Organisational Behavior

Week 15
 Today’s agenda………….
Group Dynamics
 Group and Group Dynamics
Group: A group is defined as two or more
individuals interacting and interdependent, who
come together to achieve particular objectives.

Group Dynamics: The social process by which

people interact face-to-face in small groups is
called group dynamics.
 Group Decision-making

1. Strengths of group decision-making: groups

generate more complete information and
knowledge. By aggregating the resources of several
individuals, groups bring more input into decision
process. Groups can bring heterogeneity to the
decision process. They offer increased diversity of
views.

2. Weaknesses of group-decision making: It is

time consuming because more time is required to
arrive at a solution. There are
conformity/compliance pressures in groups. One or
a few members can dominate group discussion,
which can lead to poor decision.
 Why do people Join Groups?

 Security
 Status
 Self-esteem/self-respect
 Affiliation
 Power
 Goal achievement
 Types of Groups
There are many ways to classify groups. A key difference is:
Formal Groups –which are established by the organization
and have a public identity and goal to achieve.

Informal Groups- which emerge on the basis of common

interests, proximity, and friendships.
 Formal Group Vs Informal Group
Basis of Comparison Informal Organization Formal Organization

General Nature Unofficial Official

Major Concepts Power and politics Authority and responsibility

Primary Focus Person Position

Source of Power Given by group Delegated by management

Behavior Guideline Norms Rules and policies

Control Mechanism Sanctions Rewards and penalties

 Benefits and Problems of Informal Groups
Benefits Problems

Promotes social and cultural values Spread Rumors

Relief to top managers No Systematic Working

Supplement to managers' capacities May Bring Negative Results

Social satisfaction and security More Emphasis to Individual Interest

Communication

Better relationship

Solve work-related problems

Promotes creativity
 Influencing Informal Organization
Management did not establish informal organizations, and
it cannot abolish them. Not it would it want to do so. But
management can learn to live with them and have some
measure of influence on them.
Guidelines for Management:

 Accept and understand informal organization.

 Identify various levels of attitudes and behaviors within them.

 Consider possible effects on informal systems when taking any kind of

action.

 Integrate as far as possible the interests of informal groups with those of

formal organizations.
Stages of Group Development
 Stages of group development or team building

1. Forming or Underdeveloped stage: It is

characterized by much uncertainty about purpose,
structure, and leadership
2. Storming or Experimental stage: Members accept
the existence of the group but there is resistance to
the control that the group imposes on individuality.
3. Norming or Consolidating stage: It is
characterized by close relationship and cohesiveness.
4. Performing or Maturity stage: When a group is
fully structured and accepted i.e. when the group is
fully functional is called performing.
5. Adjourning: . In this stage the group prepare for its
disbandment.
 Formal Groups

 Committee

 Brainstorming

 The nominal technique

 Problem-solving teams

 Self-managed work teams

 Cross-functional teams

 Virtual teams
A ‘Committee’ may be defined as a group of two or
more persons who officially meet together for the
purpose of considering issues or problems related to
the organizations.
Committees are found in all types of organizations.
 System View of Effective Committees
Inputs
Size
Composition
Agendas
Processes
Leadership Roles
Group Structures
Outcomes
Support
Quality
 Group decision-making Techniques

 Brainstorming: It is an idea-generation
process that specifically encourages any and all
alternatives, while withholding any criticism of
those alternatives. To overcome pressures for
conformity in the interacting group that retard
the development of creative alternative.

 The nominal technique: A group decision-

making method in which individual members meet
face-to-face to pool their judgment in a systematic
but independent fashion. Specifically, a problem is
presented and then the following steps take place: -
1. Members meet as a group but before any discussion
takes place, each member independently writes down
ideas on the problem.

2. After this silent period, each member presents one idea

to the group. Each member takes a turn, presenting
a single idea until all ideas have been presented and
recorded. No discussion takes place until all ideas have
been recorded.

3. The group now discusses the ideas for clarity and

evaluates them.

4. Each group member silently and independently rank-

orders the ideas. The idea with the highest aggregate
ranking determines the final decision.
 Team
Teams are a group of people with complementary
skills and common commitments.
That means, it is a group whose individual efforts
result in a performance that is greater than the
sum of the individual input.
A work team generates positive synergy through
coordinated efforts.
Their individual efforts result in a level of
performance that is greater than the sum of
those individual inputs.
 Types of Teams
1. Problem-solving teams: Groups of 5 to 12
employees from the same department who meet for a
few hours each week to discuss ways of improving
quality, efficiency, and the work environment.
2. Self-managed work teams: Groups of 10 to 15
people who take on responsibilities of their former
supervisors.
3. Cross-functional teams: Employees from about the
same hierarchical level, but from different work areas,
who come together to accomplish a task.
4. Virtual teams: Teams that use computer technology
to tie together physically dispersed members in order to
achieve a common goal.
 Any Question????

Thanks & Good Luck for Your Final Exam!!!!!!!!