BUISNESS ADMINISTRATION

ORGANIZATIONAL BEHAVIOR ASSIGNMENT

SIMRET TESAYE

ID NO 1497/14
1. Define and classify Groups

a number of people or things that are located, gathered, or classed together.

A group can be defined as two or more interacting and interdependent individuals who come together
to achieve particular objectives. A group behavior can be stated as a course of action a group takes as a
family.

Types of Groups

There are two types of groups an individual forms. They are formal groups and informal groups. Let us
know about these two groups.

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.

2. WHY DO PEOPLE FORM A GROUP?

 Security mirrors strength in numbers. Status pinpoints a prestige that comes from belonging to a
specific group. Inclusion in a group is considered as important because it provides recognition
and status.
 Self-esteem transmits people's feelings of self-worth. Membership can sometimes raise feelings
of self-esteem like being accepted into a highly valued group.
 Affiliation with groups can meet one's social needs. Work groups significantly contribute to
meet the need for friendships and social relations.
  Groups represent power. What mostly cannot be achieved individually becomes possible with
group effort. Power might be aimed to protect themselves from unreasonable demands.
Informal groups provide options for individuals to practice power.
 People may join a group for goal achievement. Sometimes it takes more than one person to
accomplish a particular task.

3. EXPLAIN STAGES OF GROUP DEVELOPMENT

TUCKMAN'S STAGES OF GROUP DEVELOPMENT

Stages of Group Development

These stages are commonly known as: Forming, Storming, Norming, Performing, and Adjourning.
Tuckman's model explains that as the team develops maturity and ability, relationships establish, and
leadership style changes to more collaborative or shared leadership.

Tuckman's original work simply described the way he had observed groups evolve, whether they were
conscious of it or not. In CORAL, the real value is in recognizing where a team is in the developmental
stage process, and assisting the team to enter a stage consistent with the collaborative work put forth.
In the real world, teams are often forming and changing, and each time that happens, they can move to
a different Tuckman Stage. A group might be happily Norming or Performing, but a new member might
force them back into Storming, or a team member may miss meetings causing the team to fall back into
Storming. Project guides will be ready for this, and will help the team get back to Performing as quickly
as possible.

Forming
The initial forming stage is the process of putting the structure of the team together. Team members
feel ambiguous and conflict is avoided at all costs due to the need to be accepted into the group. Team
members look to a group leader for direction and guidance, usually CORAL project guides.

Observable Behaviors

 Politeness
 Tentative joining
 Orienting with others personally
 Avoids controversy
 Cliques may form
 Need for safety and approval
 Attempts to define tasks, processes, and how it will be decided here
 Discussion of problems not relevant to the task
Feelings and Thoughts

 Many feel excited, optimistic, and full of anticipation

 Others may feel suspicious, fearful, and anxious working with others
 What is expected of me
 Why are they here
 Uncertainty and Apprehension
 Team Needs

Team mission and vision

 Establish specific objectives and tasks
 Identify roles and responsibilities of team members
 Establish team ground rules
 Team member expectations
 Operational guidelines for team
 Effective in class meetings
 Effective Chat meetings
 1st set of feedback from project guides
Leadership Required

 Project Guides & Instructors

 provide structure and task direction
 Allow for get-acquainted time
 Create an atmosphere of confidence and optimism
 Active involvement
 Team members believe an appointed leader necessary to make decisions
 One-way communication from leader to team-members
To advance from this stage to the next stage, each member must relinquish the comfort zone of
non-threatening topics and risk the possibility of conflict.

Storming
This stage begins to occur as the process of organizing tasks and processes surface interpersonal
conflicts. Leadership, power, and structural issues dominate this stage.
Observable BBehaviors
Arguing among members
Vying for leadership
Differences in points of view and personal style are evident
Lack of role clarity
Team organizing itself
Power struggles and clashes
Lack of consensus-seeking behaviors
Lack of progress
Establishes unrealistic goals
Concern over excessive work

Feelings & Thoughts

Feel Defensive
Confusion, loss of interest can result
Resistance to tasks
Fluctuations in attitude about the team
Unsure if I agree with teams mission and purpose
Question the wisdom of team members
Increase in tension and jealousy
Unsure about my personal influence and freedom in the team
We're not getting anywhere
Team Needs
Inter & intra personal relationships
Identify stylistic and personal differences
Effective listening
Giving and receiving feedback
Conflict resolution
Clarify and understand the team’s purpose
Reestablish roles and ground rules
How to deal with ‘some’ team members violating team codes of conduct
Receiving Feedback from project guide
 Leadership Required

Project guide & Instructors acknowledge conflict

Project Guides suggest that consensus among team members
Get members to assume more task responsibility
Concept of Shared Leadership emerges
Teach conflict resolution methods
Offer support and praise
Actively involved Team members begin consulting one another – shared
leadership emerging but have difficulty with decision making
In order to progress to the next stage, group members must move from a
"testing and proving" mentality to a problem-solving mentality. The most
important trait in helping teams move to the next stage is the ability of
team members to listen to their team mates - what are they trying to say?

Norming
In this stage, team members are creating new ways of doing and being together.
As the group develops cohesion, leadership changes from ‘one’ teammate in
charge to shared leadership. Team members learn they have to trust one another
for shared leadership to be effective.

Observable Behaviors

 Processes and procedures are agreed upon

 Comfortable with relationships
 Focus and energy on tasks
 Effective conflict resolution skills
 Sincere attempt to make consensual decisions
 Balanced influence, shared problem solving
  Develop team routines
 Sets and achieves task milestones
Feelings & Thought
 Sense of belonging to a team
 Confidence is high
 Team members feel a new ability to express criticism constructively
 Acceptance of all members in the team
 General sense of trust
 Assured that everything is going to work out okay
 Freedom to express and contribute

Team Needs
 Inter & intra personal relationships
 Identify stylistic and personal differences
 Effective listening
 Giving and receiving feedback
 Conflict resolution
 Clarify and understand the team’s purpose
 Reestablish roles and ground rules
 How to deal with ‘some’ team members violating team codes of conduct
 Receiving Feedback from project guide
Leadership Required
 Project guide & Instructors acknowledge conflict
 Project Guides suggest that consensus among team members
 Get members to assume more task responsibility
 Concept of Shared Leadership emerges
 Teach conflict resolution methods
 Offer support and praise
 Actively involved Team members begin consulting one another – shared
leadership emerging but have difficulty with decision making
In order to progress to the next stage, group members must move from a
"testing and proving" mentality to a problem-solving mentality. The most
important trait in helping teams move to the next stage is the ability of team
members to listen to their team mates - what are they trying to say?

Norming
In this stage, team members are creating new ways of doing and being together.
As the group develops cohesion, leadership changes from ‘one’ teammate in
charge to shared leadership. Team members learn they have to trust one another
for shared leadership to be effective.

Observable Behaviors
 Processes and procedures are agreed upon
 Comfortable with relationships
 Focus and energy on tasks
 Effective conflict resolution skills
 Sincere attempt to make consensual decisions
 Balanced influence, shared problem solving
 Develop team routines
 Sets and achieves task milestones

Feelings & Thoughts

 Sense of belonging to a team

 Confidence is high
 Team members feel a new ability to express criticism constructively
 Acceptance of all members in the team
 General sense of trust
 Assured that everything is going to work out okay
 Freedom to express and contribute
Team Needs
  Develop a decision making process
 Be prepared to offer ideas and suggestions
 Problem solving is shared
 Utilizing all resources to support the team effort
 Team members take responsibility in shared leadership skills
 Receiving Feedback from project guides
Leadership Required
 Shared leadership
 Give feedback and support from Project Guides
 Allow for less structure
 Promotes team interaction
 Asks for contributions from all team members
 Collaboration becomes clearer
 Encouraging others in making decisions
 Continues to build strong relationships

The major task function of stage three is the data flow between group members: They share feelings
and ideas, solicit and give feedback to one another, and explore actions related to the task. Creativity is
high. Collaboration emerges during this stage when team work ethic and shared leadership is
understood.

The major drawback of the norming stage is that members may begin to fear the inevitable future
breakup of the team; they may resist change of any sort.

Performing
True interdependence is the norm of this stage of group development. The team is flexible as individuals
adapt to meet the needs of other team members. This is a highly productive stage both personally and
professionally.

Observable Behaviors
 Fully functional teams
 Roles are clearer
 Team develops independence
 Team able to organize itself
 Flexible members function well individually, in subgroups or as a team
 Better understand each other’s strengths and weaknesses and insights into group processes

Feelings & Thoughts

 Empathy for one another

 High commitment
  Begin understanding collaborative work ethic
 Tight bonds emerge
 Fun and excitement
 Lots of personal development and creativity
 General sense of satisfaction
 Continual discovery of how to sustain feelings of momentum and enthusiasm

Team Needs

 Project guides assure team is moving in collaborative direction

 Maintain team flexibility
 Measure knowledge performance – post test
 Provide information
 Giving and Receiving
 Feedback and Dialogue with project guides

Leadership Required

 Shared Leadership being practiced

 Observing, Inquiring, Fulfilling, team needs
 Collaborative efforts among team members
 Project guides provides little direction
 Team members offer positive reinforcement and support
 Share new information

The Performing stage is not reached by all groups. If group members are able to evolve to stage four,
their capacity, range, and depth of personal relations expand to true interdependence. In this stage,
people can work independently, in subgroups, or as a total unit with equal competencies.

Adjourning
In this stage typically team members are ready to leave (course termination) causing significant change
to the team structure, membership, or purpose and the team during the last week of class. They
experience change and transition. While the group continues to perform productively they also need
time to manage their feelings of termination and transition.

Observable Behaviors

 Visible signs of grief

 Momentum slows down
 Restless Behavior
 Bursts of extreme energy usually followed by lack of energy
Feelings & Thoughts

 Sadness
 Humor (that to outsiders could appear cruel)
 Glad it is over – relief

Team Needs

 Evaluate the efforts of the team

 Tie up loose ends and tasks
 Recognize and reward team efforts

Leadership Required

 Project guides help team develop options for termination

 Good listening
 Reflection and carry forth collaborative learning to next opportunity
The final stage, adjourning, involves the termination of task behaviors and disengagement from
relationships. A planned conclusion usually includes recognition for participation and
achievement and an opportunity for members to say personal goodbyes. Concluding a group
can create some apprehension – in effect, a minor crisis. The termination of the group is a
regressive movement from giving up control to giving up inclusion in the group.

4. Explain how you understanding Work Teams

groups of employees working together towards the achievement of a common goal. Work teams usually
has multiple members with different skills and experiences working on a particular goal and must come
together to accomplish a task or tasks. Sometimes the goal being worked towards may be short-term, or
it may be long-term. Organizations all over the world use work teams because they offer the benefit of
combined experiences, ideas, and opinion

Why Have Teams BecomeSo Popular ?

•Teams typically outperformindividuals

•Teams use employee talentsbetter

•Teams are more flexible andresponsive to changes in theenvironment

•Teams are an effective way todemocratize and organizationand increase motivation

5 Different Types of Teams

#1: Functional Teams

Functional teams are permanent and include members of the same department with different
responsibilities. Often a leader or manager is responsible for everything ,and everyone reports to them.
This is the typical top-down management approach that you’ll see in most organisations.

Traditionally functional teams have operated through a co-located approach, with the team being
physically situated in a similar space within the office. In the new world of work, functional teams can be
compromised of individuals who operate out of different locations, sometimes even different countries
and time zones.

Across all organisational teams, it’s important to prioritise workplace culture; the foundations of which
are feedback and coaching.

As a leader, to take your functional team to the next level, consider running a program in-house to
improve feedback by giving your team the tools to give effective feedback without causing offense.
Additionally, it’s a key functional teams skill to be able to ask key questions and coach each other
(Coaching Mastery) through processes and outcomes to boost productivity and individual employee
engagement.

#2: Cross-Functional Teams

Cross-functional teams are made up of individuals from various divisions or departments. These teams
tackle specific projects that require different inputs and expertise. Imagine a transformation project or
the launch of a new product. Individuals need to work together often for a specific period of time.

#3: Self-Managed Teams

There are times when individuals may pull in expertise from different areas; thus forming a self-
managed team. By definition there’s often not a manager or a leader, but a champion for the outcome
the team is trying to achieve. It may be a team that are pulling together our Mental Health Awareness
initiative across an organisation, and the team members have put up their hand to be a part of the
initiative.

#4: Distributed Teams

Distributed teams are made up of individuals who work in separate physical locations and who use
technology and collaboration tools to achieve a common goal. There is no ‘head office’ or shared space
they come to.

Although much press is dedicated to the concept of work from anywhere, the fully distributed team
remains a rarity but will become much more common in the future of work. One of the key features of
distributed teams is ‘asynchronous’ method of working – tools and resources support individuals to do
the work they need to do at a time that suits them, and then ‘hand over the baton’ to others in an
effective and clear way. You may even have a few remote team members in your organisation right now
who need to collaborate
within a functional or cross-functional team.

#5: Hybrid Teams

Hybrid teams are made up of individuals who work in a variety of locations; both co-located and remote.
Similar to Distrubuted teams, they rely heavily on technology and collaboration tools, but also find time
to connect in person on a semi-regular basis.

Most credible data focusing on employee needs and desired work experience leans heavily towards a
Hybrid team dynamic. People want the occasional and valuable connection with their peers, but value
highly the opportunity to exercise autonomy and free choice to set up their work days without the
reliance on traditional work hours and work spaces.

5, Differentiate Between Groups and Teams

6, Explain the levels of Diversity
dimensions of diversity can broadly be divided into two levels; surface and deep levels.

As its name suggests, surface level of diversity can be distinguished by appearance. Examples include
sex, age, race, ethnicity, etc.

Deep level of diversity in contrast is difficult to judge from appearance. It includes internal
characteristics such as personality, attitudes, habits, values professional background, skill level, etc.

7, Discuss how to Implementing Diversity

Management strategies
A simple managing diversity definition can go something like this: the coordinated, determined effort of
leadership and management throughout an organization to bring in employees from all walks of life and
diverse backgrounds into various roles.

Diversity Management: Prioritize Inclusion and Manage Diversity in the Workplace

What is the meaning of diversity management for the modern workforce? In the current global business
environment, it’s not enough for organizations to just “check a few boxes” when it comes to their
diversity and inclusion practices; more and more companies realize that effective diversity management
strategies are not only their social responsibility—but they’re great for the bottom line, too.

So, why should modern organizations prioritize inclusion in the workplace, and how can they
successfully manage their diversity efforts? In this Diversity Management: Prioritize Inclusion and
Manage Diversity in the Workplace guide, organizations will learn:

What Is Organizational Diversity

the definition of organizational diversity is a company that both currently employs and continually seeks
out individuals with a wide range of different traits and backgrounds to make up their workforce.

Those traits and backgrounds span a massive spectrum, covering everything from gender, age, and race
to sexual orientation, class, political affiliation, military service, and much more. Take a look at our Types
of Diversity in the Workplace page to explore more about this topic.

The goal of organizational diversity? To maximize innovation, growth, and success by leveraging the
talents and voices of as many groups of society as possible.
Representation is a key component of organizational diversity; that is ensuring modern organizations
hire, retain, and advance talents who reflect communities in which they operate, and markets to whom
they serve.

How do modern organizations achieve diversity goals, such as representation? It takes a combination of
strategic planning, culture change, intention and accountability. Let’s examine how the best
organizations out there go about managing workforce diversity for success.

Why Does Diversity Management Matter

Here’s the big question: why does diversity management matter in the workplace? For those managers
and leaders struggling to sell the idea of a diversity and inclusion program to higher-ups, there’s a case
to be made beyond just the idea that improving diversity is a social responsibility.

An effective program for diversity in management and elsewhere benefits the bottom line, too. Here are
five big, bottom-line elements that show why diversity management matters.

Diverse Organizations Unlock Growth Opportunities Faster

If your organization is interested in growing even bigger (and what ambitious company isn’t?), diversity
could be the key to unlocking that needed growth. According to a landmark Harvard Business Review
study, diverse leadership in an organization makes a company around 70% likelier to capture critical new
markets.

In fact, those growth opportunities unlocked by a diversity program help unlock profits, too. A McKinsey
report showed that companies with ethnic and cultural diversity are around 33% more likely to be
profitable.

The bottom line? Diversity fuels the growth that modern companies need to succeed in a competitive
marketplace.

Inclusive Organizations Are Better at Recruiting and Retaining Talent

Looking to keep the talent you have in your organization—and better recruit the next generation of
difference-makers? If so, then an inclusive workplace is the key to recruiting and retaining your top
talent.

According to an Organization Studies report and breakdown from Catalyst, “companies with higher
levels of gender diversity and with HR policies and practices that focus on gender diversity are linked to
lower levels of employee turnover.”

Another Catalyst paper also stated that “Thirty-five percent of an employee’s emotional investment to
their work and 20% of their desire to stay at their organization is linked to feelings of inclusion.”

Corporate Leadership Council study also concluded that people from diverse and inclusive organizations
are 19% likelier to stay with their jobs.

The bottom line? If you want to keep your best employees—and attract top, new talent—you need an
effective inclusion strategy.

Inclusive Management Yields Higher Employee Engagement

If you’re running into the problems of disengaged employees—and projects that seem to get stuck at
every turn—a lack of diversity and inclusion could be at the heart of the matter.

According to a Diversity Management study from PageGroup, almost 60% of companies with a diversity
management program show improved teamwork. Additionally, an article in the New York Times stated
that diverse groups create answers that are up to 58% more accurate—and a piece from the Journal of
Business Engagement summarized by Catalyst details how employees feel more trusted and engaged
when working for an employer that actively supports diversity.

The bottom line? To keep your employees engaged and your projects moving smoothly, work to create a
diverse work environment where they can thrive.

Inclusive Management Maximizes Talent and Productivity

To get the most out of your teams, give them a workplace that is diverse and inclusive. Inclusive
leadership, according to a Deloitte article, improves overall team performance by 17%; a Changeboard
study shows that diverse teams also collaborate more effectively—by up to 57%—than non-diverse
teams and that an environment with diverse leaders spurs team members to work up to 12% harder.

The bottom line: To maximize your employees’ talent and achieve optimum productivity, work on
constructing a diverse and inclusive organization.

Diverse Teams Are Critical for Innovation

Innovation drives profitability—and diverse teams provide that creative fire organizations need.

An International Labour Organization study entitled “Women in Business and Management: The
business case for change” found that inclusive business cultures report an almost 60% increase in
“creativity, innovation, and openness” and approximately 38% “better assessment of consumer interest
and demand.” For overall innovation? According to a Harvard Business Review study, high-diversity
organizations deliver around 19% higher innovation revenues.

The bottom line? To get the innovation you need to keep growing and remaining productive, a diverse
organization is a must.

Managing Diversity in the Workplace

How can you get to the diversity goals you set in your workplace? In some ways, diversity and inclusion
in the workplace is an ever-evolving, always-changing mission that will keep going as long as your
organization does; diversity movements are not going away any time soon, and they should keep being
top-of-mind for executives for many, many, years to come.

Interested leaders and managers should start by getting total leadership buy-in, bolstered by facts and
figures like the ones we cited above. Try bringing in outside consultants or using your own survey
software or methods to get a handle on your company’s current status for diversity and inclusion—some
of the results might surprise critical stakeholders. Additionally, coordinating with your corporate legal or
compliance team to get their opinion on diversity and inclusion efforts may also benefit the push for
managing diversity in the workplace.

Once the decision gets made to start a push for diversity and inclusion in the workplace, where should
leaders begin? Let’s tackle that question in the next section.

Diversity Management Strategies: How To Implement Diversity and Inclusion

So, how can your organization start an effective inclusion and diversity management in the workplace
program? Here are the seven fundamental movements that make up a powerful, game-changing
inclusion and diversity management system for the modern workplace.

1. Identify Resources for Diversity and Inclusion Programs

First, start thinking about what type of resources your diversity and inclusion programs need.

Do you need a dedicated D&I employee in the organization (as so many organizations have these days),
or will it be part of your human resources efforts? What kind of budget do you need to set aside to
enable managing for diversity efforts? Do you need to invest in building out employee resource groups
or a supportive intranet or website page? How about a Diversity and Inclusion-focused online
resource—like GlobeSmart or the Inclusive Behaviors Inventory?

2. Be Intentional: Set Diversity Goals and Accountability for Change

The second part of the “how to manage diversity” question? Be intentional with your efforts. Set
concrete diversity goals throughout the organization based upon optimistic (but still realistic)
benchmarks, and hold your organization accountable to them.

3. Seek Out Different Mindsets – Recruit Diverse Talent

One of the best places to start with diversity management strategies is right at the start of the employee
journey—the recruiting and hiring process. Set clear goals, expectations, and outlines for your recruiters
and human resource professionals to bring in the diverse talent that makes a difference in the
workplace.

4. Set up Inclusion and Diversity Training

Diversity management training is a critical element of overall diversity management. Achieving authentic
diversity in the workplace is a journey, not just a quick check of a box. Establish continuing education
and diversity programs for all of your employees, and make sure these programs get tied into their
annual goals
5. Build a Diverse Leadership Team

A diverse management team provides the forward-thinking leadership that your modern organization
demands. Diversity and inclusion should start at the very top of the organization; if your leadership team,
board members, and upper management don’t possess the degree of management diversity that the
world around them offers, how can they accurately reach a global customer base? Make it a priority,
when looking at diversity in business management, to start with the very top of your organization.

6. Determine Initiatives

One huge part of how to manage diversity in the workplace is determining the initiatives that your
organization will undertake. Again, this process will involve stakeholders throughout the organization—
from the top on down. Meet with leadership and employees to determine what is working, what isn’t,
and what initiatives you should start on for an authentic management effort.

7. Prioritize Inclusion Processes and Policies

The final part of managing a diverse workforce? Making diversity and inclusion efforts a priority—and
sticking to them. Far too many organizations institute diversity and inclusion efforts just to check a few
boxes on their corporate goals or to satisfy regulatory and compliance regulations

8. How Attracting, Selecting, Developing, and Retaining Diverse

Employees

 Fight Unconscious Bias

 Be Transparent
 Compensate Competitively
 Offer Flexibility
 Support Communities and Affinity Groups
 Check in and Offer a Safe Space to Speak
 Develop a Solid Onboarding Process
 Focus on Inclusion, Not Just Invitation
 Provide Mentorship Opportunities
 Respect Employees as Individuals, Not as One Homogeneous Group
9, Explain the Diversity in Groups
There is growing recognition that diversity — differences — matter in groups and teams. From small
project teams up to executive and non-executive boards, people are starting to realise that it makes no
sense if everyone is the same; that differences are important. Many organisations have put in place
plans to increase diversity in their top teams and further down the organisation.

However, there is considerably less understanding of why this is important. Contrary to what some
commentators would have you believe, this is not ‘political correctness gone mad’. Increasing diversity
makes sound business sense for any organisation

Research shows that being more diverse improves business performance. For example:

A report by consultancy McKinsey from 2015 found that businesses that were in the top 25% for ethnic
and racial diversity in their management structure were 35% more likely to have financial returns that
were above the average for their industry. Those in the top 25% for gender diversity were 15% more
likely to have above average returns.

Working with people who are different from you seems to improve performance. It has been suggested
that this is because it challenges ways of thinking.

It also seems to reduce bias, perhaps because it challenges it and exposes it more readily to individuals.
Diverse teams also seem to consider evidence and process information more carefully.

Basically, it seems that being around people who are different from you sharpens up your mind, and
helps you to think better.