Professional Documents
Culture Documents
BEHAVIOR II
D R . P A R U L YA D A V
Unit I: Groups Dynamics and Teams
Groups: Meaning and Definition; Why People join Groups; Types of Groups –
Formal Groups and Informal Groups; Characteristics of groups: Composition,
size, status hierarchy, norms, group cohesiveness, size, leadership; Stages of
Group Formation: Tuckman’s Five Stage Model; The Punctuated –
Equilibrium Model; Teams: Meaning and Definition; Nature of Teams;
Benefits of Teams; Differences between Groups and Teams; Types of Teams –
Problem-Solving, Self-Managed, Virtual Teams and Cross-Functional Teams;
Team-effectiveness Model
CLASSIFYING GROUPS
Goal Power
Accomplishment
Group Team
Common
Threads
Two or more
interdependent individuals
who influence one
another
TUCKMAN’S FIVE-STAGE
MODEL OF GROUP DEVELOPMENT
• FORMING: Initial stage marked by uncertainty and
even confusion. Group members are not sure about
the purpose, structure, task or leadership of the
group.
• STORMING: Is characterized by conflict and
confrontation. It is an emotionally charged state.
Performin
Performin
Forming
Forming Storming
Storming Norming
Norming Adjourning
Adjourning
g
g
14
CHARACTERISTICS / PROPERTIES
OF GROUPS
• Work groups are not unorganized mobs; they
have properties/characteristics that shape
members’ behavior and help explain and predict
individual behavior within the groups as well as
the performance of the group itself.
CHARACTERISTICS / PROPERTIES
OF GROUPS
Composition
Status
Size
Hierarchy
Roles Cohesiveness
Norms
GROUP PROPERTIES—COMPOSITION
Role(s)
A set of expected behavior patterns attributed to
someone occupying a given position in a social
unit
Role Expectations
How others believe a person should act in a
given situation
Role Perception
Our view of how we’re supposed to act in a given
situation is a role perception.
GROUP PROPERTIES—NORMS
Norms
Acceptable standards of behavior within a group that
are shared by the group’s members
Classes
Classesof
ofNorms
Norms
•• Performance
Performancenormsnorms
•• Appearance
Appearancenormsnorms
•• Social
Socialarrangement
arrangementnorms
norms
•• Allocation
Allocationofofresources
resourcesnorms
norms
• Conformity: As a member of a group, you desire
acceptance by the group. Thus you are
susceptible to conforming to the group’s norms.
Small Group
Medium Group
Large Group
GROUP PROPERTIES—SIZE
• GROUP COHESIVENESS
• The degree to which members are
attracted to a group and share the group’s
goals
• Highly cohesive groups are more effective and
productive than less cohesive groups when their
goals align with organizational goals
THE RELATIONSHIP BETWEEN COHESIVENESS
AND PRODUCTIVITY
Cohesiveness
High Low
Let’s stay
beside each other
no matter what the differences.
Work Team
A group whose individual
efforts result in a
performance that is
greater than the sum of
the individual inputs
• Work Team – a group of people with
complementary skills who are committed to a
common mission, performance goals, and
approach for which they hold themselves
mutually accountable.
COMPARING WORK GROUPS AND WORK
TEAMS
GROUP VERSUS TEAM DIFFERENCES
Formal Work Group Team
Works on common goals Total commitment to
common goals
Accountable to manager Accountable to team
members
Skill levels are often random Skill levels are often
complementary
Performance is evaluated by Performance is evaluated by
leader members as well as leaders
Culture is one of change and Culture is based on
conflict collaboration and total
commitment to common
goals
Performance can be positive, Performance can be greater
neutral, or negative than the sum of members’
CHARACTERISTICS OF EFFECTIVE TEAMS
TYPES OF TEAMS
Problem-solving Teams
Groups of 5 to 12 employees from
the same department who meet to
improve quality, efficiency, and the
work environment
Cross-Functional Teams
Employees from about the same hierarchical level,
but from different work areas (production,
accounting, marketing, etc.), who come together
to accomplish a task
• To improve coordination with cross-functional
teams, organizations can carry out five steps.
• (1) choosing the membership carefully
• (2) clearly establishing the purpose of the Team
• (3) ensuring that everyone understands how the
group will function
• (4) conducting intensive team building up front so
that everyone learns how to interact effectively
• (5)achieving noticeable results so that morale
remains high and the members can see the
impact of their efforts
TYPES OF TEAMS (CONT’D)
Virtual Teams
Teams that use computer
technology to tie together
physically dispersed
members in order to
achieve a common goal
Characteristics
CharacteristicsofofVirtual
VirtualTeams
Teams
1.1. The
Theabsence
absenceofofnonverbal
nonverbalcues
cues
2.2. AAlimited
limitedsocial
socialcontext
context
3.3. The
Theability
abilitytotoovercome
overcometime
timeand
andspace
spaceconstraints
constraints
• a key to effective virtual teams has been the
importance of choosing the appropriate
communication media to fit the requirements of
the task and the message. For this the
organization uses synchronous technologies,
which allow members to interact at the same
time, or in real time.
• Virtual teams can be effective because they are
flexible and are driven by information and skills
rather than time and location
A TEAM-
EFFECTIVENESS
MODEL