This document discusses group behavior and dynamics in organizations. It defines groups as two or more individuals interacting and working together to achieve goals. It describes formal groups as defined by an organization's structure, and informal groups as formed by mutual interests or friendships. Key group dynamics discussed include roles, norms, status, size and cohesiveness. Stages of group development include forming, storming, norming, performing and adjourning. The document also examines factors that influence group performance and decision-making techniques like brainstorming, nominal groups and electronic meetings.

1. GROUP BEHAVIOUR
Presented by….
Lokesh Irabatti
Roll No. – G17
Div - A
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2. • Two or more individuals
• Interacting and interdependent
• Who has come together to achieve organizational
goals
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3. group
Formal group
Informal
group
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4. Formal group
• Defined by organisation structure
• Designated with work assignments.
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5. Formal group
Command
group
Task group
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6. Command group
• Relatively permanent
• Functional reporting relationship such as having
both a group manager and those who report to
the manager.
• Included in organization chart.
• Ex: A manager and his or her immediate
subordinate.
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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
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8. • Created by mutual alliances
• Not formally structured
• Not organizationally determined
• Appear in response to the need for social
contact
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9. Informal group
Interest group
Friendship
group
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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
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11. Friendship group
• Those brought together because they share one or
more common characteristics
• Relatively permanent
• Draws benefits from social relations among its
members
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12. 1
• Forming:
• Uncertainty about purpose, structure, and leadership
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• Storming:
• Intragroup conflict as members resist constraints
3
• Norming:
• Group is cohesive with strong group identity
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• Performing:
• Group fully functional and working toward goals
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• Adjourning:
• For temporary groups: breaking up
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14. • It shapes the behaviour of members in a
work group
• Predict individual behaviour within the
group
• Predict performance of the group
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15. • Roles
• Norms
• Status
• Size
• Cohesiveness
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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
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17.  Role identity
• Certain attitudes and behaviours consistent with a
role.
• Have the ability to shift roles as per the need of the
situation.
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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.
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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
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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
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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.
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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.
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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
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25. 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 with
holding any criticism of those alternatives.
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26.  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.”
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27.  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
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28.  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
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