Group Behavior

Contents:
•Group Dynamics
•Conflict
•Stress
•Leadership
 Group Dynamics

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 Concept of Group Dynamics
• Kurt Lewin studied group decision, group productivity, group
interaction, group cohesiveness and group communication.
The underlying assumption was that the laws of the group
behavior can be established independently of the goals or
specific activities of group irrespective of the structure of the
group.
• Group dynamics contains two terms: group and dynamics.
• Group is basically a collectivity of two or more persons.
Dynamics comes from Greek word meaning FORCE.
• Thus, “Group dynamics is concerned with the interactions of
forces among group members in a social situation.”

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 What is Group???

Two or more people

Shared goals
Group

People see themselves

as members

There is interaction
among members

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 Types of group

Group

Formal Informal

Command Interest

Task Friendship
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 Group Decision Making

Problem
Diagnosis

Developing
Alternatives

Evaluating the
Alternatives

Implementation
& Monitoring
the Decision
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 Advantages & Disadvantages of
Group Decision Making
• Advantages
– Groups have better knowledge, expertise & skill base
to make better decisions.
– Members provide more perspectives of the problem.
– Participation of members help to reach quality decision.
• Disadvantages
– Group decision- making is time consuming
– Groups usually manipulate decision, influenced by their
likings & interest.
– Sometimes group decisions are simply a compromise.

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 STAGES OF
GROUP FORMATION
By:- Bruce Wayne Tuckman Stage V
Stage IV Adjourning
Performing
Stage III Group
Norming may
Stage II Group disband
Storming members
Stage I Members either
Members Work work after
Forming towards
come to Together meeting
Members Resist developing Getting their goals
get to know Control by Close their jobs or because
each other & group done
Relationships members
set ground Leaders &
Show
& feelings of Leave
rules Cohesiveness
hostility

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 an opposition or incompatibility.......
Conflict
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 Conflict: Meaning
• A process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party cares
about.

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 Types of Conflict
1. Functional Conflict
Conflict that supports the goals of the group and
improves its performance.
2. Dysfunctional Conflict
Conflict that hinders group performance.
3. Task Conflict
Conflict over content and goals of the work.
4. Relationship Conflict
Conflict based on interpersonal relationship.
5. Process Conflict
Conflict over how to get work done.
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 Conflict Process
Stage I Antecedent Conditions:
Potential Opposition • Communication
or incompatibility • Structure
• Personal Variables

Stage II
Perceived Felt
Cognition and
Conflict Conflict
personalization

Conflict Handling Intentions:

• Competing
Stage III • Collaborating
Intentions • Compromising
• Avoiding
• Accommodating
By Thomas Kilmann
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 Conflict Process

Overt Conflict:
Stage IV • Party’s behavior
Behavior • Other’s behavior

Stage V Increased group Decreased group

Outcomes performance performance

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Employee Stress

Physiological, emotional, psychological response.......

 Meaning
• Stress refers to the body’s physiological, emotional and
psychological responses to an individual’s well being.
• For example:-
– When confronted with an uncomfortable situation like appearing
for an interview, giving a formal speech, missing a deadline,
ending an important relationship, etc.

• Eustress:- The reaction which activates and motivates people to

achieve their goals, change their environment and face life’s
challenge.

• Distress:- When the response is in the form of a deviation from

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 Causes of Stress
• Personal factors
– Type A personality
– Optimism
– Life stressors: life changes & life trauma

• Organizational factors
– Task demands
– Role demands
– Physical demands

• Environmental factors
– Economic uncertainty
– Technological changes
– Politics
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 Impact of Stress

• Physiological consequences
– High BP, headache, sweating, etc.

• Psychological consequences
– Anxiety, tension, dissatisfaction, etc.

• Behavioural consequences
– Distress, high stress level, Impaired ability,
ineffective decision, etc.

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 The art of motivating a group .......
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 Approaches to Leadership
• Leadership is the ability to develop a vision that motivates others to
move with a passion toward a common goal
• Alan Keith :-

"Leadership is ultimately about creating a way for people to

contribute to making something extraordinary happen”.
• Leadership is not mere using people and their potential for realising
an organisation’s goals. It has the ultimate aim of raising the level of
human conduct and ethical aspiration of both the leader and the led.

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 Types of Leadership
Based on Authority

Formal Leadership Informal Leadership

• Occurs by exercising • Arises when a

formal authority. person without formal

• Through assigning duties authority is influential
• Managers official
position
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 Styles of Leadership

• Autocratic or authoritarian style

– all decision-making powers are centralized in the
leader, as with dictator leaders
– do not entertain any suggestions or initiatives from
subordinates.
– high degree of dependency on the leader

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 Styles of Leadership

• Participative or democratic style

– favours decision-making by the group .
– cooperation of the group can motivate them effectively and
positively.
– The decisions of the democratic leader are not unilateral

• Consultative: process of consultation before decisions

are taken
• Persuasive: Leader takes decision and seeks to
persuade others that the decision is correct.
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 Styles of Leadership

• Laissez –Faire or free rein style

– A free rein leader does not lead, but leaves the group entirely to
itself. Such a leader allows maximum freedom to subordinates,
i.e. they are given a free hand in deciding their own policies and
methods.
– Can make coordination and decision making time consuming
and lacking in overall direction
– Relies on good team work.

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 Theories of Leadership

• Trait Theory

• Behavioural Theory
• Contingency Theory

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 Challenges to Leadership

• Developing managerial effectiveness.

• Inspiring others
• Developing employees
• Leading a team
• Guiding change

• Managing internal stake holders

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