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Organisation Behaviour: Group Dynamics

Group dynamics and behavior are important aspects of organization behavior. Some key points: 1. Groups serve important functions like complex task completion, generating new ideas, and training. However, they also face pitfalls like risky shifts, polarization, and groupthink. 2. Group development occurs in stages from forming to storming to norming and performing. Leadership, roles, size, tasks, and cohesiveness also impact group structure and behavior. 3. Managers must consider external conditions, member resources, and ensure status congruence to optimize group performance and productivity. Maintaining cohesiveness through interaction and cooperation is also important.

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Utsav Chhabhaiya
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53 views36 pages

Organisation Behaviour: Group Dynamics

Group dynamics and behavior are important aspects of organization behavior. Some key points: 1. Groups serve important functions like complex task completion, generating new ideas, and training. However, they also face pitfalls like risky shifts, polarization, and groupthink. 2. Group development occurs in stages from forming to storming to norming and performing. Leadership, roles, size, tasks, and cohesiveness also impact group structure and behavior. 3. Managers must consider external conditions, member resources, and ensure status congruence to optimize group performance and productivity. Maintaining cohesiveness through interaction and cooperation is also important.

Uploaded by

Utsav Chhabhaiya
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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ORGANISATION BEHAVIOUR

GROUP DYNAMICS
Forethought

‘Coming together is a
beginning.
Keeping together is
progress.
Working together is
success.’
-
Henry Ford
OUR primitive learning !
Wisdom of Goose
What is group?
• A collection of two or more interacting
individuals with a stable pattern of
relationships between them, who share
common goals and who perceive themselves
as being a group.
• Eg: a whole organization, department, union,
committees etc..
Types of Groups
Types of groups

Formal •Standing task


•Task group
groups
Informal •Interest group
•Friendship group

groups •Reference group


Continue..

Open group •Changing membership

and close
•Frame of reference
•Time perspective
•Equilibrium
group

In and •Antagonism
•Hostile

out group •Ethnocentricism


Why do people join groups?

Proximity

Security

Esteem

Affiliation

Power

Identity

Huddling
Functions of groups
• Working for complex and independent task
• Generating new ideas or creative solutions
• Serving liazoning and co ordinating functions
• Facilitating the implementation of complex
decision
• Serving as a vehicle for training new
employees
Group development
Stages of Group Development
Group development stages
Stages of team building
Usefulness of groups in organization

• Important contribution
• Considerable influence on individual work
attitudes and behaviours

Organizati
Group and
onal task
individual
accomplis behaviour
hment
Pitfalls of groups
• Status differentials
• Group norms
• Risky and cautious shifts:tendency of group members to decide on a more
extreme course of action than would be suggested by the average of their
individual judgments. Risky shift phenomenon simply results in taking risks.
• Polarisation:For example, after a group discussion, people already supportive
of a war become more supportive, people with an initial tendency towards
racism become more racist and a group with a slight preference for one job
candidate will come out with a much stronger preference.
• Group think:when members of that team begin prioritizing their
membership within the group as more important than finding a realistic and
proper solution to a problem.
Determinants of group behaviour

External Group
member’
conditio s
ns resources
External conditions
• Organisational strategy
• Authority structures
• Formal regulations
• Organisational resources
• Procurement of personnel
• Performance appraisal and reward systems
• Organisational cultures
• Physical work settings
Group members resources
• Abilities
• Personality characteristics
Group structure

Leadership
Roles
Group size
Group norms
Group task
Status congruence
Group cohesiveness
Decision making
Some Roles Commonly Played by Group Members

Task-Oriented Roles Relations-Oriented Roles Self-Oriented Roles


Initiator-Contributors Harmonisers Blockers
Recommend new-solutions to Mediate group conflicts Act stubborn and resistant to the group members
group
Information Seekers Compromisers Recognition Seekers
Attempt to obtain the necessary Shift opinions to create Call attention to their own facts group harmony
achievements
Opinion givers Encouragers Dominators
Share own opinion with others Praise and encourage others Assert authority by manipulating
the group
Energisers Expediters Avoiders
Stimulate the group into action Suggest ways the groups Maintain distance, isolate whenever interest drops
can operate more smoothly themselves from fellow group members
Role relationships

Expect Perceiv Enacte


ed role ed role d role
GROUP NORMS
• These are set of beliefs, feelings, and attitudes
commonly shared by group members.
• They are also referred to as rules or standards
of behaviour that apply to group members
• Functions: Predictive, control and rational
• Eg: Production norms : (High output, Possible
average and low output)
Four Sources of Group
Norms

How Coheiveness and


Productivity Norms Affect Group
Produtivity
Group tasks
• TypesTime
of task:
frame
Task
Task objectives
requirements

•Short •Routi •Productio


n
term ne •Discussio
•Long •Comp n
•Problem
term lex solving
Status congruence
• Status may be defined as a social ranking within
a group and is assigned to an individual on the
basis of position in the group of individual
characteristics
• Status can be a function of the title of
individual, level of pay, work schedule,
seniority; but the most important is job title.
• Personal characteristics like age, skill or
education
• Status congruence is understood as the
agreement between group members on the
levels of status of individual members.
• When there is agreement(status congruence
and when disagreement it is status
incongruence)
• It results into group conflict and diversion
from goal accomplishment
Group cohesiveness
• Cohesiveness is understood as the extent of
liking each member has towards others and
how far every one want or remain as a
member of the group.
• They strive to maintain positive relationship
with other group members
Sources of cohesiveness
• Interaction
• Threat
• Severity of initiation
• Co operation
• Shared goals
• Attitudes and values
• Size
Group Cohesiveness – Causes and Consequences
Consequences of group cohesiveness

• Increase morale
• Positive effect on productivity
• Increase in communication among group
members
• Conformity and influences
• Performance success and satisfaction
• Groupthink
Guidelines for managers
• Emphasis on task accomplishment
• Participative management
• Inter group competition
• Disband the group
Difference between group and team

• Purpose
• Role awareness
• Conflict resolution
• Trust
• Managing
• Development
• Appreciation
• Examples for group and team
THANK YOU

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