UNIT 4

GROUP BEHAVOIUR
Group: We define a group as two or more individuals
interacting and interdependent, who have come
together to achieve particular objectives.

Two types

FORMAL GROUP INFORMAL GROUP

COMMAND GROUP INTEREST GROUP

TASK GROUP FRIENDSHIP GROUP

Why do people form groups?
1. Safety and security needs
2. Relatedness or Belongingness Needs
3. Esteem Needs
4. Power
5. Identity
• Social Identity Theory: 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 group’s performance.
When your group does well, you bask in reflected glory,
and your own self-esteem rises. When your group does
poorly, you might feel bad about yourself, or you might
even reject that part of your identity, like “fair weather
fans.” Social identities also help people reduce
uncertainty about who they are and what they should do.
SIMILARITY DISTINCTIVENESS
Why do people
develop a social
identity

UNCERTAINTY
STATUS REDUCTION
• Similarity. People who have the same values or
characteristics as other members of their organization have
higher levels of group identification. Demographic similarity
can also lead to stronger identification for new hires, while
those who are demographically different may have a hard
time identifying with the group as a whole.
• Distinctiveness. 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. For example, veterinarians
who work in veterinary medicine (where everyone is a
veterinarian) identify with their organization, and
veterinarians in non-veterinary medicine fields such as animal
research or food inspection (where being a veterinarian is a
more distinctive characteristic) identify with their profession.
• Status. 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. People are likely to not identify
with a low-status organization and will be more likely to quit
in order to leave that identity behind.
• Uncertainty reduction. Membership in a group also helps
some people understand who they are and how they fit into
the world. One study showed how the creation of a spin-off
company created questions about how employees should
develop a unique identity that corresponded more closely to
what the division was becoming. Managers worked to define
and communicate an idealized identity for the new
organization when it became clear employees were confused.
 STAGES OF GROUP DEVELOPMENT
• The 5 stage Model:
• The first stage, forming stage, is characterized by a great
deal of uncertainty about the group’s purpose, structure,
and leadership. Members “test the waters” to determine
what types of behaviors are acceptable. This stage is
complete when members have begun to think of
themselves as part of a group.
• The storming stage is one of intra-group conflict.
Members accept the existence of the group but resist the
constraints it imposes on individuality. There is conflict
over who will control the group. When this stage is
complete, there will be a relatively clear hierarchy of
leadership within the group.
• In the third stage, close relationships develop and the
group demonstrates cohesiveness. There is now a strong
sense of group identity and camaraderie. This norming
stage is complete when the group structure solidifies and
the group has assimilated a common set of expectations
of what defines correct member behavior.
• The fourth stage is performing. The structure at this point
is fully functional and accepted. Group energy has moved
from getting to know and understand each other to
performing the task at hand.
• For permanent work groups, performing is the last stage
in development. However, for temporary committees,
teams, task forces, and similar groups that have a limited
task to perform, the adjourning stage is for wrapping up
activities and preparing to disband. Some group members
are upbeat, basking in the group’s accomplishments.
Others may be depressed over the loss of camaraderie
and friendships gained during the work group’s life.
Group decision making: Group decision-making commonly
known as collaborative decision-making is a situation
faced when individuals collectively make a choice from
the alternatives before them.
The decisions made by groups are mostly different from
those made by individuals. For example, groups tend to
make decisions that are more extreme than those made
by individual members, as individuals tend to be biased.
•Generate more complete • Time consuming
information and knowledge
• Conformity pressures
• Offer increased diversity
of views • Can be dominated by
one or few members
• Increased acceptance of a
solution • Suffers from
ambiguous
responsibility
 TWO BY PRODUCTS OF GROUP
DECISION MAKING

GROUPSHIFT: A change between a

group’s decision and an individual
decision that a member within the
group would make; the shift can be
toward either conservatism or
greater risk but it generally is
toward a more extreme version of
the group’s original position.
GROUPTHINK
 GROUP DECISION MAKING TECHNIQUES

NOMINAL GROUP
INTERACTING TECHNIQUE
GROUPS

BRAINSTORMING ELECTRONIC MEETING

1. Interacting groups: Typical groups in which members
interact with each other face to face.
2. Brainstorming An idea-generation process that
specifically encourages any and all alternatives while
withholding any criticism of those alternatives
In a typical brainstorming session, a half-dozen to a dozen
people sit around a table. The group leader states the
problem in a clear manner so all participants understand.
Members then freewheel as many alternatives as they
can in a given length of time. To encourage members to
“think the unusual,” no criticism is allowed, even of the
most bizarre suggestions, and all ideas are recorded for
later discussion and analysis.
3. 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
The nominal group technique restricts discussion or
interpersonal communication during the decision-making
process, hence the term nominal.
Specifically, a problem is presented and then the group
takes the following steps:
i. Before any discussion takes place, each member
independently writes down ideas on the problem
ii. After this silent period, each member presents one
idea to the group. No discussion takes place until all
ideas have been presented and recorded.
 iii. The group discusses the ideas for clarity and evaluates them.
iv. Each group member silently and independently rank-orders
the ideas. The idea with the highest aggregate ranking
determines the final decision.
The chief advantage of the nominal group technique is
that it permits a group to meet formally but does not
restrict independent thinking, as does an interacting
group
4. Electronic meeting: The most recent approach to group
decision making blends the nominal group technique
with sophisticated computer technology. It’s called a
computer assisted group, or an electronic meeting. A
meeting in which members interact on computers,
allowing for anonymity of comments and aggregation of
votes.
• Once the required technology is in place, the concept is
simple. Up to 50 people sit around a horseshoe-shaped
table, empty except for a series of networked laptops.
issues are presented to them, and they type their
responses into their computers. These individual but
anonymous comments, as well as aggregate votes, are
displayed on a projection screen. This technique also
allows people to be brutally honest without penalty. And
it’s fast because chitchat is eliminated, discussions don’t
digress, and many participants can “talk” at once without
stepping on one another’s toes
Group Vs Team
• A group is a collection of individuals who come together for
a common purpose or shared interest. The members of a
group may share certain characteristics, such as being part
of the same organization, having a common hobby, or being
connected through a specific context or goal. However, they
may have individual goals and responsibilities that are not
necessarily aligned with each other. Group members may
interact with each other, but their level of coordination and
collaboration may vary.
• For example, a group of students working on a class project
can be considered a group. While they have the common
objective of completing the project, individual students may
have different ideas, work independently, and contribute to
the project in their way without significant interdependence.
• A team is a more structured and cohesive form of a group. It
is characterised by a higher degree of interdependence,
coordination, and collaboration among its members. Unlike a
group, a team has a clear and defined purpose or mission,
specific goals to achieve, and a collective responsibility for
reaching those goals. Team members often have
complementary skills, expertise, or roles that contribute to the
overall performance and success of the team.
• For example, a software development team working on
building a new application can be considered a team. Each
team member has a specific role, such as a programmer,
designer, or tester, and they work together closely, relying on
each other’s contributions to create the final product. The
team members’ efforts are coordinated, and they actively
collaborate, communicate, and share responsibilities to
accomplish their shared goals.
 Basis Group Team

A group may have a common A team has a shared purpose

Purpose and Goals purpose or interest, but and specific goals that all
individual members may have members work together to
different goals and objectives. achieve.

Members may work Members are highly

interdependent, and their
Interdependence independently, and their actions actions and contributions
may not directly affect or rely on directly impact the team’s
each other. performance and outcomes.

Members may have different Members have clearly defined

roles and responsibilities, but roles and responsibilities that
Roles and Responsibilities these roles may not be are coordinated to ensure
specifically defined or effective collaboration and goal
coordinated. attainment.

Communication and
Communication and collaboration are essential
Communication and collaboration among members within a team, with regular
Collaboration may vary and may not be a interactions, information
primary focus. sharing, and collective decision-
making.
 Basis Group Team

Team members hold each other

Individual members are accountable for the team’s
Accountability primarily accountable for their performance and outcomes,
actions and results. fostering a sense of collective
responsibility.

Group performance may be Team performance is measured

variable and dependent on collectively, with a focus on
Performance and Productivity individual efforts without a achieving high levels of
strong focus on overall productivity and accomplishing
productivity. shared goals.

Group cohesion and trust Building cohesion and trust

among members may vary and among team members is crucial
Cohesion and Trust may not be a central aspect of to establish a positive team
group dynamics. environment and enhancing
collaboration.

A team typically has a

Leadership may not be formally designated leader who provides
Leadership assigned, and there may be no guidance, facilitates
designated leader. collaboration, and ensures
effective team functioning.
Contemporary issues in managing teams
• Some contemporary issues in managing teams include:
• Communication: Managers need to communicate clearly
and often with their team members. This includes sharing
updates on the organization's goals, priorities, and
progress.
• Delegating: Delegating can be a challenge for supervisors
because they may be concerned about giving up control
or lack confidence in others' abilities.
• Diversity and inclusion: It's important to ensure that
employees are treated fairly.
• Team conflicts: Conflicts between team members can be
stressful and damage the team's performance and the
organization's reputation.
• Hiring: Making the wrong hiring decision can negatively
impact the team's morale and performance.
• Leadership development: Leadership development is
important for keeping the management team engaged
and motivated.
• Innovation: Companies need to establish a culture and
infrastructure that promotes innovation.
 Intergroup conflict in organizational group dynamics can
occur when groups within an organization have
disagreements or conflict. This can happen when groups
work together to achieve organizational goals, and can
be caused by a number of factors, including:
• Differing goals and perceptions: Groups may have
different goals and perceptions of what needs to be
done.
• Miscommunication: Poor communication between
groups can lead to conflict.
• Resource allocation: If resources are limited, groups may
conflict over who gets to use them.
• Diversity: Differences in backgrounds and experiences can
lead to conflict.
• Injustice: If a group or individual feels they are treated
unfairly, this can lead to conflict.
• History: The history between groups can impact conflicts.
Intergroup conflict can have negative consequences for
both individuals and the organization. Some
consequences include: Decreased communication, Loss of
focus on goals, Increased job dissatisfaction, Higher work
anxiety, and Lack of interest in work.

Management conflict is the process of handling

disagreements and disputes in a workplace setting to
increase positive outcomes and reduce negative
ones. The goal is to create a mutually beneficial outcome
that all parties can agree on.
Here are some tips for managing conflict:
• Investigate the situation: Find out who is involved, what the
issues are, and how people are feeling.
• Identify the root cause: Consider what led to the situation
and what might be causing the conflict.
• Use effective communication: Use active listening and
assertive speaking to resolve the conflict.
• Balance competing and collaborative strategies: While
competition can be beneficial, it can also lead to a lack of
trust and cooperation.
• Follow the three R's: Recognize the conflict, respond to it, and
resolve it.
• Conflict management can help promote critical thinking,
team-building skills, and new ideas. It can also be a crucial
competency for leaders to ensure the success of their teams.