Vergara, Gian Bianca F.

BSAT-3A FINALS HOMEWORK

1. What is values and value system?

Values are basic convictions that a specific mode of conduct or end-state of existence is personally or socially
preferable to an opposite or converse mode of conduct or end-state of existence. They contain a judgmental
element in that they carry an individual’s ideas as to what is right, good, or desirable.

Value system is a hierarchy based on a ranking of an individual’s values in terms of their intensity.

2. What are the importance of values?

Values are important because they lay the foundation for the understanding of attitudes and motivation and
because they influence our perceptions. Individuals enter an organization with preconceived notions of what
“ought” and what “ought not” to be. Of course, these notions are not value free. On the contrary, they contain
interpretations of right and wrong. Furthermore, they imply that certain behaviors or outcomes are preferred over
others. As a result, values cloud objectivity and rationality.

3. What is attitude and types of attitudes?

Attitudes are the feelings and beliefs that largely determine how employees will perceive their environment,
commit themselves to intended actions, and ultimately behave. Attitude form a mental set that affects how we view
something else, much as a window provides a framework for our view onto or out of a building. Attitudes are
evaluative statements either favorable or unfavorable concerning objects, people or events. They reflect how one
feels about something. Attitudes are not the same as values, but the two are interrelated.

Types of attitudes:

 Job satisfaction- refers to an individual’s general attitude toward his or her job. A person with a high level of
job satisfaction holds positive attitudes toward the job, while a person who is dissatisfied with his or her job
holds negative attitudes about the job.
 Job involvement- the degree to which a person identifies with his or her job, actively participates in it, and
considers his or her performance important to self-worth.
 Organizational commitment- the degree to which an employee identifies with particular organization and
its goals and wishes to maintain membership in the organization.

4. How employees can express dissatisfaction?

 Employees dissatisfaction can be expressed in a number of ways:

 Exit: Behavior directed toward leaving the organization, including looking for a new position as well
as resigning.
 Voice: actively and constructively attempting to improve conditions, including suggesting
improvements, discussing problems with superiors and some forms of union activity.
 Loyalty: passively but optimistically waiting for conditions to improve, including speaking up for the
organization in the face of external criticism and trusting the organization and its management to
“do the right thing.”
 Neglect: Passively allowing conditions to worsen, including chronic absenteeism or lateness,
reduced effort, and increased error rate.

5. Define what is group?

Group can be defined as collection of people interacting with each other for fairly some utilizing certain resources and
methodologies to achieve common goals or interests. For more enrichment of ideas, a group of more than two is best.
Although for better coordination and control, the ideal size is between seven and eleven.

A group is defined as two or more individuals, interacting and Interdependent, who have come together to achieve
particular objectives. Groups can be either formal or informal. By formal groups, we mean those defined by the
organization’s structure, with designated work assignments establishing task. If formal groups, the behaviors that one
should engage in are stipulated by and directed toward organizational goals. The six members making up an airline flight
crew are an example of a normal group. In contrast, informal groups are alliances that are neither formally structured
nor organizationally determined. These groups are natural formations in the work environment that appear in response
to the need for social contact three employees from different departments who regularly eat together are an example
of an informal group.

6. What are the classification of groups and their definition?

Formal groups. These are the type of work groups created by the organization and have designated work assignments
and rooted tasks. The behavior of such groups is directed toward achieving organizational goals.
These can be further classified into two sub-groups −
 Command group − It is a group consisting of individuals who report directly to the manager.
 Interest group − It is a group formed by individuals working together to achieve a specific objective. Example −
A group of workers working on a project and reporting to the same manager is considered as a command group.
A group of friends chilling out together is considered as interest group or say members of a club.
Informal Groups

These groups are formed with friendships and common interests. These can be further classified into two sub-groups −

 Task group − Those working together to finish a job or task is known as task group.
 Friendship group − Those brought together because of their shared interests or common characteristics is
known as friendship group.
Classification of groups

Primary v. Secondary Groups

Primary groups are those which are generally small in size and emerge due to feelings of intimacy or friendship. For
example, family groups, groups of friends in offices, etc.
On the other hand, secondary groups are much larger and are based on the mutual beliefs of members. The members of
these groups might not interact with each other personally. For example, associations of people belonging to a
profession, like doctors or lawyers, are secondary groups.

Membership v. Reference Groups

Membership groups are those to which people belong, while reference groups are those to which they wish to belong.

Command v. Task Groups

Command groups involve a hierarchical structure wherein a member with a superior rank oversees other members. For
example, the manager of a shop and his subordinate sales staff will become a command group.
In a task group, members perform the same functions but they do not share a hierarchical command structure. For
example, all the sales staff members’ together subordinate to the manager of the shop.

Interest v. Friendship Groups

An interest group always involves members sharing common and mutual goals. For example, a firm of partners will be
an interest group. A friendship group, however, need not have common interests but members share mutual attributes.
For example, they may belong to the same place or support the same sports team.

Psychological v. Social Groups

In a psychological group, two or more members interdependent on each other together influence other members as
well. For example, parents in a family might dictate how all family members will behave.

A social group comprises of interrelated psychological groups that have the same objectives. For example, members of
regional offices of a company along with those at its headquarters.

Formal v. Informal Groups

Formal groups are those which emerge out of a formal authority that has specific objectives. For example, a trade union
will be a formal group. The members of formal groups behave according to their mutual goals.

Informal groups emerge not from formal authorities but rather from personal or social interactions. The members of
these groups might or might not have specific common goals. These groups generally emerge from feelings of friendship
or camaraderie.

Various management theorists and thinkers have further studied informal groups into more sub-categories. The
following are some such classifications.

Informal Groups according to Mayo and Lombard

a) Natural Groups: These groups generally do not require internal structures.

b) Family groups: These groups always involve a few members who influence the functioning of other members.
c) Organized groups: These groups involve the leadership of a few members. Furthermore, these few members use their
intelligence and skills to maintain group integrity and unity.

Informal Groups according to Sayles

a) Apathetic groups: These groups basically have informal attitudes towards the larger informal groups. They often have a
lack of unity and members indulge in conflicts frequently.
b) Erratic groups: The most important feature of these groups is that they keep fluctuating between cooperation and
antagonism. This is because of distrust, lack of a clear unity, breakdown of communication, etc.
c) Strategic groups: These groups generally have consistent pressures, group unity and unanimity of purpose.
d) Conservative groups: Unlike strategic groups, these groups have moderate unity and pressures but they still achieve
results.
Informal Groups according to Dalton

Dalton generally studied the classification of groups in terms of hierarchies usually in workplaces. He classified informal
groups as follows:
a) Horizontal groups: Members generally perform more or less the same work and have the same rank.
b) Vertical groups: Unlike horizontal groups, members of vertical groups work at different levels in a particular department.
c) Mixed groups: Members of different ranks and departments work together in these groups.

7. Why people form groups? Discuss each form.

People form groups for various reasons. As people get together, they find similarity in them. Some people come
together by mutual attraction and others because they live close by or belong to the same Organization.
Interpersonal relationships involve direct communication between friends, members of the family, a club, a
fraternity or members of a small work force. These groupings involve relationships among individuals who have
relatively fixed roles and statuses.

Some groups are intentionally formed into organizations and some are unintentionally or involuntary formed.
There are psychological groups and several social organizations wherein the members are related to each another
by different yardsticks. Groups offer special advantages to its individuals, like safety and strength, it’s difficult for
an individual to form an identity but a group offers it. Groups generally keep their subjects united on common
issues concerning their basic existence and faith.

Religion, Nationality, Sex and even family are all examples of groups which unite people with common concerns.
Grouping is an very common phenomenon seen in humans which runs down in a very complex way with groups
with in groups.

 Personal Characteristics: Individuals with similar beliefs, attitudes and values are more likely to form
groups.
 Opportunity for interaction: If the employees of an organization, are given an opportunity to interact
with one another, they find that they have many things similar, which also creates a group.
 Interest and goals: When individuals share common interest and goals, it requires cooperation and
coordination for its achievement, which also results in the formation of groups.

 Influence and power: Last but not the least, a group has more influence and power, as compared to an
individual, which also promotes its formation.
  Security : By joining a group, individuals can reduce the insecurity of ‘standing alone’ people feel
stronger, have fewer self-doubts, and are resistant to threats when they are part of a group.
 Status: Inclusion in a group that is viewed as important provides recognition and status for its members.
 Self-esteem: Groups can provide people with feelings of self-worth. That is, in addition to conveying
status to those outside the group, membership can also give increased feelings of worth to the group
members themselves.
 Affiliation: Groups can fulfill social needs. People enjoy the regular penetration that comes with group
membership. For many people, these on-the-job interactions are their primary source for fulfilling their
needs for affiliation.
 Power: What cannot be achieved individually often becomes possible through group action. There is
power in numbers.
 Goal Achievement: There are times when it takes more than one person to accomplish a particular task
– there is a need to pool talents, knowledge, or power in order to complete a job. In such instances,
management will rely on the use of a formal group.
8. What are the roles within groups? Explain each.

Initiator Offers new ideas or suggests solutions

to problems
Information seeker Seeks pertinent facts or clarification
of information
Task oriented roles
Coordinator Coordinates activities, combines ideas
or suggestions
Evaluator Assesses the quality of suggestions,
solutions or norms
Encourager Encourages cohesiveness and warmth,
praises and accepts others’ ideas
Harmonizer Alleviates tension; resolves intragroup
disagreements
Gatekeeper Encourages participation by others
Maintenance/Relationship-oriented
and sharing of ideas
roles
Standard setter Raises questions about group goals;
help set goals and standards
Follower Agrees and pursues others’ activities
Group observers Monitors group operations; provides
feedback to group
Individual Roles Blocker Resists stubbornly; negative; returns
to rejected issues
Recognition-seeker Calls attention to self by boasting,
bragging, acting superior
Dominator Manipulates group; interrupts other;
gains attention
Avoider Remains apart from others; resists
passively

9. What is workgroup and team? Enumerate their difference.

A work team has members who work interdependently on a specific, common goal to produce an end result for
their business. A work group is two or more individuals who are interdependent in their accomplishments and may
or may not work in the same department. Once again, the differences are subtle, but the main thread is a team
works together and shares in the outcome, while a group is more independent of each other.
Key Differences between Group and Team

The difference between group and team in the workplace can be drawn clearly on the following grounds:

1. There is only one head in a group. A team can have more than one head.
2. The group members do not share responsibility, but team members share the responsibility.
3. The group focuses on achieving the individual goals. Conversely, the team members focus on achieving the team
goals.
4. The group produces individual work products. As opposed to, the team who produces collective work products.
5. The process of a group is to discuss the problem, then decide and finally delegate the tasks to individual
members. On the other hand, a team discusses the problem, then decide the way of solving it and finally do it
collectively.
6. The group members are independent. Unlike a group, the team members are interdependent.

Basis for
Group Team
Comparison

A collection of individuals who work A group of persons having collective identity

Meaning
together in completing a task. joined together, to accomplish a goal.

Leadership Only one leader More than one

Members Independent Interdependent

Process Discuss, Decide and Delegate. Discuss, Decide and Do.

Work Products Individual Collective

Focus on Accomplishing individual goals. Accomplishing team goals.

Accountability Individually Either individually or mutually

10. What are the potential team problems?

 Absence of team identity. Members may not feel mutually accountable to one another for the team’s
objectives. There may be a lack of commitment and effort, conflict between team goals and members’ personal
goals, or poor collaboration.
 Difficulty making decisions. Team members may be rigidly adhering to their positions during decision making or
making repeated arguments rather than introducing new information.
 Poor communication. Team members may interrupt or talk over one another. There may be consistent silence
from some members during meetings, allusions to problems but failure to formally address them, or false
consensus (everyone nods in agreement without truly agreeing).
 Inability to resolve conflicts. Conflicts cannot be resolved when there are heightened tensions and team
members make personal attacks or aggressive gestures.
 Lack of participation. Team members fail to complete assignments. There may be poor attendance at team
meetings or low energy during meetings.
 Lack of creativity. The team is unable to generate fresh ideas and perspectives and doesn’t turn unexpected
events into opportunities.
 Groupthink. The team is unwilling or unable to consider alternative ideas or approaches. There is a lack of
critical thinking and debate over ideas. This often happens when the team overemphasizes team agreement and
unity.
 Ineffective leadership. Leaders can fail teams by not defining a compelling vision for the team, not delegating,
or not representing multiple constituencies.