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UNIT 4 Group Perspective Notes

The document outlines group behavior, characteristics, types, and stages of group development, emphasizing the influence of shared values and goals. It discusses decision-making processes, team building, and various leadership styles and theories, including autocratic, democratic, and free-rein approaches. Additionally, it highlights key traits and behaviors associated with effective leadership, along with criticisms of existing theories.

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8 views5 pages

UNIT 4 Group Perspective Notes

The document outlines group behavior, characteristics, types, and stages of group development, emphasizing the influence of shared values and goals. It discusses decision-making processes, team building, and various leadership styles and theories, including autocratic, democratic, and free-rein approaches. Additionally, it highlights key traits and behaviors associated with effective leadership, along with criticisms of existing theories.

Uploaded by

Bias Hacker
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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UNIT 4 – GROUP PERSPECTIVE (Point-wise Notes)

1. Group Behavior
 A group: 2 or more individuals interacting and interdependent to achieve common
objectives.
 Group behavior: Influenced by shared values, goals, and structure.
 Can alter personal social behavior.

2. Characteristics of Group Behavior


 Group dynamics: Interaction patterns.
 Group conformity: Changing beliefs to fit in.
 Social loafing: Reduced effort from some.
 Groupthink: Suppressing dissent for harmony. Example: Marketing team supports CEO’s
flawed idea to avoid conflict.

3. Why People Join Groups


 Safety/Security Needs: Emotional/physical safety, support, stability.
 Belongingness: Desire to connect, be accepted.
 Esteem: Respect, recognition, accomplishment.
 Power: Influence, decision-making authority.
 Identity: Sense of self, shared values/goals.

4. Types of Groups - Formal


 Command Group: Defined by org chart (e.g., HoD + faculty).
 Task Group: Cross-functional for specific tasks.
 Project Group: Temporary, project-based (e.g., research team).
 Committees: Solve recurring issues (e.g., discipline committee).

4. Types of Groups - Informal


 Friendship Groups: Common traits, mutual liking.
 Interest Groups: United by cause/issue (e.g., seminar group).
 Reference Group: Acts as role models (e.g., juniors emulate seniors).

5. Stages of Group Development (Tuckman’s Model)


 Forming: Getting acquainted, setting rules.
 Storming: Conflict, resistance, role struggles.
 Norming: Collaboration, relationship building.
 Performing: Productive task execution.
 Adjourning: Completion, disbanding.

6. Group Behavior Elements


 Group Norms: Behavioral rules.
 Group Cohesion: Attraction among members.

7. Group Decision Making


 Consensus: All agree.
 Majority vote: Majority decides.
 Depends on group size.

8. Decision Making Process


 Diagnose problem: Identify root cause.
 Develop alternatives: Brainstorm solutions.
 Evaluate alternatives: Analyze feasibility, risks, benefits.
 Implement and monitor: Execute and track results.

9. Team Building
 Building trust, communication, and collaboration among team members.

20. Leadership Styles


1.
Autocratic
2.
1.
Leader makes decisions alone.
2.
3.
Example: Factory manager during crisis.
4.
3.
Democratic
4.
1.
Collaborative decision-making.
2.
3.
Example: Marketing brainstorming sessions.
4.
5.
Free-Rein (Laissez-Faire)
6.
1.
Full team autonomy.
2.
3.
Example: Developers trusted to deliver solutions.
4.

21. Leadership Theories

Trait Theory

Leaders are born, not made.


Key Traits:

o
Intelligence, Self-confidence, Determination, Sociability, Integrity.
o

Criticism:

o
Ignores situational/contextual factors.
o
o
Traits vary across studies.
o
o
Leadership can be developed.
o

Behavioral Theory

Leaders are made through behavior.


Key Concepts:

o
Learnable actions.
o
o
Task-oriented vs. People-oriented behaviors.
o

Leadership Styles:

1.
Task-Oriented: Focus on productivity.
2.
3.
People-Oriented: Focus on team welfare.
4.
5.
Authoritarian: Command-control.
6.

Key Studies:

o
Ohio State: Initiating Structure vs. Consideration.
o
o
Michigan: Production vs. Employee-oriented.
o

Criticism:

o
Ignores context.
o
o
Oversimplifies into 2 dimensions.
o
o
No one-size-fits-all.
o

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