ORGANIZATION BEHAVIOR

UNIT 7
Group and interpersonal behavior
 objectives
• To appreciate:
 group dynamics
 Differentiate teams from groups
 Group development and
 Group decision making
 Group OR Team Dynamics

• TEAM VS GROUP
• The terms group and team are used
interchangeably, because although there are
some minor differences, they usually tend to
mean the same thing.
• Scholar such as Charles Handy defines a group
as “any collection of people who perceive
themselves to be a group “ (1980: 144) David
Nadler (1998) defines groups as people with a
unifying (and purposeful) relationship.
 TEAM VS GROUP
• In current usage the term group seems to have
become somewhat outdated, in preference for
the term teams, which are quickly replacing
individuals as the building blocks of organizations.
• Two or more members with a clear leader who
perform independent jobs with individual
accountability, evaluation, and rewards.
• A collection of people who interact with one
another, accept rights and obligations as members
and who share a common identity.
• Example- Group of people waiting at a bus stop.
 TEAM VS GROUP

• TEAM
• A small number of members with shared
leadership who perform interdependent jobs
with both individual and group accountability,
evaluation, and rewards.
• Interdependence - A team is...like a car in that
it consists of multiple parts joined together to
accomplish a particular task
• A team is a group of people who come
together temporarily to achieve a purpose.
 TEAM VS GROUP
• Work team: A group whose individual efforts
result in performance that is greater than the
sum of the individual inputs.
• On the other hand work group, is 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.
 Group OR Team Dynamics

• Group OR Team Dynamics

• Group/Team dynamics is largely concerned
with the formation of group or teams, how
they develop, mature and change in response
to external and internal environmental
influences and contingencies and how the
people within them relate.
 Types of Teams/Groups.

Types of Teams/Groups
• The types that are presented here are mostly
team and not necessarily group oriented. The
different types of teams and other groups in
organizations are; Self–Directed Work Teams
(SDWTS), Quality circles, Task Forces, Virtual
Teams and Informal Groups.
• FORMAL GROUPS
• Formal groups are established by the
organization to do its work.
 Formal groups
• They include command (or functional) groups, task groups, Self –
Directed Work Teams (SDWTs)
• and affinity groups.
• A command group is relatively permanent and is characterized by
functional reporting relationships such as having both a group
manager and those who report to the manager.
• Command groups are usually included in the organization chart.
• An example of a command group is a academic department such
as MSD Director and the faculty members in that department.
• Affinity groups are relatively permanent collections of employees
from the same level in the organization who meet on a regular
basis to share information, capture emerging opportunities, and
solve problems. E.g. a social club or association
• Affinity groups are a special type of formal group: They are set up by the
organization, yet they are not really part of the formal organization structure. They
are not really command groups because they are not part of the organizational
hierarchy, yet they are not task groups because they stay in existence longer than any
one task. Affinity groups are groups of employees who share roles, responsibilities,
duties, and interests, and which represent horizontal slices of the normal
organizational hierarchy. Because the members share important characteristics such
as roles, duties, and levels, they are said to have an affinity for one another. The
members of affinity groups usually have very similar job titles and similar duties but
are in different divisions or departments within the organization. Affinity groups
meet regularly, and members have assigned roles such as recorder, reporter,
facilitator, and meeting organizer. Members follow simple rules such as
communicating openly and honestly, listening actively, respecting confidentiality,
honoring time agreements, being prepared, staying focused, being individually
accountable, and being supportive of each other and the group. The greatest
benefits
 Types of Teams/Groups.
• Self – Directed Work Teams (SDWTs)
• Also known as Self Managed Teams, these are groups of
employees (typically 10 to 15 in number) who perform highly
related or interdependent jobs and take on many of the
responsibilities of their former supervisors.
• These types of teams are responsible for planning and
scheduling work, assigning tasks to members, making
operating decisions, taking action on problems, and working
with suppliers and customers.
• Supervisory positions take on decreased importance and are
sometimes even eliminated.
• This means that they have total responsibility for starting and
completing an entire piece of work, assigning tasks to
members, resolving their own problems and receiving team –
based feed back and rewards from management
 Types of Teams/Groups.

• Criticisms: Firstly, Self-managed teams do not

typically manage conflicts well. Thus, when
disputes arise, members stop cooperating and
power struggles ensue, which leads to lower
group performance.
• In addition to the above, although individuals
on these teams report higher levels of job
satisfaction than other individuals, they also
sometimes have higher absenteeism and
turnover rates. One
 Types of Teams/Groups.
• Quality Circles:
• These are usually small teams of employees, who
meet briefly each week to identify quality and
productivity problems, propose solutions and
consequences to Management
• They exist alongside the traditional management
structure and are relatively permanent. The role of
Quality Circles is to investigate a variety of quality
problems that might come up in the workplace. They
do not replace the work group or make decisions
about how the work is done.
• Quality Circles are teams that make
recommendations.
 Types of Teams/Groups.
• Task forces
• Task forces or ad – hoc teams are temporary
groups, which are formed to provide solutions
to problems. After accomplishing their task,
they are usually disbanded.
• For instance, in Zambia there was the Task
Force on corruption, which was supposed to
disband after it had completed its work of
investigating and prosecuting those accused of
corrupt practices, while serving in public
offices.
 Types of Teams/Groups.

• Virtual teams
• These are teams that may never actually meet together in
the same room as their activities take place on the
computer via teleconferencing and other electronic
information systems.
• For example, Engineers in the United States can directly
connect audibly and visually with counterparts all around
the globe, sharing files via Internet, electronic mail, and
other communication utilities. All participants can look at
the same drawing, print, or specification, so decisions are
made much faster.
• With electronic communication systems, team members
can move in or out of a team or a team discussion as the
issues warrant.
 Types of Teams/Groups.

• Informal Groups
• Organizations, in addition to formal groups and
teams, also consist of informal groups that exist
primary for the benefit of their members.
• An informal group usually refers to two or more
people who interact for the purpose of meeting
their personal rather than organizational needs.
E.g. Three employees from different
departments who regularly have lunch or coffee
together are an informal group. These types of
interactions among individuals, though informal,
deeply affect their behavior and performance.
 Informal Groups
• Informal groups are not created by line
management, although their structure might
be influenced by the existence of formal
groups and teams.
• They tend to create and shape their own
communication channels and values that
support or oppose organizational values and
culture.
 Functions of Informal Organisations
• A lot has been written about the functions of
informal groups. Some of these functions
have been listed as follows.
• 1. Informal groups make concerted efforts to
preserve their beliefs, values and life styles.
Doing so enhances their group solidarity and
group standards.
• 2. Informal groups act as fertile grounds for
social satisfactions.
 Functions of Informal Organisations

• 3. Informal groups also act as communication

networks through which members needs and
wants are discussed.
• 4. Informal groups are essential tools for
controlling the behaviour of group members.
They cultivate feelings of patriotism which are
vital for the overall success of the group.
Problems of informal organisations
• 1. Resistance to change: An Informal Organisation
tend to maintain and continue cultural values and
life styles of its members. Its members behave like
a closed shop and tend to maintain the status quo.
• 2. Role conflict: For instance, it might function to
provide facilities such as good canteens etc.
However, if workers spend extra-hours in the
canteen, productivity may decline to the
disadvantage of both employers and the general
public.
Problems of informal organisations
• 3. Rumours. An Informal Organisation is seen
as a factory of rumours because its channels
of communication are usually ideal or non-
existent.
• 4. Conformity: An Informal organisation tend
to control the behaviour of its members. If
some members attempt to deviate from the
norms of an informal organisation they are
labelled as social misfits.
Problems of informal organisations
• In spite of these shortcomings which are usually
associated with informal organisation, there are
also some benefits which are identified as follows:
• 1. Makes a more effective total system.
• 2. Lightens work load on the organisation.
• 3. Helps get the work done.
• 4. Fills in gaps in a managers abilities.
• 5. Gives satisfactory and stability to work groups.
• 6. Provides a safety valve for employee emotions.
• 7. Encourages managers to plan and act more
carefully.
 WHY GROUPS ARE FORMED

• Security: Being part of a group provides us

with a sense of security. They may be formed
in order for members to gain a feeling of
security. For example being part of a
neighborhood watch groups. They also share
a common interest
• Specific Needs: This type of group is formed in
response to a particular need, it may be
temporary and the group disbands when the
need is met. E.g. study group
 WHY GROUPS ARE FORMED

• Social Interaction: Groups may be formed with a

primary goal of social interaction including a
gathering at a party, work social club or a
mothers group.
• Culture: The group may form from a particular
culture to enjoy communicating in a native
language, eating traditional food and experience
activities familiar to this culture. E.g. the
Kuomboka ceremony
• Locality: You may join a group based on the fact
that it is in the local area. E.g. a football team
 GROUP CHARACTERISTICS AND PERFORMANCE
• This is divided into five different parts:
1) Group development: Groups wont deliver the very first
time they are formed.
• Group performance develops over a period of time. Its at
this stage where group members are appointed.
• Thus, when strangers come together, they will take time
getting to know one another and this takes place during the
group formation.
• Time will also be spent at this stage putting procedures that
or which have to be followed by the group. Group
development involves the following stages:
• Forming stage: This is characterized by a great deal of
uncertainty about the group’s purpose, structure, and
leadership. Members attempt to determine what types of
behaviors are acceptable.
 GROUP CHARACTERISTICS AND PERFORMANCE
• The major task functions also concern
orientation. Members attempt to become
oriented to the tasks as well as to one another.
• Discussion centers around defining the scope
of the task, how to approach it, and similar
concerns.
• To grow from this stage to the next, each
member must relinquish the comfort of non-
threatening topics and risk the possibility of
conflict.
 GROUP CHARACTERISTICS AND PERFORMANCE
• Storming stage: There is conflict over who will control the
group. When this stage is complete, there will be a relatively
clear hierarchy of leadership within the group.
• Individuals have to bend and mold their feelings, ideas,
attitudes, and beliefs to suit the group organization. Because
of "fear of exposure" or "fear of failure," there will be an
increased desire for structural clarification and commitment
• Norming stage: In the third stage, close relationships develop
and the group demonstrates cohesiveness. There is now a
strong sense of group identity. Synergy-group can accomplish
more than individuals
• 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 groups
to move on to the next stage seems to be the ability to listen.
 GROUP CHARACTERISTICS AND PERFORMANCE
• Norming Stage is complete when the group
structure solidifies and the group has assimilated a
common set of expectations of what defines
correct member behavior.
• 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.
• Performing stage: The structure at this point is
fully functional and accepted. Group energy has
moved from getting to know and understand each
other to performing the task at hand.
 GROUP CHARACTERISTICS AND PERFORMANCE

• Stage four is marked by interdependence in personal

relations and problem solving in the realm of task
functions. By now, the group should be most
productive. Individual members have become self-
assuring, and the need for group approval is past.
Members are both highly task oriented and highly
people oriented
• For permanent work groups, performing is the last
stage in development. However, for temporary
committees, teams, task forces, and similar groups
that have a limited task to perform, the adjourning
stage is for wrapping up activities and preparing to
disband.
 GROUP CHARACTERISTICS AND PERFORMANCE
• Adjourning: This is the final stage in group development.
• It 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.
• The most effective interventions in this stage are those
that facilitate task termination and the disengagement
process.
 Group forms & situation is
1. Forming
uncertain & disorganized

Turbulence, disruption, &

2. Storming
frustration is at highest level

Share vision, values, goals,

and expectations; deviations 3. Norming
are not welcome
Roles are specific, goals are
4. Performing
clear, and results are noted

Orderly disbanding 5. Adjourning

 GROUP CHARACTERISTICS AND PERFORMANCE
Status system: This is found in every group
status.
• Status in this case refers to the social ranking
within the group. Position determines the
status of the person. Salary can also be used to
determine the status of an individual in the
group.
Groups and members roles: A group member
has a role to play. Activities which an individual
has to perform constitute his/her roles. As a
manager, ensure that there is no role conflict
 GROUP CHARACTERISTICS AND PERFORMANCE
Group cohesion: This is the closeness existing
among group members. If members are closed
together, they usually work together.
• Lack of solidarity may result in
underperformance
 How to promote Group cohesion
• Ensure that there is shared understanding of
the goals or what the group stands for.
• Frequency of interaction actually increases
chances of bonding among group members
 GROUP CHARACTERISTICS AND PERFORMANCE
• Being mutually attracted to each other as group
members i.e. mutual trust and respect
• Evaluation: this should be as a group rather than a
set of individuals. Inculcate a feeling of belonging
to a group rather than being a loner in the group
• GROUP DECISION MAKING
• This is participatory process in which individuals
acting collectively, analyze problems or situations,
consider and evaluate alternative courses of
action, and select from among the alternatives a
solution
 GROUP DECISION MAKING Cont…

Brainstorming In a typical brainstorming

session, people sit around a table. The group
leader states the problem in a clear manner
so all participants understand. Members then
give as many alternatives as they can in a
given length of time.
• To encourage members to “think the unusual,”
no criticism is allowed, even of the most
bizarre suggestions, and all ideas are recorded
for later discussion and analysis.
GROUP DECISION MAKING Cont…
• Brainstorming may indeed generate ideas—but not
in a very efficient manner.
• Research consistently shows individuals working
alone generate more ideas than a group in a
brainstorming session.
• One reason for this is “production blocking.” When
people are generating ideas in a group, many are
talking at once, which blocks the thought process
and eventually impedes the sharing of ideas.
 GROUP DECISION MAKING Cont…

The Nominal Group Technique: The nominal group

technique is another means of improving group
decision making. Whereas brainstorming is used
primarily to generate alternatives, this technique
may be used in other phases of decision making, such
as identification of the problem and appropriate
criteria for evaluating alternatives.
• It restricts discussion or interpersonal communication
during the decision-making process, hence the term
nominal.
• With a nominal group technique, group members
follow a generate-discuss-vote cycle until they reach
a decision.
 GROUP DECISION MAKING Cont…
• To use this technique, a group of individuals
convenes to address an issue. The following is
the procedure commonly used:
• The issue is described to the group, and each
individual writes a list of ideas; no discussion
among the members is permitted.
• Following the five- to ten-minute idea-generation
period, individual members take turns reporting
their ideas, one at a time, to the group.
• The ideas are recorded on a flip chart, and
members are encouraged to add to the list by
building on the ideas of others.
 GROUP DECISION MAKING Cont…
• After all ideas have been presented, the members may
discuss them and continue to build on them or
proceed to the next phase. This part of the process can
also be carried out without a face-to-face meeting or
by mail, telephone, or computer. A meeting, however,
helps members develop a group feeling and puts
interpersonal pressure on the members to do their
best in developing their lists.
• After the discussion, members privately vote on or
rank the ideas or report their preferences in some
other agreed-upon way.
• Reporting is private to reduce any feelings of
intimidation. After voting, the group may discuss the
results and continue to generate and discuss ideas.
 GROUP DECISION MAKING Cont…
• The generation-discussion-vote cycle can
continue until an appropriate decision is
reached.
• The nominal group technique has two
principal advantages. It helps overcome the
negative effects of power and status
differences among group members, and it can
be used to explore problems to generate
alternatives, or to evaluate them.
• Its primary disadvantage lies in its structured
nature, which may limit creativity.
 GROUP DECISION MAKING Cont…

The Delphi Technique : It is a method for systematically

gathering the judgments of experts for use in developing
forecasts. It is designed for groups that do not meet face to
face.
• It is similar to nominal group technique.
Steps in Delphi technique.
• Problem is identified and members are asked to provide
solutions through questionnaires.
• Each member anonymously and independently completes the
first questionnaire.
• Results are compiled at a central location, transcribed and
produced.
• Each member receives a copy of the results.
• Members are again asked for the solutions.
• Steps are repeated until a consensus is reached.
 GROUP DECISION MAKING Cont…

Advantages
• Results are compiled at a central location,
transcribed and produced.
• Each member receives a copy of the results.
• Members are again asked for the solutions.
• Steps are repeated until a consensus is reached.
Disadvantages
• Time consuming. Not applicable where a speedy
decision is necessary.
• May not develop the rich array of alternatives as
the interacting of nominal group technique does.
 GROUP DECISION MAKING Cont…
ELECTRONIC MEETINGS
• Blends the nominal group technique with sophisticated computer
technology.
• Participants type their responses on the computer screen.
• Advantages:
• Participants can anonymously type any message they want and it
flashes on the screen.
• It allows people to be brutally honest without penalty.
• It is fast because discussions don't go off the point and many
participants can talk at once.
• Disadvantages:
• Those who can type fast can outshine those who are verbally eloquent
but poor typists;
• Those with the best ideas don't get credit for them.
• The process lacks the information richness of face-to-face oral
communication.