GroupBehavior

Unit10

Unit 10
Structure
10.1 Introduction Objectives 10.2 Classificationofgroups SelfAssessmentQuestions1 10.3 ModelsofGroupDevelopment SelfAssessmentQuestions2 10.4 ExternalConditionsImposedontheGroup SelfAssessmentQuestions3 10.5 GroupMemberResources SelfAssessmentQuestions4 10.6 GroupStructure SelfAssessmentQuestions5 10.7 Norms SelfAssessmentQuestions6 10.8 Conformity SelfAssessmentQuestions7 10.9 TechniquesofDecisionMakinginGroups SelfAssessmentQuestions8 10.10 Understandingworkteams SelfAssessmentQuestions9 10.11 Summary TerminalQuestions AnswertoSAQsandTQs

GroupBehavior

SikkimManipalUniversity

131

GroupBehavior

Unit10

10.1 Introduction Agroupmaybedefinedasacollectionoftwoormorepeoplewhoworkwithoneanotherregularlyto achieve common goals. In a group, members are mutually dependent on one another to achieve commongoals,andtheyinteractwithoneanotherregularlytopursuethosegoals.Effectivegroups helporganizationsaccomplishimportanttasks.Inparticular,theyofferthepotentialforsynergythe creation of a whole that is greater than the sum of its parts. When synergy occurs, groups accomplishmorethanthetotaloftheirmembersindividualcapabilities. Learningobjectives: Thelearningobjectivesofthisunitareasfollows: 1. Classificationofgroups 2. ModelsofGroupDevelopment 3. Understandingworkteams 10.2 ClassificationOfGroups

Groupscanbeoftwotypes: Formal Informal Formalgroups Formal groups come into existence for serving a specific organizational purpose. Individuals behaviorsinthistypeofgroupareaimedatachievingorganizationalgoals. Theorganizationcreates such a group to perform a specific task, which typically involves the use of resources to create a product such as a report, decision, service, or commodity (Likert, 1961). Though all members contribute to achieve group goals a leader does exist in this type of group to oversee and direct groupmembers. Formal groups may be permanent or temporary in nature. They may be full fledged departments divisionsorspecificworkteamscreatedforparticularprojectsoffairlylongduration..

SikkimManipalUniversity

132

GroupBehavior

Unit10

Permanentworkgroupsareofficiallycreatedtoperformaspecificfunctiononaregularbasis.They continuetoexistuntiladecisionismadetochangeorreconfiguretheorganizationforsomereason. Temporary work groups are task groups are specifically created to solve a problem or perform a definedtask.Theymaybedismantledaftertheassignedtaskhasbeenaccomplished.Examplesare the temporary committees and task forces that exist in an organization. Indeed, in todays organizationstheuseofcrossfunctionalteamsortaskforcesforspecialproblemsolvingeffortshas gonerupsignificantly.

Informalgroup Aninformalgroupisneitherformallystructurednororganizationallydetermined.Groupofemployees snackingtogethercanbeanexampleofsuchgroups.Informalgroupsmaybesubcategorizedas: Command,task,interest,orfriendshipgroups. 1.Commandgroupsaredictatedbytheformalorganization. Theorganizationhierarchydetermines acommandgroup.Itcomprisesofdirectreportstoagivenmanager. 2.Taskgroupsrepresentthoseworkingtogethertocompleteajobtask.Ataskgroupsboundaries arenotlimitedtoitsimmediatehierarchicalsuperior.Itcancrosscommandrelationshipswhere the same member may be reporting to two or moreauthorities at the same time. All command groupsarealsotaskgroups,butthereversemaynotbetrue. 3.Aninterestgroupconsistsofpeoplewhoaffiliatetoattainaspecificobjectivewithwhicheachis concerned. Selfassessmentquestions1 1. Formalgroupscomeintoexistenceforservingaspecific_________________purpose. 2. An______________groupisneitherformallystructurednororganizationallydetermined. 3. Allcommandgroupsarealso__________groups.

SikkimManipalUniversity

133

GroupBehavior

Unit10

10.3 ModelsOfGroupDevelopment

Themostimportantmodelsofgroupdevelopmenthavebeencitedbelow. a.TheFiveStageModel 1. Forming: Inthisstagethemembersareenteringthegroup.Themainconcernistofacilitatetheentryofthe groupmembers.Theindividualsenteringareconcernedwithissuessuchaswhatthegroupcanoffer them,theirneededcontributionthesimilarityintermsoftheirpersonalneeds,goalsandgroupgoals, theacceptablenormativeandbehavioralstandardsexpectedforgroupmembershipandrecognition fordoingtheworkasagroupmember. 2. Storming: Thisisaturbulentphasewhereindividualstrytobasicallyformcoalitionsandcliquestoachievea desiredstatuswithinthegroup.Membersalsogothroughtheprocessofidentifyingtotheirexpected rolerequirementsinrelationtogrouprequirements.Intheprocess,membershipexpectationstendto get clarified, and attention shifts toward hurdles coming in the way of attaining group goals. Individuals begin to understand and appreciate each others interpersonal styles, and efforts are madetofindwaystoaccomplishgroupgoalswhilealsosatisfyingindividualneeds. 3. Norming: From the norming stage of group development, the group really begins to come together as a coordinatedunit.Atthispoint,closerelationshipsdevelopandthegroupshowscohesiveness.Group memberswillstrivetomaintainpositivebalanceatthisstage. 4. Performing: Thegroupnowbecomescapableofdealingwithcomplextasksandhandlinginternaldisagreements innovelways.Thestructureisstable,andmembersaremotivatedbygroupgoalsandaregenerally satisfied.Thestructureisfullyfunctionalandacceptedatthisstage.Groupenergymakesatransition from membersfocusongettingtoknow and understand each other to performing. For permanent workgroups,performingisthelaststageintheirdevelopment.

SikkimManipalUniversity

134

GroupBehavior

Unit10

5. Adjourning: Awellintegratedgroupisabletodisband,ifrequired,whenitsworkisaccomplished,thoughinitself it may be a painful process for group members, emotionally. The adjourning stage of group development is especially important for the many temporary groups that are rampant in todays workplaces. Members of these groups must be able to convene quickly, do their jobs on a tight schedule,andthenadjournoftentoreconvenelater,wheneverrequired. Groupsdonotalwaysproceedclearlyfromonestagetothenext.Sometimesseveralstagesgoon simultaneously,aswhengroupsarestormingandperforming.Groupsmayattimesregresstoearlier stages. Anotherproblemisthatitignoresorganizationalcontext.Forinstance,astudyofacockpit crewinanairlinerfoundthat,withintenminutes,threestrangersassignedtoflytogetherforthefirst timehadbecomeahighperforminggroup.Therigidorganizationalcontextprovidestherules,task definitions,information,andresourcesrequiredforthegrouptoperform,effectively. b.Punctuatedequilibriummodel Temporarygroupswithdeadlinesdonotseemtofollowthemodelexplainedabove.Theirpatternis calledthepunctuatedequilibriummodel. PhaseIThefirstmeetingsetsthegroupsdirection.Thisstageisthefirstinertiaphase.Astructure ofbehavioralpatternsandassumptionsemerges. TransitionThenatransitiontakesplacewhenthegrouphasusedupalmosthalfitsallottedtime. Thegroupsdirectionbecomesfixedandisunlikelytobereexaminedthroughoutthefirsthalfofthe groupslife.Thegrouptendstostandstillorbecomelockedintoafixedcourseofaction.Thegroup isincapableofactingonnewinsightsinPhase1. Themidpointseemstosetanalarmclockgoing increasing members awareness that their time is limited and that they need to move on fast. A transitiontriggersoffmajorchanges.ThisendsPhase1andischaracterizedbyaconcentratedburst of changes, replacement old patterns, and adoption of new perspectives. The transition sets a reviseddirectionforPhase2. Phase2Itisanewequilibriumandisalsoaperiodofinertia.Inthisphase,thegroupexecutes plans created during the transition period. The groups last meeting is characterized by a flurry of activities.Thepunctuatedequilibriummodelcharacterizesgroupsasdemonstratinglongperiodsof

SikkimManipalUniversity

135

GroupBehavior

Unit10

inertia interspersed with brief and rapid changes triggered mainly by their members awareness of timeandtargets. Selfassessmentquestions2 1. Inthe___________stagethemembersareenteringthegroup 2. The__________________stageofgroupdevelopmentisespeciallyimportantforthemany temporarygroupsthatarerampantintodaysworkplaces. 10.4 ExternalConditionsImposedontheGroup

All workgroupsare partof largersystems and organizationsandtherefore cannotexistor work in isolation. It is therefore influenced by mainly externalfactors which includeorganizational strategy, authority structures, rules and regulations, access to resources, physical work conditions and organizationalcultureandperformancesystemsandrewardstructures.Robbins(2004)outlinesthe roleofthesefactorsasfollows:

Thestrategywillinfluencethepowerofvariousworkgroupswhichwilldeterminetheresources thattheorganizationstopmanagementiswillingtoallocatetoitforperformingitstasks.

Organizationshaveauthoritystructuresthatdefinewhoreportstowhom,whomakesdecisions, andwhatdecisionsindividualsorgroupsareempoweredtomake.

Organizations create rules, procedures, policies, job descriptions, and other forms of formal regulationstostandardizeemployeebehavior.

The more formal regulations that the organization imposes on all its employees, the more the behaviorofworkgroupmemberswillbeconsistentandpredictable.

The presence or absence of resources such as money, time, raw materials, and equipment which are allocated to the group by the organizationhave a large bearing on the groups behavior.

Theperformanceevaluationandrewardsystem.Groupmembersbehaviorwillbeinfluencedby howtheorganizationevaluatesperformanceandwhatbehaviorsarerewarded.

SikkimManipalUniversity

136

GroupBehavior

Unit10

Every organization has an unwritten culture that defines standards of acceptable and unacceptable behavior for employees. Members of work groups have to accept the standards impliedintheorganizationsdominantcultureiftheyaretoremainingoodstanding.

Thephysicalworksettingcreatesbothbarriersandopportunitiesforworkgroupinteraction.

Selfassessmentquestions3 1. Organizations have ____________ structures that define who reports to whom, who makes decisions,andwhatdecisionsindividualsorgroupsareempoweredtomake. 2. Themoreformalregulationsthattheorganizationimposesonallitsemployees,themorethe behaviorofworkgroupmemberswillbe_________and_________. 10.5 GroupMemberResources A. Knowledge,Skills,andAbilities Theknowledge,skills,andabilitiesofitsindividualmembersplaysanimportantroleindetermining thegroupssuccessandtheirabilitytoachievesettargetseffectivelyandinsynergisticmanner.A reviewoftheevidencehasshownthatinterpersonalskillsplayanimportantroleforhighworkgroup performance. They comprise of conflict management and resolution skills, collaborative problem solvingabilities,andeffectivecommunicationskills. B. PersonalityCharacteristics: A substantial largerbody of research evidence is available with regardtothe relationship between personalitytraitsandgroupattitudesandbehavior.Thegeneralconclusionsareasfollows(Robbins 2004):

Attributes that have a positive connotation in our culture tend to be positively related to group productivity, morale, and cohesiveness. These include: sociability, initiative, openness, and flexibility.

Negativelyevaluatedcharacteristicssuchasauthoritarianism,dominance,andunconventionality tendtobenegativelyrelatedtothedependentvariables.

3.Nosinglepersonalitycharacteristicisagoodpredictorofgroupbehavior.
SikkimManipalUniversity

137

GroupBehavior

Unit10

Selfassessmentquestions4 1. Attributes that have a positive connotation in our culture tend to be ____________ related to groupproductivity,morale,andcohesiveness 2. No___________personalitycharacteristicisagoodpredictorofgroupbehavior. 10.6 GroupStructure Workgroupsinordertofunctionasacoordinatedunitneedtohaveaproperstructurewherethere mustbecertainelementslikeformalleadership,roleclarityamonggroupmembers.Intheabsence ofthesefactorsgroupsnotonlybecomeconflictridden,butalsosufferfromconfusion,andfunction onasuboptimallevel.Eachelementisexplainedbrieflybelow: 1. FormalLeadership Almosteveryworkgroupmusthaveaformalleader,whichistypicallyidentifiedbyatitle.Theleader canplayanimportantpartinthegroupssuccess. 2. Roles All group members are actors, where each is playing a role. While some of these roles may be compatibleotherscreateconflicts.Differentgroupsimposedifferentrolerequirementsonindividuals. 3. Roleperception For playing ones role effectively in a group, ones view of how one is supposed to act in a given situationmustbeclearleadingtoclearroleperception.Bywatchingandimitatingseniormembersof agroupthenewcomerslearnhowtotakeontheirroleseffectivelyandalsolearnhowtoplaythem well. 4. Roleexpectations Tuningoneselfandbehavinginasociallydesirablemannerisapartoffulfillingroleexpectationsina givensituationinthecontextofachievinggroupgoalsandorganizationalgoals.

SikkimManipalUniversity

138

GroupBehavior

Unit10

1.

Roleconflict

Whenagroupmemberisfacedwiththechallengeofplayingmultipleroles,roleconflictmayoccur due to inability of the individual to balance all the roles effectively, thereby reducing role effectiveness,hamperingthegroupandorganizationalgoalattainmentprocess. Selfassessmentquestions5 1. Bywatchingandimitating__________membersofagroupthenewcomerslearnhowtotakeon theirroleseffectivelyandalsolearnhowtoplaythemwell. 2. Role _________ is tuning oneself and behaving in a socially desirable manner is a part of fulfilling role expectations in a given situation in the context of achieving group goals and organizationalgoals. 3. Whenagroupmemberisfacedwiththechallengeofplayingmultipleroles,role_______may occur 10.7 Norms

Allgroupshavenormsacceptablestandardsofbehaviorthataresharedbythegroupsmembers. Normsserveasaguidelineformembersdetailingwhattheyoughtandoughtnottodoundercertain circumstances.Thoughaworkgroupsnormsareunique,yettherearestillsomecommonclassesof norms.Theyare: Performancenormswhichcomprisethefollowing(Robbins2003):

a.Explicitcuesonhowhardtheyshouldwork,howtogetthejobdone,theirlevelofoutput, appropriatelevelsoftardiness,etc. b.Thesenormsareextremelypowerfulinaffectinganindividualemployeesperformance. Appearancenormsincludethingslikeappropriatedress,loyaltytotheworkgroupor organization,whentolookbusy,andwhenitisacceptabletogoofoff. Socialarrangementnormscomefrominformalworkgroupsandprimarilyregulatesocial interactionswithinthegroup.

SikkimManipalUniversity

139

GroupBehavior

Unit10

Allocationofresourcesnormscanoriginateinthegrouporintheorganization. Selfassessmentquestions6 1. Allgroupshave________acceptablestandardsofbehaviorthataresharedbythegroups members 2. __________normscomefrominformalworkgroupsandprimarilyregulatesocialinteractions withinthegroup. 10.8 Conformity

Strong research evidence suggests that groups can place strong pressures on individual memberstochangetheirattitudesandbehaviorstoconformtothegroupsstandard.Allgroups donothaveaequalswayoverthemembersandthosethathavemoreinfluencearereferredto asreferencegroups. Thereferencegroupischaracterizedasonewherethepersonisawareoftheotherstheperson defineshimselforherselfasamember,orwouldliketobeamemberandthepersonfeelsthat thegroupmembersaresignificanttohim/her. Status

1. Status is a socially defined position or rank given to groups or group members by others. Inequalityisthebasisforanycreatedsocialorderwheresomearemorepowerful,enjoygreater benefits and also command access to resources differentially. This is also related to the risk takingabilityofcertaingroups/individualsandbyvirtueofthiscalculatedrisktakingabilitythey amassgreaterwealthandhavesuperiorposition(status)inthehierarchy.Thesameisalsotrue ofgroupswherethereisahierarchyandallmembersdonotenjoythesamestatus. Statusandnorms: Researchshowsthefollowingwithregardtorelationshipbetweenstatusandnorms(Robbins):

SikkimManipalUniversity

140

GroupBehavior

Unit10

Highstatusmembersofgroupsoftenaregivenmorefreedomtodeviatefromnormsthanother groupmembers.

Highstatuspeoplealsoarebetterabletoresistconformitypressures. The previous findings explain why many star athletes, famous actors, topperforming salespeople,andoutstandingacademicsseemoblivioustoappearanceorsocialnorms.

Statusequity: Wheninequityisperceived,itcreatesdisequilibriumthatresultsincorrectivebehavior. Thetrappingsofformalpositionsarealsoimportantelementsinmaintainingequity.Employees expectwhatanindividualhasandreceivestobecongruentwithhis/herstatus.Forexample: pay,officespace,etc. Groupsgenerallyagreewithinthemselvesonstatuscriteria. Individualscanfindthemselvesinaconflictsituationwhentheymovebetweengroupswhose statuscriteriaaredifferentorwhentheyjoingroupswhosemembershaveheterogeneous backgrounds. Statusandculture: Culturaldifferencesaffectstatus.Forexample,theFrencharehighlystatusconscious. Countriesdifferonthecriteriathatcreatestatus: o StatusforLatinAmericansandAsianstendstobederivedfromfamilypositionandformalroles heldinorganizations. o IntheUnitedStatesandAustralia,ittendstobebestowedmoreonaccomplishments.

Itisnecessarytounderstandwhoandwhatholdsstatuswheninteractingwithpeoplefroma differentcultureotherthanourown.

Selfassessmentquestions7 1. The_________groupischaracterizedasonewherethepersonisawareoftheothers 2. Statusisa_________definedpositionorrankgiventogroupsorgroupmembersbyothers.

SikkimManipalUniversity

141

GroupBehavior

Unit10

3. Whenstatusinequityisperceived,itcreates______________thatresultsincorrective behavior. 10.9 TechniquesOfDecisionMakingInGroups

Schein(1988)observesthatgroupsmaymakedecisionsthroughanyofthefollowingsixmethods: Decision in lack of response In this type of decision making, ideas are forwarded without any discussiontakingplace.Whenthegroupfinallyacceptsanidea,allothershavebeenbypassedand discardedbysimplelackofresponseratherthanbycriticalevaluation. DecisionbyauthorityruleThe leadermakesadecisionforthegroup,withorwithoutdiscussion. Decisionbyminorityrule Twoorthreepeopleareabletodominatethegroupintomakingadecision towhichtheyagree. DecisionbymajorityruleHere,viewpointofthemajorityisconsideredasthegroupsdecision. Decision by consensus One alternative is accepted by most members and the other members agreeingtosupportit. Decisionbyunanimity Allgroupmembersagreetotallyonthecourseofactiontobetaken.Thisisa logicallyperfectgroupdecisionmethodthatisextremelydifficulttoattaininactualpractice.

Selfassessmentquestions8 1. Scheinobservesthatgroupsmaymakedecisionsthrough_________methods. 2. In Decision by_________, two or three people are able to dominate the group into making a decisiontowhichtheyagree. Groupproductivity:theadvantagesanddisadvantagesofgroupdecisionmaking

Thepotentialadvantagesofgroupdecisionmakinginclude(Maier,1967): 1.Informationmoreknowledgeandexpertiseisappliedtosolvetheproblem.

SikkimManipalUniversity

142

GroupBehavior

Unit10

2.Alternativesagreaternumberofalternativesareexamined,avoidingtunnelvision. 3.Understandingandacceptancethefinaldecisionisbetterunderstoodandacceptedbyallgroup members. 4. Commitmentthere is more commitment among all group members to make the final decision work. Thepotentialdisadvantagesofgroupdecisionmakinginclude: 1Socialpressuretoconformindividualsmayfeelcompelledtogoalongwiththeapparentwishes ofthegroup. 2.Minoritydominationthegroupsdecisionmaybeforcedbyoneindividualorasmallcoalition. 3. Time demandswith more people involved in the dialogue and discussion, group decisions usuallytakelongertomakethanindividualdecisions. 10.10 UnderstandingWorkTeams

Ateamisasmallgroupofpeoplewithcomplementaryskills,whoworkactivelytogethertoachievea common purpose for which they hold themselves collectively accountable (Katzenbach & Smith, 1993). Team building is a collaborative way to gather and analyze data to improve teamwork (Schermerhornetal2002). Teamhasfollowingadvantages(Robbins,2003): Teamstypicallyoutperformindividuals. Teamsuseemployeetalentsbetter. Teamsaremoreflexibleandresponsivetochangesintheenvironment. Teamsfacilitateemployeeinvolvement. Teamsareaneffectivewaytodemocratizeanorganizationandincreasemotivation. TypesofTeams Thevarioustypesofteamshavebeendescribedbelow: Problemsolvingteamssmallgroupsfromsamedepartmentwhomeetregularlytodiscusswaysof improvingqualityandefficiency. Selfmanagedteamssmallgroupswhotakeresponsibilitiesoftheirowntargets.
SikkimManipalUniversity

143

GroupBehavior

Unit10

CrossfunctionalteamEmployeesfromdifferentworkareasbutfromsamehierarchicallevel,come togethertoaccomplishatask. Virtual team team members, who are physically dispersed, use computer technology to connect witheachother, Selfassessmentquestions9 1. Teambuildingisa____________waytogatherandanalyzedatatoimproveteamwork. 2. In ___________________ team Employees from different work areas but from same hierarchicallevel,cometogethertoaccomplishatask. 10.11 Summary Agroupmaybedefinedasacollectionoftwoormorepeoplewhoworkwithoneanotherregularlyto achievecommongoals.Groupscanbeoftwotypes:FormalandInformal.Formalgroupscomeinto existenceforservingaspecificorganizationalpurpose.Individualsbehaviorsinthistypeofgroupis aimed at achieving organizational goals. An informal group is neither formally structured nor organizationallydetermined.TheFiveStageModelofgroupdevelopmenthasfivestages:Forming, Storming, Norming, Performing and Adjourning. Punctuated equilibrium model of group development proposes that temporary groups with deadlines do not seem to follow the model explainedabove.Rather,theyfollowitPhaseI,transitionandPhaseII.Allworkgroupsarepartof larger systems and organizations and therefore cannot exist or work in isolation. It is therefore influencedbymainlyexternalfactorswhichincludeorganizationalstrategy,authoritystructures,rules and regulations, access to resources, physical work conditions and organizational culture and performance systems and reward structures. All groups have normsacceptable standards of behaviorthataresharedbythegroupsmembers.Normsserveasaguidelineformembersdetailing whattheyoughtandoughtnottodoundercertaincircumstances.Thoughaworkgroupsnormsare unique,yettherearestillsomecommonclassesofnorms.Ateamisasmallgroupofpeoplewith complementaryskills,whoworkactivelytogethertoachieveacommonpurposeforwhichtheyhold themselves collectively accountable (Katzenbach & Smith, 1993). Team building is a collaborative waytogatherandanalyzedatatoimproveteamwork(Schermerhornetal2002).

SikkimManipalUniversity

144

GroupBehavior

Unit10

Terminalquestions 1. Explainthefivestagemodelofgroupdevelopment. 2. Explaintheexternalconditionsimposedongroups. 3. Describethetechniquesongroupdecisionmaking. AnswerstoSelfAssessmentQuestions SelfAssessmentQuestions1 1. Organizational 2. Informal 3. Task SelfAssessmentQuestions2 1. Forming 2. Adjourning SelfAssessmentQuestions3 1. Authority 2. Consistent,predictable SelfAssessmentQuestions4 1. Positively 2. Single SelfAssessmentQuestions5 1. Senior 2. Expectations 3. Conflict SelfAssessmentQuestions6 1. Norms 2. Socialarrangement

SikkimManipalUniversity

145

GroupBehavior

Unit10

SelfAssessmentQuestions7 1. Reference 2. Socially 3. Disequilibrium SelfAssessmentQuestions8 1. Six 2. Minorityrule SelfAssessmentQuestions9 1. Collaborative 2. Crossfunctional AnswerstoTerminalQuestions 1. Refersection10.3 2. Refersection10.4 3. Refersection10.9

SikkimManipalUniversity

146