96 Organizational behavior B.B.A.

(Sem,-ill))
(Nagpur \

UNIT - IV
6 Group
Behaviour

SYNOPSIS
A Introduction
B Meaning of Group
C. Meaning of Group Dynamics
D. Types of Group
E Group Development
F Group Norms
G. Group Roles inaiheals
H. Group Cohesiveness
Exercise
nfueno d.
VÁ, INTRODUCTION Produc ty
Groups are formed by individuals. They live in communities. They move in pai
They collaborate in groups. Groups are essential. They have an impact on work and w
conduct. They are unavoidable. They have a tremendous impact on the organization. Th:
are inextricably linked to the organization. They are beneficial to the organization. Th
serve as the basis for human resources. The study of group behavior is essent
Individual and group behaviors are not the same. Productivity is influenced by gro"
behavior.
The significance of group conduct has been recognized on occasion. Elton Mayo or.
his colleagues conducted the classic Hawthorne experiments in 1920 and discovered th
group behavior hada significant influence on productivity.
B MEANING OF GROUP
Individuals make up human resources, and individuals move in groups. Evw
manager must be knowledgeable about both collective and individual behaviors. He mu
be familiar with group psychology. He must comprehend individual behavior within t
framework of collective behavior. Group conduct has an impact on individual behavior.
The group in which an individual moves has an impact on his work, job happin
andeffective performance. Small groups of people function as a team at the lower levels
thebusiness. They are responsible for completing a task entrusted to them within a cetu
time frame.
If they encounter a difficulty, they solve it on their own. They are guided bv senl
CoNorkers in solving and completing the task. It goes without saying that groups
 97
Group Behaviour

crucialin the lives of employees. They spend an increasing amount of time at work with
the group.
Definition of Group
R.M. Williams (1951) "A social group is a given aggregate of people playing nter
related roles and recognised by themselves or others as a unit of interaction." Here it can
besaid the group is an aggregate of some people. The roles of the group members are
interrelated. The group is considered a unit.
4 Features of Group
Theimportant features of the group are:
One or more individuals come together and influence each other.
There are social interactions and relationships amongst the individualmembers of
a group.
There exists some common motives, drives, interests, emotions etc, amongst
group members.
There is communication among group members, both verbal and or non-verbal.
The group members have somne commnon object of attention and group members
stimulate each other.
They have common loyalty and participate in similar activities.
There exits feeling_of unity in the group. Group members treat each other with
respect and regard and has åsense of association that develops among them.
The action of the members is controlled by the group.
There are somecustoms, norms and procedures which are acceptable to everyone
but if exception happens, then the particular member will be ostracised from the
group.
C MEANING OF GROUP DYNAMICS
Groups are essential in organisational life. Managers devote a significant amount of
effort to managing groups and teams so that they contribute to organisational and group
goals. The effectiveness with which a manager plans, organises, staffs, leads, and regulate
is determined by how wel he manages groups. Agroup is defined as "two or more peopl
who interact with each other, are psychologically aware of one another, perceiv
themselves to be members of the group, and work towards a common goal.")
The term 'group dynamics' is formed by the combination of the two words 'grou
and dynamics.' While 'group' refers to twoor more individuals sharing an explicit soci
Psychological relationship, dynamics' refers to the forces within the group that shapetl
Paterns of interaction between group members i.e., the power or capacity of a gro
member to change or influence change in other members according to chang
Circumstances.
Group dynamics is the study of the nature, formation, and causes for gro
formation. It investigates hOW groups influence the behaviours and attitudes of
members as well as the organisation. lt is the way humans engage with one anott
When groups are managed well, they may make significant contributions
Organisational goals.
 Organizational behavior-B.B.A. (Sem.-llI))
98

There are 3views about group dynamics :

(Nagpur Un

1. First view describes how a group should be organized and conducted

more on democratic leadership and members' participation. stres ir
2. Second view describes the techniques used in group dynamics, for
playing, leaderless groups, brainstorming, group therapy, transactional
insstance,analy
etc.

3. Third view structure, group

groups; the describes
dynamics from the perspective of internal naturethe
processes, reasons and methods of their formation,
influence within the group, with other groups and with the organization.
The three views can be summarized by describing group dynamics as a study of
nature and development of groups.
Features ofGroup Dynamics
1. Number of members
Agroup is often made up of two or more people. Depending on the aim of the gro.
this might be a group of all managers, all employees, or a mix of both. While the
minimum number of group members is two, a group can have an unlimited number of
members. Most organisations limit their groups to 15.to 20people tomake them easier for
supervisors to manage.
2. Influence

Akey quality is that group members have a positive impact on one another. Whl.
cooperating on a job or talking often to achieve their goals, group members may have an
affect on one another. While team members may have a beneficial influence on others
they may also consider the effect of other team members on them.
3. Goals

Most groups have specific objectives for team members to attain. This might be a
quota, preject deliverable, or task thattheyare able to fulfil. Workplaces may form groups
of team members with comparable aims in order for them to understand each other's
workload, including obstacles and successes.
4.

Norms are the behavioural norms that the group accepts. They are the standards an:
expectations that group leaders or members may encourage everyone to follow
Communication tactics, involvement. and job standards are frequently included in nort
A leader, for example, may create the expectation that all group members check in eat
morning with updates on their task progress. Having norms ensures that groups retai
specified criteria that members can continuously adhere to.
5. Structure
The structure of a group describes the duties that each member has. It describes
member's role in assisting the organisation in reaching its objectives. The function may
related to a member's position, such as asales professional tracking the amount of sal
within the organisation. Thepositions can alsorefer to an employee's specialised job n uk
group, such as giving encouraging messages to assist the group keep a happyassumeattituetheit
leader may prescribe roles to each member, or individuals may organically
roles as they get fanmiliar with the group.
 (oonp Behior

Interaction> ' n k
Interacting with team
members and leaders is acrucial Component for groups since it
helps members to ereate trust
and
members can take
place in a varictygood
of
work
relationships.
Interaction among team
onterencing, and in
person. Leaders frequentlymethods, including_instant messaging video
team members to) design team-building activities that allow
interact with ong another. Team
another for
assistane with thcir job or lo ask members may also contact with one
ur Principles of Group Dynamics questions regarding atask.
1. Principle of Belongingness
A strong sense of
connection among group members is a crucial group dynamic.
Furthermore, a group cannot work properly unless its
Oordination and
belonging. It is critical that group membersmembers have a Sense o
belicve they are part of the
proper grOup.
Furthermore,
this sense of belonging is what
peak, raising group morale. As a result, the motivatcs the group to perform at It5
fundamental of group dynamics. concept of belongingness is a crucial
2 Principle of Perception - aus arher Preshh
This concept focuses on group members' status and hbw
they view their own
prestige. It is quite close to the status principle. However, this group
indicates that the bigger the status, the larger the impact. dynamic concept
Furthermore, the perception principle sheds insight on the significance of group
perception. Furthermore, this provides coordination, a single direction, and the
achievement of the goals.
3. Principle of Conformity ’ Stansdy Aule foltous
This compliance principle emphasises the significance of group membersadhering to
broad group standards, However, this is one of the most important regulations that is also
the most hardest to follow.
4. Principleof Change 0r
The principle of change is one of the major group dynamics concepts that states the
relevance of change. Every choice made in a group is going to alter at some point.
This modification would not have an effect on a well-balanced and coordinated group.
Furthermore, this group dynamic concept emphasises the need of effectively managing
change. oFGrovp ayr a who lo
rinciple of Readiustment,-) h ge
This principlecomes from ntof change. Changes in a group's norms,
aims,
Or delegation of group members necessitate a rcadjustment of the overall group dynamics.
As aresult, this readjustment principle emphasises the importance of readjusting
Boup dynamics after executing a change. The revision should coincide with the fulfilment
ofthe group aim.
rinciple of Common Motives mu o e o ior
The main purpose behind the creation of groups is to aid the process of goal
hievement. The group members have a common motive which involves the successful
attainment offthe pre-determined goal.
100
Organzatlonal behavior-B.D.A. (Sem.-Ill)
IlI. Importance of Group Dynamics (Nagpur Un,
For starters, a group may affect how its members think. The interactions
members in the group constantly have an impact on the members. A
a good leader outperforms a group led by a bad leader. led group ,
he 8roup may produce synergy, which means that if the group is mado.
positive thinking, its production willalways be more than doubled.
3. Group dynamism can also provide members with employment satisfaction.
t. Thegroup can also instill tcam spirit among its members.
5. Members' attitudes, insights, and ideas are also affected by group dynam
Negative thinkers, for example, can be converted to positive thinkers with N
assistance of the facilitator.
6. Furtlhermore, if the group operates as a cohesive one, collaboration
COnvergence might result in increascd production.
7. Furthermore, group dynamism has the potential to lessen labour
Finally, it minimises labour turnover as a result of emotional attachment am disconten
group members.
D. TYPES OF GROUP

Types of Group
Formal Groups Informal Groups

1)Command Group
1) Friendship Groups
2) Task Group
2) Interest Groups
3)Project Group
3) Reference Group
4)Committees

A group is made up of two or more people who work together to achieve a commn
purpose, (Groups are colloctions of individuals who communicate with one another, n
aware of one another, have a shared goal, and see themselves as a group. A group is n
formed by a collection of people. Groups are gatherings of people or objects that have
something in common or have ome together for a specific reason. For a number
purposes, social, educational, professional, and recreational organisations can be creatd
Itmight be professional or informal, big or tiny, well-organized or disorganised. Aclub.
team, a committee, an organisation, or afamily are all examples of groups.
Individuals can benefit from organisations by giving support, encouragement, ana:
sense of bclonging. They can help you learn new things as well as teach you new skils
develop fresh views, and make long-lasting connections. Groups can sometimes ha
negative impacts, such as groupthink, in which individuals adhere to the majority's belie"
rather than thinking for themselves. Groups may provide several advantages and pla
essential part in our lives. Whether it is a small group of friends ora major organisatu
group may bring and accomplish amazing thËngs.
Uruup peoPenrnMove ak they
GroupBehaviour 101

Types of groups can mainly be classified in two ways: formal and informal.
Eormal Groups-Avo 0up1 n/
,

A)Formal
Groups

Formal groups aregroups formed by_an organisation for the aim of attaining its
objectives. The behaviour that a member should display in formal organisations is
determined by the goals of the organisation.
L Formal Groups in Sociology -> 0rqonsd struturpfo
The word formal groups' refers to organised and structured groups with speified
roles, rules, and purposes. The greater community typically recognises that these
organisations exist for aspecific purpose. Aformal group can be a business, a government
body, or a religious organisation.
An informal group,on the other hand, is frequently created spontaneously and is not
officially recognised by society. Informal groupings include families and friends. Social
sientists frequently investigate formal organisations to better understand how
individuals interact and how their rules and
norms impact them in a controlled context.
Thev not only reflect the distribution of power and authority within the organisation, but
they also reveal how choices are made.
Formal groupings may have an impact on both individuals and society as a whole. A
company may have a big influence on the economy and the environment, whereas a
government agency can have a significant impact on public policy. Eormal groups are
eSsential forsociologiststo investigate becausethey shape social relationships.
II. What is formal group in organisational Behaviour ’ utes , o r s s
Formal groups are created by an organization's management and have a definite
purpose, structure, and set of rules. A group like this is typically created within an
organisation to accomplish acertain purpose or goal, such as improving production,
Communication, or addressing aspecific issue. Formal groupings in an organisation
include teams, committees, and departments.
A selected leader, such as a manager or supervisor, generally determines_an
orzanization's hierarchy and chain of command. Managers actively monitor and analyse
the activities and choices of formal group members before assigning them particular roles
and responsibilities.
a) Command Group
Asupervisor (manager) and subordinates who report directly to the supervisor
COmprise the command group. The command group is determingd by_the organisational
Chart. A command group might consist of the Head of the Department of Business

tSortrdrore
 102 Organizational behavior--B.B.A. (Sem.-I )

Administration at XYZ University, for example, and other

academic (NugpurinUn
department. members
Organisational command group Behavior
Command groups are organisations that strictly adhere to rules and prOcedures a
have a defined hierarchy of power. Decision-making and order-giving are often
to a selected leader in these groupings. A command group can be found in the entrust
the police, or a huge enterprise. Their efficiency and capacity to adapt militar
environmental changes are widely recognised, but they may also be criticised for a
lac.
promptly
innovation and flexibility.
What are com mand groups also known as?
Command groups are also known as :
sn.
Formal groups: These groupsare established by an organization for a
purpose and have a defined structure and hierarchy of authority.
Top-down groups: This refers to_the hierarchical structure of Come
groups, where decisions are made by the top-level leadershin
communicated to lower-level members.
Bureaucratic groups: These groups are characterized by their strict
to rules and procedures, and often -have a large number of formaliz tadheren
regulations and procedures.
Hierarchical groups : This refers to the hierarchical structure of commar
groups, where there are different levels of authority and decision-makin:
power within the group.
Authoritarian groups : These groups have astrong central leader who mak:
most of the decisions and has a high degree of control over the group:
activities.
In group dynamics, what is a command group?
An authoritative group is one that adheres to norms and processes and has alk:
hierarchy of authority. Leaders make choices and provide directions to group member
Other members must follow group norms and procedures in order to obey the leader
directives.
Instead of establishing group cohesion or building connections, the grow
concentrates on attaining particular objectives and performing tasks. Command grou
are commonly used for organisation and controlin large businesses, military units. Po
agencies, and police departments.

Examples of Command Groups

Military Units

Police Departments

Corporate Departments (e.g. Sales, Marketing, Operations)

(hpBehnonr

103

Examples of Command Groups

Hospitals

Task Group
Atask goup is a np avytvy
collection of
Task groups, on the other hand, people who work logether achieve acommon goal.
fhar

cmpus erime, the liable can (raverse

Shool,the Dean of the
partles may include command lines. If a student is accused of a
the Head of Department, the Dean of the
I's worth noting that all
Student's Welfare, and the Proctor and Registrar of the University.
onganisational borders. Thiscommand gtoups ar task
does not have to b the casegroups,
in
yet task groups can span
Task group in reverse,
Organlzatlonal Belhavlor
In organisational
behaviour,
omplete a specified task task groups are groups of people who work together to
or objective. These
hr a short or lengthy period of groups can be formed inside an orgarnisation
time, and they can bc formal or
inequently organised to do specific tasks or informal. Task groups are
enhancing procedures, or troubleshooting. projects, such as generating new go0d5,
Diverse opinions and ideas may arise as a
and perspectives in work groups. The variety ofresult of the range of abilities, experiences,
task groups can promote creativity and
decision-nmaking by resulting in better solutions. Individuals may have diverse aims and
prioritics, which can lcad to disputes and issues. It is
clear leader or facilitator who directs the typical for task groups to have a
group's work and keeps it on track. It is also the
leader's obligation to handle problems and ensure that the
group's objectives are realised.
Task groups may be an effective tool for
and improving performance. They may also bring organisations in achieving particular goals
tension and conflict if not adequately
managed. Task groups may fulfil their objectives more
Communicate, clarify their objectives and duties, and successfully get
if they properly
frequent feedback and
evaluation.
nentsPpo
. What is atask group in group çounseling? - ’ \ 3 r
pusrph
Task groups in group counseling are small groups of
together for a particular purpose or goal related to individuals who come
Mental health, addiction, or relationship issues are personalgrowth and development.
usually the topics of these groups,
which are led by trained counselors or therapists. pinjov, h
The goal of group counselling task groups is to offer a secure and
atmosphere for people to communicate their experiences, feelings, and supportive
Individuals may learn from one another in a group environment where opinions. they can
0btain fresh insights and learn how to tackle difficulties together.
Task groups in
8roup counselling often meet on a regular basis, whether they are short-term or long
erm. Activities and conversations will be led by group leaders or
therapists, who will
sOprovide supportand assistançe as needed.
lask groups in group counselling may be an effective therapeutic strategy for
Miany people. It can make people fecl less alone and alone since it gives them a feeling
Delonging and community They can assist individuals recover by offering them
With the information and experience of th0se who have gone through similar
 (Sem.--II)
J04 Organizational behavior -B.B.A. (Nagpur Unnt
task
Circumstances, in addition to empowering them. Group counselling improvement. groups
development and
an effectiveandinstrument
challenges personal
for others
learning from in these contexts can promote mental healt and
Sharing
well-being"
c) Project Group
In the same way, project groups are formed to complete a specific project. Pro
groups normally last for the duration of the project. An example of a project group s
the UniversityGrants Commission awarding a research project to a proressor. Gro
of individuals within an organization that work together on a specific task or projeC
skills and expetise are typical.
are called project groups. Individuals with different specific need or goal.
included in these groups, which are formed to address a
selected leaders cOordinate gro.
By leading the group, group managers or time and within budo
activities and guarantee that the project is finished on organisation, as well .
Individuals from various departments or parts of the
Supervisor:
individuals from various levels of the organisation, such as manageTS,
grOups helr
and front-line employees, may be included in the group. Project employe
organisations achieve particular goals and objectives by encouraging
participation and teamwork.

Project Group
Example

Project Group Group Group \Members

Project Objective Leader
Name

Develop and launch new Product R&D team. Marketing team. Sales
Product
Development product Manager team

II
Upgrade and modernize IT IT Operations team. Nerwvorking
Infrastrucure IT Manager
infrastrnncture team. Securitv team
Upgrade
Custoner Custonmer Customer Service Representatives.
Improve overall customer
Service Service Training team. Quality Assurance
service experience
Improvement Manager team

Identify and implement cost Financial Accounting team. Procurement

Cost Reduction
saving measures Analyst team. Operations team

d) Committees ’ p (wpnse
Committees are typically created outside of the traditional'command gro
structure to handle reoccurring problems. These committees might be short-lived 0
very long-lived. A university's Examination disciplinary Committee, for examp
yneY E l a t i n gto examinations.
disciplinary
I Committees in an Organization
1 Human Resources Committee

This committee is responsible for managing and growing the organization's hu

resourCes. This department handles employee recruiting, hiring, training
remuneration.
oropBehavionur

105
Diversity and
This committee
Inclusion Committee a
policies and promotes diverse and inclusive
diverseprogrammes practises inside the organisation.
fostera and developed and
inclusive working culture.implemented by this department help to
Safety and Health
In this
committee,
Committee
work environment, To employees
are
prevent responsible for ensuring a safe and healthy
procedures and promotes asafety accidents and illnesses, it develops policies and
culture.
Performance Management Committee
The goal of this committee is to
onganisation. Its tasks
include manage the performance of personnel inside the
analysing their performançe. providing fecdback and mentoring to employces, as well as
Employee Engagement Committee
An employee engagement committee is in charge of promoting
employee engagement. organisational
Employee involvement, participation, and dedication are
encouraged via the
6.
development implementation of programmes and activities.
and
Ethics and ComplianceCommittee
To ensure ethical compliance and legal
compliance, this
organization's policies, procedures, and practices. An ethicalcommittee
culture
oversees the
is promoted
within the organization through the creation and
procedures. implementation of policies and
B. Informal Groups

B) Informal
Groups

Informal organisations are non-formal groupings. These are the groups that are not
cnically organised or managed by the organisation. These groups arise spontaneously
uthe workplace as a reaction to the desire tor social contact. Four colleagues from four
ent departments eat lunch together in an informal setting. Informal groupings are
dassifiedlinto the following types:
a) Friendship Groups
A
ogether.frieWhen
ndshipmembers of agroup have one or more qualities, such as aCommon ethnic
group is a group of people who like cach other and ike spending time

hi(rsetoatryed. Individuals
political convictions, religious values, 9r other shared features, the group
who have connected as aresult of their personal or professional
is
relationships
Iore likely to create friendship groups
grow spontaneously
inside informal groupings. This sort of group is
via shared interests, ideals, or experiences rather than
 Orgnizatlonalbehavior -B.B.A. (Sem.- I)
106
Friendship clubs can be
Un (Nagpur
being officially recognised by the organisation. found
corporations, schools, and non-profit organisations. by
can be influenced
dynamics
The within
groups and culture
informal of an organization
groups. As well as providing support and a Sense of
belonging, they can also create cliques and exclude others. Depending on group
membership, they can also influence communication and decision-making wiithin the
friendship
group. Behaviour
I Friendship group
In organisational in Organisational
behaviour, a friendship group is an informal social network
in these groups frequently have a shae
developed inside an organisation. Employeesprofessional link.
a
Organisational culture
interest, value, or experience, as well as
dynamics may have a big influence.
the following ways :
Friendship groups can help an organisation in
increased.
i) Employee motivation and morale have
ii) Collaboration and productivity have improved.
iii) Employees who have a strong feeling of belonging
iv) Giving employees a sense of belonging and support
include :
The negative effects of friendship groups, however,
Exclusion and cligques
Organizational communication and decision-making
Lack of diversity and favouritism
Organizational culture may be negatively affected
Managers and leaders must be aware of how friendship groups grow inside their
diversity and
organisations in order to promote an inclusive culture that celebrates
communication lines
supports open communication. Through team-building events, clear
communicate with those
and team-building exercises, employees should be encouraged to
outside of their social groups. They are also responsible for handling any concerns that
arise from friendship groups in order to maintain a healthy and inclusive organisational
culture.
ret b n n
b) Interest Groups
A group of individuals may belong to the same organization (command group o
task group), but their interest in a particular issue binds them together. An example o
an interest group would be a group of university professors who organize a seminar
on socio-economic problems in the North-Eastern regionth
of t h e t :
Groupftou3 Qroly dowe
c) Keference
Referencing is a sort of informal group in which individuals assess themselves
referencegroup docs not haveto beareal group that meets on a regular basis; it mi_t
afictitious group. Scholars in the same subject at other institutions may serve s
reference group for anew university instructor.
E. GROUP DEVELOPMENT

The goal of most research on group development is to learn why and how S
groups change over time. Toquality of the output produced by a group, the typ
frequency of its activities, its cohesiveness, the existence of group conflict.
GroypBehaviour

number of 107
A
changeover ime.
thListed
eoreticbelow
al modelsare have been
group being some of the devel
most ocommon
ped to explain how certain groups
ype of
the case of
therapy considered influenced the
groups. In general, somemodel of
models. In some cases, the
development proposed as
of these group
in
rgularnmovement
groups,may or through series of "stages", while models view group change as
a
may not go through and which might occur others view them as "phases" that
history. Atention to group at different points of a group's
hctors development
between the study of ad hoc over time has been one of the differentiating
ommonly used inthe groups and the study of teams such as those
eories of Group workplace, the military, sports and many other contexts.
The Tuckman Group Model Development O
u, t pnr
One ofthe most
Development," developedwell-known theories of team growth is "Tuckman's Stages of Group
by
that teams might go
through: psychologist Bruce Tuckman in 1965. It covers four stages
iourning, was added subsequently).forming, storming, norming, and performing (a fifth step,
from organusing to producing, and while According to McCahan et al., the phases progress
ckwards to prevViOus stages based on theevents Stages appear to be linear, teams may shift
ommunications methods that they employ. Somethatteamsmaymayimpact the team and the
also plateau and never
reach their full potential.

Forming

Adjourning Tuckman's
Linear Model Storming
of Group
Development

Perfornming Norming

a) Forming Stage
When everyone is getting to know one other and attempting to
pression, the formation stage is an excellent time to construct a make a good
Pectations, rules, or a Team Charter. A team-building exercise is a'so a set of agreed
w create trust and to know the team fantastic option
help get members' unique skills and shortcomings.
S an orientation stage where carly Jimits and
xpectations are set on both an
nterpersonaland professional level.

Knousm to shtrkSk
k
 s ugreeym tds
Organizational behavior -B.B.A. (Sem.-II)
108
(Nagpur Uniy
b) Storming Stage
friction. As
The storming stage is characterised by the highest groUp and limits
discover more about one other's motivations, prior assumptions
design
are
process, in wh:
infrequent
dividual
challenged. This corresponds to the "brainstorming" stage of the
project's emphasie
each team member provides ideas that might potentially become theeach other's skills
learn about
1s also the stage during which team members
shortcomings and attempt to cstablish their roles in the project. In this Stage, learnino
proceeding s
harness the constructive potential of conflict and compromise is critical for
the next level.
pr f torhry
Norming Stage Ia d
c) handled and team member
haveDuring the norming stage, if disagreements have been
demonstrated flexibility, everything is going well, and each team member

understands their position and works on their portion of the project. In thus stage, worker:
members periodically h
may work individually, but they should check in with team
ensures that
ensure that work flow is efficient and successful. Group cohesiveness
be quite useful
everyone is accountable to the work and to one another; Gantt Charts may
level if colleagues
in keeping everyone on track at this stage. Problems may emerge at this
o not completely grasp their job, team expectations, or the ultimate aim; this stage may
heon teamory, rup coneseuss 1 roedt
need to be revisited. -
d) Performing Stage
Few first-time teams reach the performance stage since this occurs after teams have
worked successfully together on numerous projects, formed a synergy, and developed
mechanisms that allow projects to run smoothly and efficiently. It takes less time to form,
storm, and learn to norm; performing teams can tackle the work at hand rapidly and
interdependently. Adjourning and parting ways may be an emotional experience for these
teams. The diagram displays the progression of each team member through each level.

Adjoun1ng
Forming Storming Norming Performing

II. Other Theories of Group Development

Classic Theory
Social Exchange Theory
Social ldentity Theory
Classic Theory-) U
The classic theory was developed by George Homans, which suggests that gr
develop based on activitics, interactions, and sentiments. Basically, the theory means
when individuals share comnmon activities, they will have more interaction ane
develop attitudes (positive or negative) toward each other.
popBehaiour

109
The major
component
of this
Gocial Exchange Theory theory the
is
exchange
interaction ofthe individuals inthe group.
social theory offers an
Aordingtothis theory,
individuals alternative explanation for group development.
form
ofmutuallybeneficial
exchanges
Thus, a perception
based rel
on trusta tionshi
and p
felt
s an
based on the implicit expectation
that obligation.
individuals.are to tbe
attracted toexchange rel
and affiliate ationshi
with a
ps will be positive is essential if
Social Identity Theory G ouy tarm-d
Social identity theory offers hy
suggests that
individuals get a anotherofexplanation for group formation. This theory'
sense identity and
nembership.in the groups. self-esteem based upon their
The nature of the
oganisationally based. group may arebe demographically
based, culturally based, or
Individuals
ontity Of groups because of the sense of motivated belong to and contribute to the
to
inthe groupP gives to them.
belongingness and self-worth the mmbership
GROUP NORMS
Group norms are the implicit or explicit
ommunicate, cooperate successfully, and workprinciples
that govern how team members
efficiently. Typically, group norms are not
ritten down. Instead, they are implicitly agreed upon
hehaviour, led by the surrounding organisational culture regulations
ground
and standards of
rules. These implicit
heliefs influence and define how team members make choices,
interct at work, and even
Even if you've never intentionally formed social standards
before, you've
undoubtedly encountered them. Every sort of group, including friendship groups
informal grOups, and working groups, has a set of norms that they establish and improve
through time, even if they are unaware of it. ’ twy dere how s th s uil o d
I Group Norms Definition
"Group norms are the informal rules that groups adopt to regulate and regularise
group members' behaviour" (Feldman, 1984). Groups manage to influence both
ambiguous and unambiguous situations and therefore people find safer to agree with
Ohers opinions and conform to social norms (Sherif, 1936).
II. Why are group norms important?
Positive group norms provide team members with a feeling of routine and security in
er daily lives. Group norms provide implicit (or specified) shared value systems that enable
Lam members to do their best job. By reducing theuncertainty-related worry and stress, group
Ders may interact more efficiently and have agreater influence. Ve qrsy Nei Sècu
When team members are aware of and understand - group norms, they know what is
eted of them and can act appropriately. Understanding your team's expectations helps you
Tteract mOst successfully, just as knowing your project goals helps s you focus on your greatest
mpact job. ak
roup standards can assist team members in using their time more purposefully. Too
tequently
bout work
Our attention is not aligned with our intention-we spend too much time thinking
insteadof focusing on our most critical duties. Group norms simplify meeting
Sand communication preferences by explicitly stating how team members should
110
Organlzational behavior -B.B.A. (Sem,-IIII)
(Nagpur Unt
interact. Making these implicit principles official, team-wide regulations lowers
about hovw team members should behave and, as a consequence, boosts effectiveness.
KTypes of Nornns
uncertaint
1. Performance
Performnance norms focus on how hard an individual should work in a specific ero.
They are informal cues that notify or assist a person in understanding how hard h
should work and what sort of output they should have.
2. Appearance norns )
This sort of norm teaches or instructs us as to how we should seem or
what our
physical appearance should be - what fashion we should wear, how we should style .
hair, or anynumber of areas linked to how we should look.
3. Social arrangement norms 9 oLe to a
When we talk about this sort of standard, we don't usually associate it with
corporate situation. Thisstandard focuses on how we should behave in social situations
Again, there are signs we can pick up on while out with friends or at social gatherings that
will help us fit in and feel more connected to the group.
4. Resource allocation norms
For this type of norm we're focusing on the location resources in a busines
environment. This can include raw materials as well as overtime or any other resource
found or needed within an organization.
G. GROUP ROLES fart ar pla
The social scientists use the term role in much the same way as a director of a play
would refer to the character who plays a part. Thus, the part one plays in the overall
group structure is what we mean by a role. In other words, a role means a set of expected
behaviour pattern attached to a position or post in asocial context. In an organisation, n
employee's role is briefly indicated by a position title and elaborately specified by a jot
description. As regards group roles, these are designated and assigned in formal groups
These roles are prescribed by the organization with a view to make division amon;
workers and assign them responsibility. But, group roles are usually not expliity
prescribed in informal groups. That is why in informal groups, one group member-a
perform severalroles or several members may also perform the same role. Roles is, thus
many hats we wear.
I. Types of Group Roles ay
In practice, the group members may be expected to perform a variety of differen
roles. A completelisting of these group roles would be very lengthy. However, the thr
most relevant group roles are discussed as follows :
i) Work Roles : These roles relate to task-oriented_ activities involved
accomplishing the group tasks or group goals. Developing a strategy
accomplishing the task, assigning jobs, evaluating work progress and clarityl;
the group goals are the examples of work roles related to task-oriented activities
ii) Maintenance Role : These roles relate to social-emotional activities of grou
members that help maintain their involvement and commitment to grou
Examples of these roles may be encouraging other fellow members to particpa
 GroupBehaviouy

praising and rewarding other members for their excellent contribution, and
similar other activities designed to maintain a friendly group atmo-sphere.
ji) Blocking Roles: These are the activities that disrupt or destroy the group. These
activ1ties may include such things as dominating the discussion, attackíng other
group members, disagrecing unreasonably with other group members, and
distracting the group by unnecessary humor.
iv) Role ldentity : There are certain attitudes and actual behaviours consistent with a
role. These create the role identity, Role identity is better when the roles are
clearly detined. On the contrary, if the roles are ill-defined, the role identities
become clouded,
People shtt roles rapidly when there is change in situation and demand ror
change is also recognized. For example, when the union leaders were promoted to
foremen positions, their attitudes changed from pro-workers to pro-management
within a month of their promotion.
v) Role Ambiguity : Role ambiguity refers to the discrepancy between the defined
role and perceived role. This is a confusion resulting from the delegation of job
responsibilities. Many times; some jobs do not have job description in writing and
when employees are asked to do something, they are confused. Role ambiquity is
harmful for employees. The evil consequences of job ambiguity are frustrati0n,
job dissatisfaction, and stress or tensions. However, extreme role ambiguity
Creates an unhealthy condition leading to absenteeism and turnover
vi) Role Conflict : People in their lives perform several roles. While on the job, one
performs the role of the servant, when the same person is off the job, he performs
roles like ahusband, a father, a brother, and so on. Many of these roles are
compatible, whereas some roles create conflict. Thus, when a person is confronted
by divergent role expectations, this is called 'role conflict'. Role conflict emerges
when the compliance with one role requirement makes difficult the compliance
with another one. In some extreme cases, two or more roles may turn to be
mutually contradictory or conflicting.
vii) Role Expectations : In simple words, role expectations are what other people
believe you should behave in a given situation. How you behave is determined
inter alia by the role defined in the context you are behaving or acting. For
example, the role of a Professor is believed as having sincerity and dignity,
whereas a football coach is viewed as aggressive, dynamic, and inspiring to his
players.
H. GROUP COHESIVENESS
In business, group cohesiveness refers to the degree to which members of a group
Temain together and are committed to one another. The affinity that the members have for
one another is what holds the group together as a whole. It represents the members'
Sincerity and desire to remain in the organisation.
Group cohesiveness is seen when the goals of the group and its members align. An
unbroken organisation is formed when members have a strong bond and have common
aims.
If members dislike oneother, the group's cohesiveness suffers. Individual ambitions
Verge from collective aims, which weakens the bonds between members. If an
vidualprioritises his or her profession and aspirations and joins the group for selfish
easons, the collective suffers.
112 Organizational behavior -B.B.A. (Sem. -III) (Nagpur
Un
Characteristics of Group Cohesiveness
Building a high-performance group involves collaboration and teamwork, bosk
which can be taught and developed; and while building a successful team may be
challenging at times, these key tips willassist you.
1. A common goal
High-performing groups work together to achieve asingle, well-defined goal. Peopl.
are doing various tasks, yet they all contribute to a shared goal or aim. If there is
uniting aim, group members may not comprehend what they are working towards, whi
can be demotivating. Groups also require quantitative performance indicators in order
assess their progress towards their objectives.
2. Role clarification
Group members must be aware of their responsibilities. The Belbin model
popular and successful technique for individuals to understand the roles they play and h
guaranteeyou have a varied and capable workforce.
3. Clear priorities
It is not enough to understand the roles and responsibilities. The group mus
understand what is eritical. Priorities can be set by management or, in the case of a sel:
directed group, by the members of the group themselves.
4. Build trust
Group members must have faith in one another. They must be able to trust on one
another when it comes to risk-taking and responsibility, they must be loyal, they mus
exchange information (both personal and corporate), and they must be sure that each
group member willdo their part!.
5. Open communication
Encourage members to provide open and often feedback on how the group is
working together and advancing, as well as to suggest ways to improve things. Team
members should be allowed to share their opinions and thoughts about the group,with an
emphasis on work habits. Group members listen to one another and do not talk or critiis
about one another behind their teammates' backs. Problems are not buried; they ar
addressed, resulting in a better overall outcome.
6. Autonomy and responsibility
People may feel dissatisfied and contribute less if a group is micromanaged. High
performing groups are accountable for their results. If the group is to reach its ful
potential, each member must have the power tocarry out their responsibilities.
7 Diversity
High-performing groups place a premium on diversity. People come from a
backgrounds and have a variety of talents and competencies, which enriches the grvw
Given the diversity of most organisations' client bases, diversity among group nmem
aids the group in understanding and serving its consumers.
8. Conflict

High-performing groups deal with disagreement. Group members understand he

to settle onflicts and disagreements. They confront the problem, manage it, and le
from it.
Gronp Behavior

9. Build on strengths and learn from mistakes

A high-periorming group evaluates its members' abilities and leverages them
achieve its objectives. It focuses on developing them in order to increa se both individual
and group pertormance. Such groups assess their performance to determine what worked
and what didn't, and to devise methods for dealing with challenges more sucessfully in
thefuture.

N Factors Affecting Group Cohesiveness

Group Cohesiveness is affected by different factors., which are discussed as under:

Interdependency
Competitlon Size

External
Pressure
Factors Homogeneity
Influencing
Group
Cohesiveness
Leadership Stability

Status Location

1. Interdependency
The degree to which aperson is dependent on the group will affect its attraction and,
eventually, its cohesiveness. When a group meets a greater number of individual
Tequirements, it defines his/her dependency on the group, which is shown in its
attractiveness and cohesion.
2. Size of the
Group
The size of the group has a significant influence on its cohesion,since it has an inverse
tonnection with it. This is because group cohesion grows iwhen members engage with one
another.
When agroup is huge, the possibilities of contact between members are low, resulting
disputes and confusion due to differences of viewpoint. A group with a small number
of
members
is frequently very cohesive,
3. Homogeneity
rOups with members that have different interests, attitudes, values, and backgrounds are
less effective than groups with members who have similar interests, opinions, attitudes,
Values, and backgrounds.
 Organizational behavior -B.B.A. (Sem.-III)
|14
(Nagpur Unh
4 Stable Membership
When connections among group members are stable, it contributes to group
because, Over time, group members get to know one other and create a bond
and cohesigm
understanding of shared aims and values. Common
5 Location of the Group
The location of the group also has a significant impact on its cohesion, since when
meetings and con
group members are positioned close to each other, the frequency of
isolated f
is high, resulting in strong cohesivencss. Furthermore, when one group is
another, cohesiveness is strong.
6. Group Status
achievenens
You may have noticed that agroup with prestige and a history of
demonstrate un
more interesting to its members. As a result, the group members
among themselves, resulting in strong cohesion. When everyone criticises the groun
becomes less cohesive.

7. Group Leadership
one who leads all
Agroup leader is critical to the unity of the group. He or she is the
of the members and helps them form bonds with the group. A leader with charisma
vitality, and persuasive talents inspires members to work with excitement and honesty h
achieve the goals on time. He or she works to foster and sustain group loyalty amonp
members.
8 External Pressure
Group members frequently band together to confront external forces. In order to battle the
shared threat, the group members minimise their personal differences and disputes
Furthermore, there are times when the group is unable to overcome overwhelming
pressure and is unable to deal with such strain.
9. Competition
Intragroup competition and intergroup competition are the two forms of competition
Intragroup competition is rivalry within members of a group, whereas intergrou
competition is competition between groups. Intragroup rivalry undermines grou
cohesion by increasing distinctions among members.
Intergroup rivalry, on the other hand, enhances cohesion. Victory in intergrvu
competition increases solidarity, whereas defeat causes tensions and disputes.
I|L Goals of Group Cohesiveness
A cohesive group alone can achieve the desired goals. Everyone in the grou
knows his responsibility. Goal is not simply an outcome of the work, it has to h
result oriented. This is made possible by a responsible cohesive group.
1. Personal Attractiveness
Individual virtues and ideals serve as the foundation for personal attractivenes
These promote mutual respect and understanding. They also build confidence and trust
group members, resulting in personal growth and development.
GoypBehavour

2. Independence for Cooperative Decisions

groups.
Memberssof a group may be autonomous in performing their tasks with otherfostered
cohesive group with the ability to make cooperative decisions at work must be
A
current management system.
inthe which is attained
Their strong performance is mostly due to employees dedication,
engagement, and
through empowerment tools such as joint decision making, increased fulfil
worker-management interaction. Only a cohesive work group in a company can
suchesponsibilities.
: Management Behaviour
Management behaviour has a direct impact on the cohesiveness of work groupS. A
relationships rather
disputeis repulsive and is viewed as the product of interpersonal
get workers' assent to
thansystemic conflicts. Management bears aspecific obligation to
in
itsplanof action order to motivate them.
4 Group Provides Security
The organisationprotects its members from any external dangers and pressures om
dangers and pressures and
other groups. In acertain scenario, in order to confront the
defend the members, the group may put aside their disagreements.
5. Leadership Style
interpersonal
Every leader has his or her unique approach to dealing with
relationships. A good leader knows his subordinates and their requirements. He
Thus,
integrates the individual into the organisation and guides them to success.
leadership has a significant impact on group cohesion.
JV Advantagesof Group Cohesiveness
by its attitude.
The advantages of group cohesion pierce the mist that surrounds it different
with
However, the advantages outweigh all of the drawbacks. It's like a rainbow
colours.
1. Enhancement of Communicative Skills

As the entire team works together under the leadership of the team leader, their
communication skills improve. The engaging sessions improve all aspects of their lives
and boost their self-esteem.
2. Improves Coordination
If the goals and preferences of group members are similar, group cohesion aids in the
delivery of greater outcomes and productivity. It features improved collaboration among
individuals and team members.
3. Inspirational source
Different members have different ideals that work as a motivator. This also provides
them the confidence to present their ideas, which helps to enhance the overall team effort.
4, Saves effort and time
Individuals working alone must devote more time and effort than groups. The result
Sikewise far more fruitful and inless time.
Disadvantages of Group Cohesiveness
This case study can assist agroup if thebad side is also known. If downsides are also
own, the materials offered on the course material willclarify any misconceptions.
116 Organizational behavior -B.B.A. (Sem.-
-II)(Nagpur
1 Low level of productivity:
Uno,
Working in a group, most of the time, cannot benefit a firm or organisation with the
support of their group, because all teams own their thoughts.
reduces it to a low Je
And in this situation of production, a group cohesion Processwork.
field of
because the majority of team members are from the same
comprehe
Furthermore, it is a fast-moving generation, which is why it is vital to
the low level of productivity among team members.
2 Lack of creativity
interest, this tyn
Because the majority of the team members share a single and simple each time.
same type of outcomes
of comparable interest can eventually provide the
fall behind in termsn
As a result of group cohesive behaviour, the organisation may produce a lesse.
innovative components. Furthermore, all of the aspects of group cohesion
degrce of creativity inside their group or team.
3. Lack of innovation
people in a
It is really related to the issue that one may better grasp. Most of the time, a lack of
eventually leads to
group might come up with a low degree of innovation, which
originality in their field of work.
is essential
As a result, understanding everything inside this group cohesion
Furthermore, this results in a dearth of inventiveness among its members.
4 Domination
Domination might occur as aresult of the team leaders of each group. Most of these
group
sorts of group leader dominance will never assist the firm and can even harm
harmony.
As a result, all team leaders must recognise that if they need and want their team
members to operate under their supervision, they must treat them as equals in the group.

EXERCISE

1 Define Group and its features.

2 Explain features and principles of Group Dynamics.
3 Explain Group development and its various theories.
4. Write a short notes on:
i) Group Norms and its types
ii) Croup Cohesiveness and its Goals