Chapter: 3

Foundations of Group Behavior

Meaning of Team Work:

Teams are getting popular in modern organizations. More and more organizations are using teams to better utilize employee
talents. Group work and Team work are not the same things.

A group work is a group that interacts primarily to share information and make decisions. It helps each member to perform.
Its performance is summation of what its members perform as individuals.

A team work is a cooperative group where individual efforts result in positive synergy through coordinated efforts. Its
performance is greater than summation of what its members perform as individuals. The whole is greater than the sum of its parts.

Characteristics of Team Work:

1) Clear goal setting
2) Coordinated efforts
3) Shared leadership role
4) Decentralized decision making
5) No rigid chain of command
6) Effective communication
7) Mutual trust

Advantages and Disadvantages of Team Work:

Advantages of Team Work:
1) Members work collectively to achieve specific team goals
2) Members have authority to make decision
3) There is no rigid chain of command
4) Performance evaluation is done by members themselves
5) Employees talents and skills are better utilized
6) Climate of creativity and innovation is created

Disadvantages of Team Work:

1) Conflicts may arise between teams and departments
2) Teams may duplicate the efforts and committees
3) Effectiveness of team is situation dependent

Types of Team Work:

1) Problem solving team
2) Cross functional team
3) Virtual team
4) Self managed team

1) Problem solving team: Problem solving team is a temporary team which is formed to solve specific work. This team
discusses ways of improving quality, efficiency and work environment. It consists of 8 to 10 members from the same department. The
team meets for a few hours each week. The team shares ideas and offer suggestions. However, they lack authority to make and
implement decisions.

2) Cross functional team: Cross functional team is made up of employees of the same hierarchical level from different work
areas (departments). They come together to accomplish a specific task. Members are experts in various fields. As the members are
from different departments with different experiences, it creates organizational effectiveness but it takes time to build trust among
them and to accomplish the task. Members need to learn to work with diversity and complexity.

3) Virtual team: Virtual team is that kind of team in which people contact using information technology and computers
(internet). It ties together physically dispersed members in order to achieve a common goal. Members collaborate online through
internet so it lacks face to face interaction. It reduces time and space constraints. It allows people to work together who are miles apart.

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 4) Self managed team: Self managed team is a group of 10 to 15 employees who perform interdependent jobs. It selects its
own members and evaluates each other’s performance. They solve problems, implement solutions and take full responsibility for
outcomes.

Issues in managing Team Work:

1) Total Quality Management (TQM)
2) Work force diversity
3) Mature teams
4) Team effectiveness

1) Total Quality Management (TQM): Quality is everyone’s responsibility in a team. Total Quality Management is possible
when a continuous improving quality is maintained through everyone’s commitment and involvement to satisfy customers. The main
objective of TQM is to increase effectiveness in structure, size, authority and strength of team and to produce quality goods and
services.

2) Work force diversity: Employees are gathered from different diversity such as religion, customs and backgrounds in a team.
Hence, it is quite difficult to maintain emotional coordination and involvement of them in a team. In this way, it is required to manage
diversity in a team and to develop cohesiveness of the team. Because of this, conflicts among them are minimized and turn individuals
into team players.

3) Mature teams: The effectiveness of work team can diminish overtime because retardation in creativity is seen in maturity
period. So, it is essential in order to re-invigorate team creativity, productivity, efficiency, decision making etc. Matured team is
required a proper training, structure and behavior.

4) Team effectiveness: An effective team is the combination of work design, composition, context and process etc. So, it is a
crucial role of the management to maintain effective and efficient leadership, satisfaction of team members. Management should
design such a mechanism in a team so that team members are always able to achieve common goals within norms and values.

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Meaning of Conflict:
Conflict is the outcome of interactions in persons. Simply, conflict is a disagreement or antagonism between two persons or
two parties. Conflict can be defined as a process in which one person perceives that another person has negatively affected something,
which first person cares about in the positive way. In other words, Conflict is the perception or feeling by one person that the other
person is hindering the first person from achieving a goal. Poor communication and personality differences cause conflict. It occurs at
various levels within and between the individuals, groups and organizations.

In the field of management, traditionally conflict is considered as disagreement in idea, opinion and views. But modern
management expert takes it as positive. They believe that conflict or debate can have quality decisions as well as quality management.
Conflict affects performance. If it is too high, it hinders performance. If it is too low, performance tends to be low. A desirable level of
conflict is good for organizational effectiveness.

Newstrom and Davis –“Conflict is any situation in which two or more parties feel themselves in opposition.”

Three approaches of Conflict:

1) Traditional approach
2) Human relation approach
3) Inter-actionist approach

1) Traditional approach: According to traditional approach, all conflicts are harmful and destructive. It is negative for any
organizations. Therefore, it should be avoided as far as possible.

2) Human relation approach: According to this approach, conflict is a natural and inevitable which found in any organization
so such should be accepted. Organization is an association of two or more persons with different values, attitudes, norms,
expectations, religions and others, so conflict is natural and inevitable. Under certain condition, it could lead to more innovative
solutions to problems.

3) Inter-actionist approach: This approach considers conflict as a positive aspect or force and it is absolutely necessary for a
group to perform the task. Therefore, this approach encounters or estimates to have conflict in the organization. This approach
believes that if there is no conflict there will be no change, there will be less possibility of having quality decisions but managers
should control the level of conflict to maintain minimum level of conflict because all conflicts are positive.

Characteristics of Conflict:
1) Interaction
2) Perception
3) Opposition
4) Situational
5) Process

1) Interaction: Conflict is behavioral interaction. It results from interaction between two or more persons, groups,
organizations.

2) Perception: Conflict must be perceived by the parties to it. It is a perception issue.

3) Opposition: There must be opposition. It can be in goals, roles, value and interest. It can be differences over interpretation of
facts. It can be disagreements based on behavioral expectations.

4) Situational: Conflict is situational. It varies from person to person, group to group, place to place and time to time.

5) Process: Conflict can be defined as a process in which one person perceives that another person has negatively affected
something, which first person cares about in the positive way.

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Levels of Conflict:
1) Intra-personal conflict
2) Inter-personal conflict
3) Inter-group conflict
4) Inter-organizational conflict

1) Intra-personal conflict: It occurs within an individual. This type of conflict arises due to frustration and conflicts in goals
and roles.

2) Inter-personal conflict: It is interactive conflict between individuals. It occurs due to personality differences, perception,
communication failure, interest etc.

3) Inter-group conflict: Conflict between two or more groups is called inter-group conflict. It occurs due to different
viewpoints, competition for scarce resources, joint decision making, poor communication etc.

4) Inter-organizational conflict: Conflict that arises between two organizations is called inter-organizational conflict. It occurs
due to competition, structure, policy and practices.

Types of Conflict:
1) Functional and Dysfunctional Conflict
2) Task, Process and Relationship Conflict
3) Vertical, Horizontal and Line & Staff Conflict

1) Functional and Dysfunctional:

a) Functional Conflict: This conflict is issue oriented. It is generally of administrative or technical nature. It is of
constructive form. It supports the goals of the group and improves its performance.
 Improves quality of decisions
 Stimulates creativity and innovation
 Encourages interest and curiosity among group members.

b) Dysfunctional Conflict: This conflict is personality oriented. It is of personal nature. It is based on personal feelings and
attitudes among members. It is of destructive nature. It hinders performance.
 Retards communication
 Reduces cohesiveness
 Promotes infighting between member

2) Task, Process and Relationship Conflict:

a) Task Conflict: It is related to the content of work. It results from task interdependence, task uncertainty and differences
in work orientation. A low level of task conflict is functional. It stimulates discussion of ideas and issues that help
perform better.

b) Process Conflict: It relates to how the work gets done. A low level of process conflict is functional. However, it
becomes dysfunctional when it:
 Create uncertainty about task roles
 Increase time taken to complete tasks
 Lead to members working at cross-purposes

c) Relationship Conflict: It is based on interpersonal relationship. Relationship conflict is dysfunctional. It hinders

completion of tasks due to:
 Increased personality clashes
 Decreased mutual understanding

3) Vertical, Horizontal and Line & Staff Conflict:

a) Vertical Conflict: It arises between different levels in organization. It may be due to goal conflict, poor communication
and lack of agreement about values.

b) Horizontal Conflict: It arises at the same hierarchical level in the organization. It results from differences in interests,
attitudes, values and beliefs.

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 c) Line and Staff Conflict: Line employees decide. Staff employees advise. Conflict occurs when there is encroachment in
each other’s authority.
Sources of Conflict:
1) Sources Of Individual Conflict:
a) Individual differences
b) Goal differences
c) Lack of effective communication
d) Lack of favorable environment
e) Competition

2) Sources Of Group Conflict:

a) Scarcity of resources
b) Status struggle
c) Reward system
d) Organizational change
e) Organizational climate

1) Sources Of Individual Conflict:

a) Individual differences: Individual differences lead to conflict. Differences may be creating from family background, culture,
traditions, socialization process and education. There are also differences in individuals in their values, beliefs, attitudes, interest,
perception etc.

b) Goal differences: Conflict is caused when individuals in the same group pursue different goals. Goal differences are a source
of conflict.

c) Lack of effective communication: As we know that, communication is universal and without communication it is not
possible to share and exchange any ideas, views, information etc. In the absence of sufficient and adequate communication among
staffs, the fact and essential information cannot be distributed among all. Because of this, the coordination to perform in a team
with a synergy effect is not possible and the conflict may arise.

d) Lack of favorable environment: As we know that, a soldier cannot go in a battle without weapon in the same way, an
employee cannot perform in a better way without favorable environment. The management always seeks the highest possible
outcomes from an individual whereas the mismanagement of distributing proper environment among staffs brings conflict among
them.

e) Competition: Employees always works for individual growth and dominant nature to co-staffs. So, because of this unhealthy
competition, the conflict among them arises.

2) Sources Of Group Conflict:

a) Scarcity of resources: Resources are required to perform effectively and to meet organizational goal. But resources are
scarce (limited). Different groups are inter-dependent regarding the work and they compete for the resources such as budget,
space, supplies, personnel and support services. But due to scarce resources, groups cannot get the enough resources. Thus, group
compete each other to get more resources as possible as. This causes conflict.

b) Status struggle: Status is the social rank of the group in the organization. When one group attempts to improve its status at
the cost of other groups, conflict arises.

c) Reward system: Reward is such thing when one gets it and other does not then naturally conflict between them arises. So, in
the same way, if one group get reward and other group do not get it then conflict arises over there. When groups competes for the
reward and at the time obviously one wins and other loses and conflict arises there. When inequality and unfairness in reward
system for the same matter is seen in different groups then here also conflict occurs.

d) Organizational change: Management can change organizational structure and design as per the requirement. So, after
bringing such changes, the management should flow proper communication about it to all groups and if the management fails to
explain the fact and figures about changes to them then conflict among inter-groups arises.

e) Organizational climate: Organizational climate is the quality of work environment in the organization. Organizational
climate refers to mutuality of interest, climate of trust, autonomy to employees, open communication etc. When such climates
changes in organization inter-group conflict arises.
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Techniques to manage Conflict:
1) Avoidance
2) Planning a delay
3) Smoothing (creating a feeling as member of family)
4) Negotiation and compromise
5) Organizational re-structuring (change in authority, responsibility and hierarchy)
6) Confrontation
7) Third party intervention
8) Use of forces
9) Appeal procedures

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Meaning of Communication:
The term ‘communication’ originated from the latin word ‘communicare’, which means ‘to share’ or ‘to contribute
something for or to others’ welfare’. When used as per its function, it means a common ground of understanding. Communication is
the process of exchanging of facts, ideas and opinions and a means that individuals or organizations use for sharing meaning and
understanding with one another. So, communication is sharing of knowledge, idea, skill, feeling, emotion etc. with specific purpose
along with certain context in meaningful manner through familiar channel. Communication is a two-fold process between two parties-
the sender and the receiver which involves organizing, selecting and transmitting symbols in an appropriate way to ensure the listener
perceives and recreates in his own mind the intended meaning of the communicator.

No organization exists solely in isolation with one member who has no contact with anyone or anything. The exchange of
ideas, information or instructions is a fundamental feature of all organizations. This exchange may take place internally between
different sectors or departments or externally with other organizations. How information is transmitted externally and utilized
effectively internally will be crucial to the organizations success.

Communication is a means by which different persons are linked together in a group or organization to attain a common goal.
No group activity is possible without communication. It enables the members to co-ordinate, to exchange and to make progress. A
good communication should aim at making everyone concerned aware of the goal which the organization wants to achieve. The two
main objectives of communication are to inform and to persuade. A group of persons, whether a social community or a business firm,
can pool their effort for a common goal only if all the members of the group know what they are working for a trying to achieve. The
specific objective of each message may be to instruct, to advice, to request and so on depending on the nature of relationship between
the transmitter and the receiver.

Stephen P. Robbins – “Communication is the transference and understanding of meaning.”

Characteristics of Communication:
1) Two way process
2) Meeting of minds necessary
3) Communication is all pervasive
4) Communication is a continuous process
5) Communication may be formal or informal

Objectives of Communication:
1) To Inform
2) To Persuade
3) To motivate
4) To suggest
5) To advice

Communication Process:
1) Sender
2) Encoding
3) Message
4) Decoding
5) Receiver
6) Feedback

1) Sender: The communication process is initiated by the sender. Senders are those who send the message to the receiver.
Sender has a thought or idea and he wants to share it with one or more receivers.

2) Encoding: Encoding is the process of changing the abstract ideas of the sender’s mind into a concrete form by using verbal
and non verbal codes. For example: If anyone wants to communicate the idea of danger, then the sign of danger can be used or the
color of red can be used.

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 3) Message: Message is the most important component of communication as message refers to the main theme of information
which is delivered by sender to the receiver to make a proper understanding between them. It is encoded form of ideas. The message
should be “SMART”.

4) Decoding: Simply, decoding is the way of giving meaning to the message. Decoding is the interpretation of the language and
symbols sent by the sender through a channel. It is the most challenging job for a receiver because the receiver might interpret the
message wrongly.

5) Receiver: Receivers are who receives the message, interpret, analyze and transmit it to others. In this sense, a receiver is
expected to be equally competent enough in setting out similar understanding to the sender.

6) Feedback: Simply, feedback is the reply of the message after interpreted by receiver. That’s why; feedback might be positive
or negative.

Types of Communication:
1) Downward flow of communication
2) Upward flow of communication
3) Horizontal flow of communication
4) Diagonal flow of communication

1) Downward flow of communication:

There is hierarchy in any organization such as Top Level Management, Middle Level Management and Lower Level
Management. So, under downward flow of communication, communication is delivered from top level to lower level. It is the
dimension of communication in which top level management directly communicates to the lower level authority in the form of order,
commands and impositions to fulfill certain responsibilities. While doing so, the lower level authority is given less freedom and power
to discuss and participate in the group decision making. As a result, downward communication becomes autocratic in nature. It further
leads to conflict due to the risen distance between seniors and sub-ordinates.

2) Upward flow of communication:

This type of flow of communication can be defined right opposite of downward flow of communication because under this,
communication is delivered from lower level to top level. It is the form of communication in which the lower level management is
granted with power to communicate with the seniors. The lower level communicates to the seniors in the form of request, appeal,
suggestion, advices, complains etc in order to have their representation. It provides a high level of freedom and opportunity to the
lower level workers in order to participate in the organizational activities. As a result, upward communication becomes democratic in
nature.

3) Horizontal flow of communication:

Horizontal flow of communication refers to delivering communication between the individuals holding similar status or
position in the given organization structure such as seniors to seniors, co-workers to co-workers and finally sub-ordinates to sub-
ordinates. In other words, it is also known as “close group communication” because limited boundary has been provided to the similar
level such as any matters of confidential, planning, policy making and evaluation within the organization. This type of flow of
communication is designed so as to solve any kind of problem within the same organization and not to involve any other hierarchy of
communication.

4) Diagonal flow of communication :

It is the form of communication in which the organization provides equal rights and responsibilities for the every level of
employees to communicate within the organization not standing with the status and the chain of command. In this process,
organization grants permission to the employees for their participation in desired activities according to the situation and
circumstances. Popularly known as “communication curve”, it has very flexible dimensions concerning the departmental and
hierarchical relations to ensure overall co-ordination among the officials. However, this communication approach has endangered the
organizational discipline, leadership and organization’s code of conduct. Besides, the lower level employees tend to abuse the freedom
in unfruitful activities.

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Communication Network:
1) Formal Network
2) Informal Network

1) Formal Network:
In simplified form, information flow in a modern business is much like the network of arteries and veins in the body. Just as
the body has arteries, the organization has well established channels of information flow. Therefore, the main lines of the
organization’s operational communication is called formal network. Every organization has a formal communication network in which
ideas and information flow along the lines of command (the hierarchical levels) in the company’s organization structure. Throughout
the formal network, information flows in three directions: Downward, Upward and Horizontal. Downward communication flows
from executives to employees, conveying executive decisions and providing information that helps employees do their jobs. Upward
communication flows from employees to executives, providing insight into problems, trends, opportunities, grievances and
performance-thus allowing executives to solve problems and make intelligent decisions. Horizontal communication flows between
departments to help employees share information, coordinate tasks and solve complex problems.

2) Informal Network:
Along with the formal communication network, every organization also has an informal communication network. Such
communications follow no set pattern but form an intricate web of information which is ever changing and infinitely complex
structure linking the members of the organization. It is really not a single network but a complex relationship of smaller networks
consisting of certain groups of people. The relationship is made even more complex by the fact that these people may belong to more
than one group and different departments. The informal network is also known as grapevine. It operates anywhere two or more
employees are in contact. Though it carries much gossip and rumor, this communication network is more valuable to the company’s
operations and also carries far more information than the formal communication network. Smart managers make keep in touch with
the grapevine and turn it into a constructive tool.

Barriers to Communication:
1) Physical:
a) Distance
b) Noise
c) Arrangements
2) Psychological:
a) Selective perception
b) Filtering
c) Distrust
d) Emotions
e) Viewpoints
3) Organizational:
a) Information overload
b) Poor planning
c) Complex structure
d) Status differences
4) Semantic:
a) Language
b) Jargon