.A person’s ability to contribute to group’s goals
3.Individual’s personal characteristics

21. • Does the size of a group affect the group’s overall
behaviour?
Answer is : Yes.
 Smaller groups are faster at completing task.
 Large groups are good for gaining diverse input
and problem solving
Other conclusions:
• Odd number groups do better than even.
• Groups of 7 or 9 perform better overall than
larger or smaller groups.

22. • Degree to which group members are attracted
to each other and are motivated to stay in the
group.
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission
difficultly.
5. Stimulate competition with other
groups.
6. Give rewards to the group, not
individuals.
7. Physically isolate the group.

24.  Strengths
– More complete
information
– Increased diversity
of views
– Higher quality of
decisions (more
accuracy)
– Increased
acceptance of
solutions
 Weaknesses
– More time
consuming (slower)
– Increased pressure
to conform
– Domination by one
or a few members
– Ambiguous
responsibility

25. Groupthink
Phenomenon in which the norm for consensus
overrides the realistic appraisal of alternative
course of action.

26. Symptoms Of The Groupthink Phenomenon
• Rationalize any resistance to the assumptions they
have made.
• Pressure doubters to support the majority
• Members who have doubts or differing points of
view keep silent about misgivings.
• Interprets silence as a “yes” vote
• There appears to be an illusion of unanimity.

27. How to minimize groupthink:
1. Encourage group leaders to play an impartial role.
2. Appoint one group member to play the role of
devil’s advocate.
3. Utilize exercises that stimulate active discussion of
diverse alternatives.

28. Groupshift
A change in decision risk between the group’s
decision and the individual decision that member
within the group would make; can be either toward
conservatism or greater risk.
Implications of Groupshift:
• Recognize that group decisions exaggerate the
initial position of the individual members.
• The shift has been shown more often to be toward
greater risk.

29.  Synergy
• It is the interaction of multiple individuals in a
group to produce an effect greater than the sum of
their individual effects in the group.
• The term synergy comes from the Greek word
synergia from synergos, meaning "working
together".

30. Social loafing
• The tendency for individuals to expend less effort
when working collectively than when working
individually.
Group Size
Performance

31. causes prevention
• Equity theory –
unequal distribution of
work
• Dispersion of
responsibility – clouds
the relationship
between individual
inputs and group
output
• Set group goals
• Increase inter-group
competition
• Distribute group
rewards based on
members’ individual
contributions

32. Interacting Groups
• Typical groups, in which the members interact with
each other face-to-face.
Brainstorming
• An idea-generation process that specifically
encourages any and all alternatives, while
withholding any criticism of those alternatives.

33.  The process:
• The group leader states the problem clearly.
• Members then “free-wheel” as many alternatives
as they can in a given length of time.
• No criticism is allowed, and all the alternatives are
recorded for later discussion and analysis.
• One idea stimulates others, and group members
are encouraged to “think the unusual.”

34.  Nominal Group Technique
• A group decision-making method in which
individual members meet face-to-face to pool their
judgments in a systematic but independent fashion.
• It permits the group to meet formally but does not
restrict independent thinking, as does the
interacting group

35.  Electronic Meeting
• A meeting in which members interact on computers,
allowing for anonymity of comments and aggregation of
votes
• The major advantages of electronic meetings are
anonymity, honesty, and speed.
• Essentials of Organizational Behavior, 10/e
• Stephen P. Robbins & Timothy A. Judge