group behaviour and team work

GROUP BEHAVIOUR AND TEAM WORKGROUP BEHAVIOUR AND TEAM WORK

MANISHA VERMA SANAL JHANJHARI

RAM TRIVEDIPOOJA SINGH

NITEESHA SABLENIRMAL

INTRODUCTION OF GROUP BIHAVIOR

This chapter introduce group and teams. Two facts Makes this chapter critical for your understanding Of organizational behavior. First, the behavior of Individuals in group is something more then the sumTotal of group , they act differently than they do when They are alone . Second, work group are a vital differently Part of every organization .examples are production team Committees ,task forces, staff group , investigative commissions Boards of directors, surgical teams, quality circles ,and repair joinThem , describes how groups develop , and the presents a Comprehensive model that will help you to explain work group Behavior

DIFEINING AND CLASSIFYING GROUP

Two or more individuals, interacting and Interdependent, who have come together To achieve particular objectives. group canBe formal or informal

FORMAL GROUP

A designated work group defined by the Organization’s structure. We mean thos Define by the orgenization’s structure,withAssignmentts establising tasks.

CLASSIFYNING FORMAL GROUP

• TASK GROUP ~ thos working together tocomplet a job task• COMMAND GRUOP ~ a manager and his or her immediate

subordintstes

INFORMAL GROUP

A group that is nither fomali structuer nor Organizationally determined ; appears in Response to the need for social contactI

CLASSIFYNING INFORMAL GROUP

• FRIENDSHIP GROUP ~ thos broght together beacouse thye share one or more common characterristics

• INTEREST GROUP ~ thos working together to attain a specific objectives with which each is concerned.

WHY DO PEOPLE JOIN GROUPS

• There is no single reason why individuals join group it is obvious, that different group provid different benefit to their members

• The most popular reasons to join agroup

• Securiti • Status • Power • Goal

Achievement • Affiliation • Self –Esteem

The Five-Stage Model of Group Development

Forming StageThe first stage in group development, characterized by much uncertainty.

Storming StageThe second stage in group development, characterized by intragroup conflict.

Norming StageThe third stage in group development, characterized by close relationships and cohesiveness.

…Group Development (cont’d)Performing Stage

The fourth stage in group development, when the group is fully functional.

Adjourning Stage

The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.

Stages of Group Development

Group Structure - Roles (cont’d)Role(s)

A set of expected behavior patterns attributed to someone occupying a given position in a social unit.

Role Identity

Certain attitudes and behaviors consistent with a role.

Role Perception

An individual’s view of how he or she is supposed to act in a given situation.

Group Structure - Roles (cont’d)Role Expectations

How others believe a person should act in a given situation.

Role Conflict

A situation in which an individual is confronted by divergent role expectations.

Psychological Contract

An unwritten agreement that sets out what management expects from the employee and vice versa.

Group Structure - Norms

Classes of Norms:• Performance norms• Appearance norms• Social arrangement norms• Allocation of resources norms

Classes of Norms:• Performance norms• Appearance norms• Social arrangement norms• Allocation of resources norms

Norms

Acceptable standards of behavior within a group that are shared by the group’s members.

8–15

Group Structure - Norms (cont’d)Conformity

Adjusting one’s behavior to align with the norms of the group.Reference Groups

Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.

Group Structure - Norms (cont’d)Deviant Workplace Behavior

Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both.

Typology of Deviant Workplace BehaviorCategory Examples

Production Leaving earlyIntentionally working slowlyWasting resources

Property Sabotage Lying about hours worked Stealing from the organization

Political Showing favoritismGossiping and spreading rumorsBlaming coworkers

Personal Aggression Sexual harassmentVerbal abuseStealing from coworkers

Group Structure - Status

Group NormsGroup Norms

Status Equity Status Equity

CultureCulture

Group MemberStatus

Group MemberStatus

Status

A socially defined position or rank given to groups or group members by others.

Group Structure - Size

Group Size

Performance

Expec

ted

Actual (d

ue to loafing)

Other conclusions:• Odd number groups do

better than even.• Groups of 7 or 9 perform

better overall than larger or smaller groups.

Other conclusions:• Odd number groups do

better than even.• Groups of 7 or 9 perform

better overall than larger or smaller groups.

Social LoafingThe tendency for individuals to expend less effort when working collectively than when working individually.

Group Structure - CompositionGroup Demography

The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover.

Cohorts

Individuals who, as part of a group, hold a common attribute.

Group Structure - Cohesiveness

Increasing group cohesiveness:1. Make the group smaller.2. Encourage agreement with group goals.3. Increase time members spend together.4. Increase group status and admission difficultly.5. Stimulate competition with other groups.6. Give rewards to the group, not individuals.7. Physically isolate the group.

Increasing group cohesiveness:1. Make the group smaller.2. Encourage agreement with group goals.3. Increase time members spend together.4. Increase group status and admission difficultly.5. Stimulate competition with other groups.6. Give rewards to the group, not individuals.7. Physically isolate the group.

Cohesiveness

Degree to which group members are attracted to each other and are motivated to stay in the group.

Relationship Between Group Cohesiveness, Performance Norms, and Productivity

Evaluating Group Effectiveness TYPE OF GROUP

Effectiveness Criteria Interacting Brainstorming Nominal Electronic

Number and quality of ideas Low Moderate High High

Social pressure High Low Moderate Low

Money costs Low Low Low High

Speed Moderate Moderate Moderate Moderate

Task orientation Low High High High

Potential for interpersonal conflict High Low Moderate Low

Commitment to solution High Not applicable Moderate Moderate

Development of High High Moderate Lowgroup cohesiveness

Understanding Work Teams

Why Have Teams Become So Popular?

• Teams typically outperform individuals.

• Teams use employee talents better.

• Teams are more flexible and responsive to changes in the environment.

• Teams facilitate employee involvement.

• Teams are an effective way to democratize an organization and increase motivation.

Team Versus Group: What’s the Difference?

Work Group

A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility

Work Team

A group whose individual efforts result in a performance that is greater than the sum of the individual inputs

Comparing Work Groups and Work Teams

Types of TeamsProblem-solving Teams

Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment

Self-Managed Work Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors

Types of Teams (cont’d)

• Task forces• Committees

Cross-Functional Teams

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task

Types of Teams (cont’d)

Characteristics of Virtual Teams1. The absence of paraverbal and nonverbal cues

2. A limited social context

3. The ability to overcome time and space constraints

Characteristics of Virtual Teams1. The absence of paraverbal and nonverbal cues

2. A limited social context

3. The ability to overcome time and space constraints

Virtual Teams

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal

A Team-Effectiveness Model

Creating Effective Teams

Creating Effective Teams (cont’d)

Key Roles of Teams

Creating Effective Teams (cont’d)

Effects of Group Processes+

MINUS

=

Goal: Maximize Process Gains While Minimizing Process Losses!

Creating Effective Teams: DiversityGroup Demography

The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover

Cohorts

Individuals who, as part of a group, hold a common attribute

Turning Individuals into Team Players

• The Challenges– Overcoming individual resistance to team membership

– Countering the influence of individualistic cultures

– Introducing teams in an organization that has historically valued individual achievement

• Shaping Team Players– Selecting employees who can fulfill their team roles

– Training employees to become team players

– Reworking the reward system to encourage cooperative efforts while continuing to recognize individual contributions

Teams and Quality Management

• Team Effectiveness and Quality Management Requires that Teams:1. Are small enough to be efficient and effective.

2. Are properly trained in required skills.

3. Are allocated enough time to work on problems.

4. Are given authority to resolve problems and take corrective action.

5. Have a designated “champion” to call on when needed.

DECISION MAKING

© 2007 Prentice Hall Inc. All rights reserved.

What are we going to cover

• What is decision making• Types of decisions• Process of decision making• Principles of decision making

What is decision making?

Decision-making is inherent in all aspects of the management process.

It is a process involving information, choice of alternatives, implementation & evaluation that is directed to the achievement of certain stated goals.

Decision is an act which requires judgement or choice.

What is decision making?

A decision is an act of choice wherein an executive forms a conclusion about what must be done in a given situation.

A decision represents a behaviour chosen from a number of possible alternatives.

Types of decisions

• Programmed decisions:Also called structured or routine decisions, as they are

taken frequently & are repetitive in nature.

Lower level mgt takes programmed decisions which have short term impact. There is a clear cut procedure for taking this type of decisions.

Eg. placing a purchase order, granting overtime work

Types of decisions

• Non-programmed decisions:Also called strategic or policy or unstructured decisions.

This decision is taken by the top mgt as the need arises, after a careful & detailed analysis of the situation. Such decisions involve heavy expenditure & have a long term impact on the business.

Types of decisions

A slight mistake in the policy decision can affect the entire organisation.

Eg. starting a new venture, whether to export or not, merger or acquisition.

Types of decisions

• Operative decision:Generally taken by the middle mgt, it relates to day-to-

day operation of an organisation.

Since the middle mgt is aware of the routine operations, they take such type of decisions.

Eg. time of payment of overtime wages

Types of decisions

• Group decision:A committee, directed by the top mgt, is formed for

various purposes & they collectively submit a report in the given time frame.

• Individual decision:Here, a decision is taken by the individual, who is a

member of the organisation. He is delegated with the authority to take the decision & implement it.

Types of decisions

• Major decision:Involves large amount of money. Eg. purchase of fixed

assets – large building or land.This decision is taken by top level of mgt.

• Minor decision:Involves items involving less value. Eg. current assets

like pencil, ink etc.This decision is taken by lower level of mgt.

Types of decisions

• Crisis decision:Also called spot decision. A decision is taken to meet

unexpected situations. Such decisions have to be taken quickly, with very little time for investigation.

Types of decisions

• Certainty decision:Here, certainty refers to the accurate knowledge of the

outcome of the decision. There is only one outcome for each choice & the decision-maker knows the consequences of each choice.

Eg. increasing the selling price of a product.

Types of decisions

• Uncertainty decision:The outcome is not accurate or several outcomes are

possible, whenever a decision is taken. Here, the decision-maker has incomplete knowledge of the consequences.

Eg. amount of profit is uncertain when marketing a product, depending upon the lifecycle of that product.

Process of decision making

It involves the following steps:

1. Identifying the problem2. Diagnosing the problem3. Collecting & analyzing relevant information4. Discovering of alternative courses of action5. Analysing the alternatives


6. Screening of alternatives7. Selection of the best alternative8. Conversion of the decision into action9. Implementation10. Verifying the decision


Identifying the problem:Means recognition of a problem. Changes in business

environment cause problems. The manager must define the problem correctly, as a well defined problem is half solved.

Identification of a problem requires the manager’s experience, imagination & judgement.


Diagnosing the problem:Similar to the diagnosis of a disease done by the doctor,

manager should diagnose the problem.

The causes of the problem need to be found out; this is a tough job.


Collecting & analyzing the relevant information:The manager has to collect all the information that is

relevant to the problem in hand. Various sources related to the problem need to be tapped - customer feedback, manuals etc.

The information is useful to analyze the problem from all angles, which helps in taking a quick, quality decision.


Discovering alternative courses of action:Alternative courses of action must be determined, so

that the decision-maker has more choices before making a decision.

Alternatives should be checked for limiting factors – such as time, cost etc.


Analysing the alternatives:Pros & cons of the available alternatives are analysed.List of limits for each alternative is prepared.

The alternative which offers maximum benefits can then be selected.


Screening of alternatives:The available alternatives are screened in the order of

maximum benefits derived from them. Each alternative is evaluated in terms of risks involved in implementing them. Both tangible & intangible factors are considered.

Tangible factors eg. profits earned, time taken, money invested, rate of depreciation etc.

Intangible factors include public relations, goodwill of the company, loyalty of employees etc.


Selection of the best alternative:The best suitable alternative is chosen, which fits the

organisational objectives. Following approaches may be adopted while selecting

the alternative:

a. Experience: past experience of the manager can be used to select an alternative. Past decisions may be rationally amended to suit the present situation.


b. Experimentation: each alternative is put into practice & the results are observed under this approach. But, this approach is time consuming & expensive.

c. Research & analysis: In case of a critical situation, this approach is used. A lot of calculations are required to be done before this approach is used.


Conversion of the decision into action:Future course of action is scheduled on the basis of

selected alternative. The policy of the mgt needs to be considered.

The selected alternative is then communicated to the concerned people, which facilitates easy implementation.


Implementation:The manager has to ensure effective implementation of

the decision to achieve the desired goals. Decision-making process comes to an end with the actual implementation of the decision.

Implementation plan should provide for time & procedure sequence, necessary resources should be allocated & responsibility of specific tasks should be assigned to individuals.


Verifying the decision:Verification helps to find out the suitability of the

decision to achieve the desired goals.

Amendments can be based on the findings.

Principles of decision making

Following are the principles which if adopted, quality decisions can be taken:

1. Marginal theory of decision making2. Mathematical theory3. Psychological theory4. Principle of alternatives5. Principle of limiting factors6. Principle of participation


Marginal theory of decision making:Economists have suggested this theory. They believe

that every business is started to earn profits & hence all decisions must result in maximising profits.

They suggest that decision making should be based on marginal analysis. Here, the principle of Law of Diminishing Returns must be applied.


Additional capital & labour is applied, production increases, after a particular point, increase in production stops. At this point the additional labour & capital is withdrawn, hence the production of the last unit is marginal.

This principle is applied while taking decisions relating to sales, advertisement, promotion, training etc.


Mathematical theory:This gives a scientific approach while taking decisions.

Eg. probability theory.

Psychological theory: The manager’s psychology has an impact on his / her decision-making eg. the manger’s aspirations, technological skill, personality, social status, organisational status affect the decision taken.


Principle of alternatives:If there is only one alternative to solve a problem, there

is no need of taking a decision. Decision is a selection process. All alternatives are evaluated & the best one is chosen.

Principle of limiting factors:Decisions taken are based on limiting factors – time,

cost, resources etc. The decision with the least limiting factors is chosen.


Principle of participation:This principle is based on human behaviour & human

relationship. Every human being likes to be treated as important. So, mgt may allow employees to participate in the decision-making process.

Subordinates should be consulted & due weightage should be given to the opinion expressed by them, so that mgt can win their confidence & effective implementation can be achieved.

To sum up…..Decision-making is necessary for effective

functioning of management. The success depends upon the quality of the decision.

The best decision-making requires intelligence, experience & insight into a problem.

So good management students should develop this skills..

group behaviour and team work

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