The document defines groups and different types of groups like formal, informal, command, task, and friendship groups. It discusses why people join groups and models of group development like forming, storming, norming, performing, and adjourning stages. It also describes an alternative punctuated equilibrium model of temporary group development. The document outlines group roles, norms, status, composition, cohesiveness, and decision making. It discusses techniques like interacting groups, brainstorming, nominal groups, and electronic meetings. It also evaluates group effectiveness and defines teams, comparing groups and teams.
Foundations Of Group Behavior | Types Of Groups | Roles in Groups | FaHaD .H. NooR
A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Groups can be either formal or informal. Formal groups are those defined by the organization’s structure, with designated work assignments establishing tasks. The behaviors that one should engage in are stipulated by and directed toward organizational goals. An airline flight crew is an example of a formal group. Informal groups are alliances that are neither formally structured nor organizationally determined. Natural formations in the work environment in response to the need for social contact. Three employees from different departments who regularly eat lunch together is an informal group.
Our tendency to take personal pride or offense for the accomplishments of a group is the territory of social identity theory. There is no single reason why individuals join groups. Social identity theory proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group. Social identities help us understand who we are and where we fit in with other people, but they can have a negative side as well. Probably the biggest downside is that social identities encourage in-group favoritism.
When do people develop a social identity? Several characteristics make a social identity important to a person. First, Similarity suggests it is not surprisingly, people who have the same values or characteristics as other members of their organization have higher levels of group identification. Distinctiveness suggests that people are more likely to notice identities that show how they are different from other groups. Respondents in one study identified more strongly with those in their work group with whom they shared uncommon or rare demographic characteristics. Status sees a category because people use identities to define themselves and increase self-esteem, it makes sense that they are most interested in linking themselves to high-status groups. Graduates of prestigious universities will go out of their way to emphasize their links to their alma maters and are also more likely to make donations. And lastly, Uncertainty reduction seesmembership in a group helping some people understand who they are and how they fit into the world.
Foundations Of Group Behavior | Types Of Groups | Roles in Groups | FaHaD .H. NooR
A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. Groups can be either formal or informal. Formal groups are those defined by the organization’s structure, with designated work assignments establishing tasks. The behaviors that one should engage in are stipulated by and directed toward organizational goals. An airline flight crew is an example of a formal group. Informal groups are alliances that are neither formally structured nor organizationally determined. Natural formations in the work environment in response to the need for social contact. Three employees from different departments who regularly eat lunch together is an informal group.
Our tendency to take personal pride or offense for the accomplishments of a group is the territory of social identity theory. There is no single reason why individuals join groups. Social identity theory proposes that people have emotional reactions to the failure or success of their group because their self-esteem gets tied into the performance of the group. Social identities help us understand who we are and where we fit in with other people, but they can have a negative side as well. Probably the biggest downside is that social identities encourage in-group favoritism.
When do people develop a social identity? Several characteristics make a social identity important to a person. First, Similarity suggests it is not surprisingly, people who have the same values or characteristics as other members of their organization have higher levels of group identification. Distinctiveness suggests that people are more likely to notice identities that show how they are different from other groups. Respondents in one study identified more strongly with those in their work group with whom they shared uncommon or rare demographic characteristics. Status sees a category because people use identities to define themselves and increase self-esteem, it makes sense that they are most interested in linking themselves to high-status groups. Graduates of prestigious universities will go out of their way to emphasize their links to their alma maters and are also more likely to make donations. And lastly, Uncertainty reduction seesmembership in a group helping some people understand who they are and how they fit into the world.
Ob i - foundations of group behavior-workteams-organizational stressShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Group behavior by Rahul Das- EIILM,KOLKATARahul Das
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
Ob i - foundations of group behavior-workteams-organizational stressShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Group behavior by Rahul Das- EIILM,KOLKATARahul Das
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
Ob i - foundations of group behavior-workteams-organizational stressShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
1. UNIT III GROUP BEHAVIOUR
Defining and Classifying Groups
Group(s)
Two or more individuals interacting and interdependent, who have come together to
achieve particular objectives
Formal Group
A designated work group defined by the organization’s structure
Informal Group
A group that is neither formally structured now organizationally determined; appears
in response to the need for social contact
Command Group
A group composed of the individuals who report directly to a given manager.
Task Group
Those working together to complete a job or task
Interest Group
Those working together to attain a specific objective with which each is concerned
Friendship Group
Those brought together because they share one or more common characteristics.
Why People Join Groups?
• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement
The Five-Stage Model of Group Development
Forming Stage
The first stage in group development, characterized by much uncertainty
Storming Stage
The second stage in group development, characterized by intragroup conflict
Norming Stage
The third stage in group development, characterized by close relationships and
cohesiveness.
Performing Stage
The fourth stage in group development, when the group is fully functional.
Adjourning Stage
The final stage in group development for temporary groups, characterized by
concern with wrapping up activities rather than performance.
An Alternative Model: Temporary Groups with Deadlines
Punctuated-Equilibrium Model
Temporary groups go through transitions between inertia and activity.
Sequence of actions:
1. Setting group direction
2. First phase of inertia
3. Half-way point transition
4. Major changes
5. Second phase of inertia
6. Accelerated activity
2. Group Structure - Roles
Role(s)
A set of expected behavior patterns attributed to someone occupying a given
position in a social unit
Role Identity
Certain attitudes and behaviors consistent with a role.
Role Perception
An individual’s view of how he or she is supposed to act in a given situation
Role Expectations
How others believe a person should act in a given situation
Psychological Contract
An unwritten agreement that sets out what management expects from the employee
and vice versa
Role Conflict
A situation in which an individual is confronted by divergent role expectations
Group Structure - Norms
Norms
Acceptable standards of behavior within a group that are shared by the group’s
members.
Classes of Norms:
• Performance norms
• Appearance norms
• Social arrangement norms
• Allocation of resources norms
The Hawthorne Studies
A series of studies undertaken by Elton Mayo at Western Electric
Company’s Hawthorne Works in Chicago between 1924 and 1932.
Research Conclusions:
– Worker behavior and sentiments were closely related.
– Group influences (norms) were significant in affecting individual
behavior.
– Group standards (norms) were highly effective in establishing
individual worker output.
– Money was less a factor in determining worker output than were group
standards, sentiments, and security
Group Structure - Norms
Conformity
Adjusting one’s behavior to align with the norms of the group.
Reference Groups
Important groups to which individuals belong or hope to belong and with whose
norms individuals are likely to conform.
Deviant Workplace Behavior
3. Antisocial actions by organizational members that intentionally violate established
norms and result in negative consequences for the organization, its members, or
both.
Typology of Deviant Workplace Behavior
Category Examples
Production Leaving early
Intentionally working slowly
Wasting resources
Property Sabotage
Lying about hours worked
Stealing from the organization
Political Showing favoritism
Gossiping and spreading rumors
Blaming coworkers
Personal Aggression Sexual harassment
Verbal abuse
Stealing from coworkers
Group Structure – Status
Status
A socially defined position or rank given to groups or group members by others.
Social Loafing
The tendency for individuals to expend less effort when working collectively than
when working individually
Other conclusions:
• Odd number groups do better than even.
• Groups of 7 or 9 perform better overall than larger or smaller groups
Group Structure - Composition
Group Demography
The degree to which members of a group share a common demographic attribute,
such as age, sex, race, educational level, or length of service in the organization, and
the impact of this attribute on turnover.
Cohorts
Individuals who, as part of a group, hold a common attribute.
Group Structure – Cohesiveness
Cohesiveness
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
4. Group Tasks
Decision-making
– Large groups facilitate the pooling of information about complex tasks.
– Smaller groups are better suited to coordinating and facilitating the
implementation of complex tasks.
– Simple, routine standardized tasks reduce the requirement that group
processes be effective in order for the group to perform well.
Strengths Weaknesses
– More complete information – More time consuming
– Increased diversity of (slower)
views – Increased pressure to
– Higher quality of decisions conform
(more accuracy) – Domination by one or a
– Increased acceptance of few members
solutions – Ambiguous responsibility
Groupthink
Phenomenon in which the norm for consensus overrides the realistic appraisal of
alternative course of action.
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.
Symptoms Of The Groupthink Phenomenon
Group members rationalize any resistance to the assumptions they have
made.
Members apply direct pressures on those who express doubts about shared
views or who question the alternative favored by the majority.
Members who have doubts or differing points of view keep silent about
misgivings.
There appears to be an illusion of unanimity.
Group Decision-Making Techniques
Interacting Groups
Typical groups, in which the members interact with each other face-to-face
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
Brainstorming
An idea-generation process that specifically encourages any and all alternatives,
while withholding any criticism of those alternatives.
Electronic Meeting
A meeting in which members interact on computers, allowing for anonymity of
comments and aggregation of votes.
5. Evaluating Group Effectiveness
TYPE OF GROUP
Effectiveness Criteria Interacting Brainstorming Nominal
Electronic
Number and quality of ideas Low Moderate High High
Social pressure High Low Moderate Low
Money costs Low Low Low High
Speed Moderate Moderate Moderate Moderate
Task orientation Low High High High
Potential for interpersonal conflict High Low Moderate Low
Commitment to solution High Not applicable Moderate Moderate
Development of High High Moderate Low
group cohesiveness
TEAM
Why Teams become so Popular?
Teams typically outperform individuals.
Teams use employee talents better.
Teams are more flexible and responsive to changes in the
environment.
Teams facilitate employee involvement.
Teams are an effective way to democratize and organization and
increase motivation
Difference between Group and Team :
a) Work group: A group that interacts primarily to share information
and to make decisions to help each group member perform with in
his or her area of responsibility.
b) Work team: A group whose individual efforts result in performance
that is greater than the sum of the individual inputs.
Types of Teams: There are four most common types of Teams in an
organization.
1. Problem –Solving Teams: Groups of 5-12 employees from the same
department who met a few hours each week to discuss ways of
improving quality, effiency and the work environment.
2. Self –Managed work Teams: Groups of 10 -15 people who take on
responsibilities of their former supervisor.s
6. 3. Cross – Functional Teams: Employees from about the same
hierarchial level, but from different work areas, who come
together to accomplish a task.
4. Virutal Teams ; Teams that use computer technology to tie
together physically dispersed members in order toachieve a common
goal.
Team Characteristics
1. The absence of paraverbal and nonverbal cues
2. A limited social context
3. The ability to overcome time and space constraints
Creating Effective Teams
Context:
• Adequate Resources
• Leadership
• Climate of trust
• Performance Evaluation & Rewards
Composition;
• Ability
• Personality
• Roles and Diversity
• Size
• Flexibility
• Preference for Team works
Work Design:
• Autonomy
• Skill Variety
• Task Identity
• Task Signifigance
Process;
• Common purpose
• Specific Goals
• Team Efficacy
• Conflict
• Social loafings
Creating Effective Teams: Diversity
Group Demography
The degree to which members of a group share a common demographic attribute,
such as age, sex, race, educational level, or length of service in the organization, and
the impact of this attribute on turnover.
7. Turning Individuals Into Team Players
The Challenges
– Overcoming individual resistance to team membership.
– Countering the influence of individualistic cultures.
– Introducing teams in an organization that has historically valued
individual achievement.
Shaping Team Players
– Selecting employees who can fulfill their team roles.
– Training employees to become team players.
– Reworking the reward system to encourage cooperative efforts while
continuing to recognize individual contributions.
Teams and Quality Management
Team Effectiveness and Quality Management Requires That Teams:
1. Are small enough to be efficient and effective.
2. Are properly trained in required skills.
3. Allocated enough time to work on problems.
4. Are given authority to resolve problems and take corrective action.
5. Have a designated “champion” to call on when needed.
Teams Aren’t Always the Answer
Three tests to see if a team fits the situation:
– Is the work complex and is there a need for different perspectives?
– Does the work create a common purpose or set of goals for the group
that is larger than the aggregate of the goals for individuals?
– Are members of the group involved in interdependent tasks?