This document discusses group behavior and how attitudes and values can affect workplace relations. It defines a group and describes the typical stages of group development, including forming, storming, norming, performing, and adjourning. Norms and attitudes are explained, with attitudes composed of cognitive, affective, and behavioral components. Sources of values are identified as family, friends, community, school, media and relatives. Value conflicts can arise between individuals or when personal values differ from an organization's values. The document encourages reflection on how attitudes and values impact human relations and sharing of related workplace experiences.

1. Work! Work! Work!
List down the possible
reasons why conflict
may arise in your
workplace.

2. Work Group
and Group Behavior

3. Coverage
• Attitudes
• Norms and Other
Sources
• Values and Value
Conflicts

4. Objectives:
Define group and
group behavior

5. Objectives:
Reflect on how
attitudes and values
affect human
relations

6. Objectives:
Share experiences
showing the effects of
attitudes and values in
your workplace

7. What is group?
A group can be defined as
one or more individuals
interacting together to
achieve certain objectives.

8. How about its types?
Informal group
Formal group

9. Stages of Group Development
1. Forming
- The first stage in group development,
characterized by much uncertainty
2. Storming
- The second stage in group
development, characterized by
intragroup conflict

10. Stages of Group Development
Norming
- The third stage in group development,
characterized by close relationships
and cohesiveness
Performing
- The fourth stage in group development,
when the group is fully functional

11. Stages of Group Development
5. Adjourning
- The final stage in group
development for temporary groups,
characterized by concern with
wrapping up activities rather than
task performance

12. What are norms?
Group norms are acceptable
standards of behaviour that
are recognized and shared
by group members.

13. Group norms can be:
 Formal norm
Formal norms set out the rules
and procedures that group
members are expected to
follow. These are documented.

14. Group norms can be:
 Informal norm
-the most common types of norms in
organizations. These are not
documented, but group members
understand the informal group
norms by observing their fellow
group members.

15. Attitude
Attitude can be described as
a tendency to react
positively or negatively to a
person or circumstances.

17. Cognitive
The cognitive component of
attitudes refers to the
beliefs, thoughts, and
attributes that we would
associate with an object.

18. Affective
Affective component is the
emotional or feeling
segment of an attitude . It is
related to the statement
which affects another
person.

19. Behavioral
Behavior component of an attitude
consists of a person’s tendencies
to behave in a particular way
toward an object. It refers to that
part of attitude which reflects the
intention of a person in short run or
long run.

20. Factors Influencing Attitude
 Social Factors
 Direct Instruction
 Family
 Prejudices
 Personal
Experience
 Media
 Educational and
Religious
Institutions
 Physical Factors
 Economic Status
and Occupations

21. Defining Values
 Values are ideas that people
see as worthwhile . They
provide standards of conduct
by which we measure the
quality of human behavior.

22. Sources of Values
 Family: Family is a great
source of values. A child leams
his first value from his family.
 Friends &peers: Friends and
peers play a vital role in
achieving values.

23. Sources of Values
 Community or society: As a part of
society, a person leams values
from society or different groups of
the society.
 School: As a learner, school and
teachers also play a very important
role in introducing values.

24. Sources of Values
 Media: Media such as – Print
media, Electronic media also play
the role of in increasing values in
the mind of people.
 Relatives: Relative also helps to
create values in the minds of
people.

25. Sources of Values
Organization: Different
organizations and
institutions also play a vital
role in creating value.

26. Value Conflicts
Value conflicts arise
when people give
different priorities to
each value.

27. Value Conflicts
Value conflicts arise
when people give
different priorities to
each value.

28. How?
Values can strongly influence
employee conduct in the
workplace. If an employee
values honesty, hard work, and
discipline, for example, he will
likely make an effort to exhibit
those traits in the workplace.

29. How?
This person may, therefore, be a
more efficient employee and a
more positive role model to
others than an employee with
opposite values.

30. How?
Conflict may arise, however,
if an employee realizes that
his co-workers do not share
his values.

31. Types of Value Conflicts
Intrapersonal Value Conflict
occurs when highly ranked
values pull an individual in
different directions.

32. Types of Value Conflicts
Interpersonal Value Conflict
occurs when differences in
combinations of values
between people inevitably
spark disagreements.

33. Types of Value Conflicts
Individual-Organization Value
Conflict occurs when values
espoused or enacted by the
organization collide with an
employee’s personal values.

34. Let’s reflect!
Why do you think attitude
and values really affects
human relations?

35. Share! Share!
Share your experience that
is related to the effects of
attitudes and values to
your workplace.