Group Behavior – Meaning, Types of Groups, Group Process, Group Dynamics – factors influencing intergroup behavior and managing intergroup behavior

1. Organizational Behavior and
Effectiveness
Unit – II
Group Dynamics & Group Behavior
Points to Cover:
•Meaning
•Types of Groups
•Group Processes
•Group Dynamics
•Factors influencing intergroup behavior and
•Managing Intergroup Behavior

2. Lecture - 1
GROUP

3. What is Group?

4. 6
Definition of GROUPS :
Group: A group is a collection of Two or more people who
work with one another regularly to achieve common goals.
Group can also be defined as more than two employees who
have an ongoing relationship in which they interact and
influence one another’s behaviour and performance.
In a true group members.
(a) are mutually dependant on one another to achieve common
goals and
(b) interact regularly with one another to pursue those goals
over a sustained period of time.

5. IMPORTANCE OF GROUPS
1. Groups are good for people.(Security, Confidence)
2. Groups can improve creativity.
3. Groups can make better decisions.
4. Groups can increase commitments to actions.
5. Groups help control their members.
6. Groups help offset large Organization.
7

6. What
Makes
People
Join
Groups?
StatusSecurity
Power
Goal
Achievement
Self-
Esteem
Affiliation

7. Classifying Groups

8. Tuckman’s Five-Stage Theory
of Group Development
Performing
Adjourning
Norming
Storming
Forming
Return to
Independence
Dependence/
interdependence
Independence

9. Stages of Group Development
1.
2.
3.

10. Stages of Group Development (cont’d)
4.
5.

11. Tuckman’s Five-Stage Theory
of Group Development (continued)
Individual
Issues
Forming Storming Norming Performing
“How do I fit
in?”
“What’s my
role here?”
“What do the
others expect
me to do?”
“How can I best
perform my
role?”
Group
Issues
“Why are we
here?”
“Why are we
fighting over
who’s in
charge and who
does what?”
“Can we agree
on roles and
work as a
team?”
“Can we do the
job properly?”

12. Stages of Group Development

13. Lecture - 2
Functions of Groups

14. Functions of Formal Groups
Individual Functions
1. Satisfy the individual’s need for affiliation.
2. Develop, enhance, and confirm the individual’s
self-esteem and sense of identity.
3. Give individuals an opportunity to test and
share their perceptions of social reality.
4. Reduce the individual’s anxieties and feelings
of insecurity and powerlessness.
5. Provide a problem-solving mechanism for
personal and interpersonal problems.

15. Functions of Formal Groups
Organizational Functions
1. Accomplish complex, interdependent tasks that
are beyond the capabilities of individuals.
2. Generate new or creative ideas and solutions.
3. Coordinate interdepartmental efforts.
4. Provide a problem-solving mechanism for complex
problems requiring varied information and
assessments.
5. Implement complex decisions.
6. Socialize and train newcomers.

16. Group Characteristics
•Group has limited size
•Group has to achieve set objectives
•Group has a specific norms
•Group has a structure
•Group has a role to perform
•Group has its own success history
•Group may be homogeneous or heterogeneous
•Group may be cohesive,
cohesiveness increases it’s status and
success rate

17. Group Behavior Model

18. Lecture 3
Types of Groups

19. Types of Groups:
1. Formal Group:
a. Command Group
b. Task Group
2. Informal Groups
a. Friendship Group
b. Interest Groups
c. Reference Group
d. Membership Group

20. Formal Group:
It is setup by the organization to carry out work in support of the
organization’s goals.
Command Group:
It is defined in terms of organization’s hierarchy.
Ex. Board of Directors
Task Group:
It comprises employees who work together to complete a
particular task.
Ex. Production group, manufacturing group, Marketing Group,
Sales force group, Purchase Group, ATS, ACB etc.

21. 2. Informal Groups:
Informal Groups are alliances that are neither formally structured nor
organizationally determined.
Informal group is the natural formations in the work environment that
appear in the response to the need for social contact.
a. Friendship Group
Individual members have one or more common characteristics.
b. Interest Groups
People affiliate to attain a specific objective with which each is concerned.
Ex. Music group, Drama group
c. Reference Group
People use a group as a basis for comparison in making decisions or forming
opinions.
d. Membership Group
The member would be expected to contribute to the groups well being and
would enjoy the benefits arising from the group members friendship.

22. Group Processes
It refers to the communication patterns used by members for
(a) Information Exchanges.
(b) Group decision Processes.
(c) Leader Behavior.
(d) Power Dynamics.
(e) Conflict Interactions.
Group processes are significant as they can create output greater
than the sum of their inputs.

23. GROUP PROCESSES
INPUTS THROUGHPUTS OUTPUTS
1. Tasks Group Process Task Performance
2. Goals, Rewards Membership, satisfaction
Resources.
3. Technology Team Viability.
4. Membership density Group
Processing size.
The way
members work
together

24. Factors influencing Group Processes:
1. External Factors
2. Internal Factors

25. External Factors influencing on Group Processes
•Organization’s overall strategy
•Authority structures
•Formal regulations
•Resource constraints
•Selection process
•Performance and evaluation system
•Organization’s culture
•Physical work setting

26. Internal factors:
• Interpersonal relationship of group members
• Coordination of group members
• Group Structure
• Group Norms
• Social loafing
• Group Decision making
• Majority
• Minority
• Groupthink

27. Group Structure:
• Group has a fixed structure. The areas of working
are divided according to the interest or skill
required. Group may have a leader.
• Leadership that is imposed on the group by the
organization.
• Leaders who derive their power from the
positions they occupy in the organizational
structure.
– Formal leaders may or may not also be the informal
leaders of the groups in which they function.

28. Group Role
•Task role
•Maintenance Role
•Personal role

29. Task role:
•Initiator
•Information seeker
•Opinion seeker
•Information giver
•Opinion giver
•Elaborator
•summarizer

30. Maintenance Role:
•Encourager
•Gatekeeper
•Standard setter
•Follower
•Expresser
•Tension reliever

31. Functional or Personal Role:
•Aggressor
•Blocker
•Confessor
•Copmpetitor
•Sympathy seeker
•Pleader
•withdrawal

32. Role Ambiguity: When people are
uncertain about their duties, and authority, it
causes role ambiguity
Role Conflict: Role conflict arises when an
individual’s performance of one role is made
difficult by the performance of another role.

33. Types of role conflict:
•Person Role conflict
•Inter Role conflict
•Intra sender conflict
•Role overload

34. Lecture 4
Group Norms

35. Group Norms
1. Norms are the rules of the group.
2. Norms are the acceptable standards of behavior within a group that
are shared by the group members.
Norms tell the group members how to behave or how not to behave in
different situations. Newcomers who do not follow these rules may be
excluded from the group.
Norms may be explicit (outwardly stated) or
implicit (known only by observation).
Examples of norms may include:
• How much socializing occurs at meetings?
• How members dress at meetings.
• Whether group members go out together and when.
• Whether meetings start on time or are always 15 minutes late.
• Whether meeting should start with quorum or without quorum

36. Norms may be positive by exerting a sense of
order, but they can be negative or cause
uncomfortable exclusion from the group. It is
leader’s job to try and change some of the
negative group norms and to help newcomers
understand positive ones.

37. Classes of Norms:
•Performance norms
•Appearance norms
•Social arrangement norms
•Allocation of resources norms

38. Not following the norms:
Antisocial action by group/organizational member
that intentionally violate established norms and that
result in negative consequences for the organization,
its members or both. This is the deviant behavior at
workplace.

39. Typology of Deviant Workplace Behavior

41. Social decision, explicit or implicit, decision rules
specifying the processes by which individual inputs
are combined into a group decision.
1. Unanimity – Discussion puts pressure on deviants to
conform;
2. Majority wins – Discussion confirms the majority position,
which becomes the group decision;
3. Truth wins – Discussion reveals the position that is
demonstrably correct; and
4. Two-thirds majority – Discussion establishes a two-thirds
majority, which becomes the group decision.
Group decision making:

42. Lecture - 5

43. Group effectiveness

44. What is Group Effectiveness:
The group functions in a way that maintains or
enhances the ability of its members to work together
in the future.
Many people can remember being a member of a
group that burned out in the process of completing its
task. That is, the group got its job done, but the effort
strained relationships among members so much that
they could not work together effectively anymore.
Although some groups may come together for only one
task, most groups must work together over time—or at
least the members must work with one another in
other contexts, as part of their jobs—and it is
important to maintain productive relationships.

45. Threats to Group effectiveness

46. Social loafing a reduction in individual effort when working
on a collective task (in which one’s outputs are pooled with
those of other group members), compared with when one
is working alone
• Tendency of certain members of a group to get by with less effort
than what they would have put when working alone.
• Its two common manifestations are –
(1) Free-rider effect, where some members do not put in their share
of work under the assumption that others' efforts will cover their
shortfall, and thus cause overloaded for others
(2) Sucker effect, where the other (fully performing) members lower
their efforts in response to the free-riders' attitude.
1. Social loafing

47. Social Loafing (free riding) occurs when…
• Group members don’t value the group goal
• Individual contributions to the group effort cannot be measured
• A group member’s effort is duplicated (or even surpassed) by
someone else
• A group member feels that he or she doesn’t have a unique skill to
devote to the group effort
• When a group member feels that what he or she has been asked to
do is harder than what others have been asked to do
• A group member doesn’t think (or doesn’t know) whether or that
others in the group are working on the task (or how hard they are
working on the task)

48. Solutions to Social loafing:
• Make sure that each group member has a different set of skills
• Everybody has to believe that the task is important
• Assign roles to group members (note taker, time keeper, questioner
reporter, etc.)
• The group has to know exactly what is expected, i.e., how will you know
when the task is “done”?
• Make sure that the groups break down the larger goal (write a paper, do a
project) into smaller “phases”
• Ask each person in the group to “grade” themselves and everyone else in
the group
• Make sure that the group meets as often as possible – if not every day then
every other day. Once a week is probably not often enough
• Use some Agile methods in these meetings: a) What have you done since
the last meeting?, b) What are you planning to do before the next
meeting?, c) Is anything blocking you?

49. Thanks

50. Lecture - 6

51. Group Cohesion
• The concept of cohesion has been an important
factor in the study of group behavior and its
significance is often a source of motivation for
group leaders.
• Cliches such as:
"Together We Stand, Divided We Fall",
"There is No I in Team", or
"Players Play, Teams Win"
are often used to show individuals the importance
of Group cohesion.

52. Definitions of Group Cohesion
• Carron, Brawley, and Widmeyer (1998) defined
cohesion as “a dynamic process that is reflected
in the tendency of a group to stick together and
remain united in the pursuit of its instrumental
objectives and/or for the satisfaction of member
needs”

53. What is Group Cohesion?
• Group cohesion has been conceptualized in
many ways
– Cohesion = Attraction: Festinger and his
colleagues considered cohesion to be a form
of attraction
– Members of cohesive groups tend to like their
fellow members
– Hogg: social attraction (depersonalized liking
for others in our group) vs. personal attraction
(liking for specific individuals)

54. Cohesion = Attraction, Liking
Attraction
between
members
Attraction
to the
group-as-
a-whole
Attraction Cohesion

55. • Cohesion = Unity
 Cohesive groups stick together as members
“cohere” to one another &the group
 The group is unified; solidarity is high in the
group.
 Members report feeling a sense of belonging
to the group

56. • Cohesion = Unity
Group
Unity
Belonging
(part of the
group)
Unity Cohesion

57. Cohesion = Teamwork
• The combined activities of two of more individuals
who coordinate their efforts to achieve goals
• Collective efficacy: a high level of confidence about
success at the tasks the group accepts
• Esprit de corps: feeling of unity commitment,
confidence, and enthusiasm for the group shared by
most of all of the members

58. Cohesion
Group
morale,
esprit de
corps
Teamwork
Collective
EfficacyTask
Moti-
vation
Cohesion = Teamwork

59. Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission
difficultly.
5. Stimulate competition with other groups.
6. Give rewards to the group, not individuals.
7. Physically isolate the group.

60. Groupthink, a mode of thinking in highly cohesive groups in
which the desire to reach unanimous agreement overrides
the motivation to adopt appropriate, rational decision-
making procedures.
Groupthink is a concept that was identified by Irving Janis
that refers to faulty decision-making in a group. Groups
experiencing groupthink do not consider all alternatives
and they desire unanimity at the expense of quality
decisions.
Groupthink: An excessive tendency to seek concurrence
among group members, often leading to sub-optimal
decision-making.
2. Groupthink

61. Some symptoms of groupthink are:
• Having an illusion of invulnerability(Resistance)
• Rationalizing poor decisions
• Believing in the group's morality
• Sharing stereotypes which guide the decision
• Exercising direct pressure on others
• Not expressing your true feelings
• Maintaining an illusion of unanimity (Harmony)
• Using mind guards to protect the group from negative
information
Symptoms of groupthink

62. Some negative outcomes of groupthink include:
• Examining few alternatives
• Not being critical of each other's ideas
• Not examining early alternatives
• Not seeking expert opinion
• Being highly selective in gathering information
• Not having contingency plans
Negative outcomes of groupthink

63. Some solutions include:
Using a policy-forming group which reports to the larger
group
• Having leaders remain impartial
• Using different policy groups for different tasks
• Dividing into groups and then discuss differences
• Discussing within sub-groups and then report back
Using outside experts
• Using a Devil's advocate to question all the group's ideas
• Holding a "second-chance meeting" to offer one last
opportunity to choose another course of action
Solutions to Groupthink

64. 3. Polarization:
Group polarization refers to the tendency for
groups to make decisions that are more extreme
than the initial inclination of its members. These
more extreme decisions are towards greater risk
if individual's initial tendency is to be risky and
towards greater caution if individual's initial
tendency is to be cautious.
In this phenomenon, after participating in a
discussion group, members tend to advocate
more extreme positions and call for riskier
courses of action than individuals who did not
participate in any such discussion.

65. Thanks

66. Lecture – 7
Factors Affecting Group Performance
1. Cohesiveness
2. Group Size
3. Task versus Maintenance Roles
4. Presence of Others
5. Social loafing

67. 1. Cohesiveness
It is the strength of group members' desires to remain a
part of their groups.
Cohesion is strengthened by:
•Homogeneity
•The severity of the initiation to join the group.
•A high external threat or competition.
•The amount of time spent together.
•The smallness of the group.
•The group's history of success.
Factors Affecting Group Performance

68. Group cohesion has some important consequences :
• Positive
– people enjoy membership.
– members participate more fully.
– they tend to be highly productive.
– they experience low turnover.
• Negative
– groupthink arises when groups are too cohesive.
– group commitment might hinder productivity.
– groups may conspire to sabotage employers for the group's
benefit.

69. 2. Group Size
How many group members is too many? The answer to this
deceptively simple question has intrigued managers and
academics for years.
Folk wisdom says "two heads are better than one" but that
"too many cooks spoil the broth (soup)."
So where should a manager draw the line when staffing a
committee? At 3? At 5 or 6? At 10 or more?
The most appropriate size of the group is between 7 – 9.

70. 3. Task versus Maintenance Roles
Task roles enable the work group to define, clarify, and pursue a
common purpose. Task roles keep the group on track.
Ex: "What is the real issue here? We don't seem to be getting
anywhere."
Maintenance roles foster supportive and constructive interpersonal
relationships. Maintenance roles keep the group together.
Ex.: "Let's hear from those who oppose this plan," is performing a
maintenance function.

71. 4. Presence of Others
• Presence of Others - when someone performs differently, either
more effectively or less effectively, in the presence of others than
when alone, they are experiencing social facilitation.
If the dominant response is appropriate, performance will be
enhanced. If the dominant response is inappropriate, as in a new
situation, performance will be impaired.
Social facilitation may result in evaluation apprehension, the fear of
being evaluated or judged by another.

72. 5. Social Loafing:
• Social Loafing: "Free Riding" When Working with Others
• Additive tasks are those in which each person's contributions are
added together to another's. Unfortunately, as people work together,
some in the group may ride on the efforts of others. This is social
loafing.
• Another explanation is that the contributions of others makes each
individual feel that his/her contribution is less important.

73. Helpful Behaviors in Groups
• Seek to make each person welcome
• Ask or comments from those reacting nonverbally
• Encourage each to listen to others
• Request that all state their feelings
• Give positive feedback or support
• Involve everyone – ask for everyone’s reactions
• Keep relationships honest and supportive

74. • Maintain a sense of freedom and mutual responsibility
• Listen to those who speak
• Encourage group members to state their opinions
• Avoid direct argument with a group member
• Ask individuals to try something –never insist
• Use inclusive language (i.e. “we ”)
• Exhibit “Sharing Behavior ” (offer rides, bring snacks)

75. What is required to know about the Groups
• Who are the high participators?
• Who are the low participators?
• What are the greeting behaviors? Do they serve to
bond the group?
• Who talks to whom?
• Early arrival and late departure phenomenon –do
people want to spend time together?
• Who keeps the ball rolling? And why?
• How are the silent people treated? And how is their
silence interpreted?

76. For Effective Leader and organizations -
•How members work together,
•Which roles they fill and whether members are contributing
equally.
•Group process observation and analysis can help identify
problems early.
•As a group member provides a great opportunity to regularly
observe how things are going on.
•Depending on the frequency of meetings and an
understanding of what to look for, you can be instrumental in
ensuring group and individual success.

77. Duties of a Leader within a Group
• It is leader’s job to stimulate and promote goal-oriented thinking and
behavior. Make people feel strong (help them feel that they have the
ability to influence their future and their environment).
• Structure cooperative relationships rather than competitive.
• Build members’ trust in the leader (lack of mutual trust means lack of
faith in the system).
• Resolve conflicts by mutual confrontation of issues rather than
avoidance or forcing a particular solution.

78. Attributes of
high-performance
Teams
Participative
Leadership Aligned on
Purpose
High
Communication
Creative
Talents
Future
Focused
Shared
Responsibility
High-performance Teams
Rapid
Response
Focused on
Task

79. Dysfunctional Behaviors in Groups
(Not functioning properly)
• Cutting off others
• Attacking people rather than issues
• Topic jumping
• Withholding reactions, feelings or information
• Dominating
• Attending to side issues -nitpicking (fault finding)
• Side grouping –side conversations
• Avoiding responsibility
• Operating on assumptions – “not checking it out ”

80. End of Lecture - 7
Thanks

81. Lecture - 8

82. Case-1 on Group Behavior
Group Cohesion Case Study
Purpose:
To apply information about group cohesion.
Instructions:
Read the case study below and answer the questions.
A group of business students decides to form an investment club
to learn more about the stock market and investments, and to
contribute small amounts of money (Rs.500-1500) each month to
be invested as a group. Mohan and Mamta came up with the
idea and recruit some other students — Dinesh, Jayant, and
Jitendra. They realize the optimal number for an investment
group is 12-15, so each agrees to recruit two or three more
persons. A meeting time is set, and the group discusses ways to
get started.

83. There are other organizations in town they can learn from.
There are national organizations that you can affiliate with and
use their materials, get their newsletters, etc.
1. What factors are already at work to promote cohesion?
2. At this point, if you were an advisor to the club, and you
wanted to promote cohesiveness among group members,
What four specific things would you recommend?
1.
2.
3.
4.
Your turn: If you want more cohesiveness in a group you
belong to, what can you do?
Choose one group and describe what you could do to promote
cohesiveness.

84. End of Lecture - 8
Thanks