ppt of organistional behavior

8/9/2019 ppt of organistional behavior

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OF GROUP

BEHAVIOR

Parag buddhe

Payal dhanvijay1


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GROUPSIN ORGANIZATIONS?

A group is a collection of two or morepeople who work with one anotherregularly to achieve common goals.

Groups:Help organizations accomplish important

tasks.

Help to maintain a high-quality workforce

by satisfying members needs.

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GROUPSIN ORGANIZATIONS?

Effective groups achieve high levels of:Task performance.Members attain performance goals regarding

quantity, quality, and timeliness of work results.

Members satisfaction.Members believe that their participation an

experiences are positive and meet importantpersonal needs.

Team viability.Members are sufficiently satisfied to continue

working together on an ongoing basis.

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DEFINING AND CLASSIFYINGGROUPS

Definition Two or more individuals interacting and

interdependent who have come together to

achieve particular objectives.

Types of groupsFormal groups

Informal groups

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FORMAL GROUPS

Those defined by the organizationalstructures.

Designated work assignments.

Established tasks. The behaviors that organizational

team members should engage arestipulated by and directed towards

organizational goals.Eg: Six members making an airlines

flight crew.5


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INFORMAL GROUPS

They are the alliances that are neitherformally structured nor organizationallydetermined.

Natural formations in the work environmentthat appear in response to the need forsocial contact.

Eg: 3 employees from different departments

who regularly eat lunch or have coffeetogether.

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TEAM BUILDING

Leadership role in team building

Team characteristics and effectiveness

Creativity infusion in teams

Stages of team building anddevelopment

Collaborative and competitive

processesTeam role in managing change

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TEAM BUILDING(CONTINUED)

Fundamentals of group behaviour

Group decision making

Motivation

Delegation of authority andempowerment

Managing internal integration

Problem solving techniques Interpersonal relationship and

communication8


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STAGES OF TEAMDEVELOPMENT

General model

Alternative model

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THE STAGES OF TEAMDEVELOPMENT

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Stage 1: Forming Uncertainty about

purpose, structure, andleadership

Stage 2: Storming Conflict among

members

Stage 3: Norming Relationships develop

Cohesiveness begins

Stage 4: Performing Fully functional and

accepted structure

Stage 5: AdjourningTeam disbands


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FORMING STAGE

Uncertainty about the groups purposestructure and leadership.

Members test the waters to determinewhat type of behaviors are acceptable.

It is complete once the members start

thinking they are part of the group.

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STORMING STAGE

Intragroup conflict.

Members accept the existence of the

group.

There is resistance to the constraints that thegroup imposes on the individuality.

Conflict over who will control the group.

When this stage is complete there is clear

hierarchy of leadership with in the group.

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NORMIONG STAGE

Close relationships develop.

Cohesiveness is present

Strong sense of group identity andcamaraderie.

Normal stage is complete when the groupstructure solidifies and the group hasassimilated a set of expectations calledcorrect member behavior.

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PERFORMING STAGE

The structure is fully functional andaccepted.

Group energy has moved from getting

to know and understand each other toperforming the task in hand.

This is the last stage for permanentgroups.

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ADJOURNING STAGE.

This is a stage for temporary groups andteems

The group prepares for its disbandment.

High task performance is not the priority.

Attention is directed to wrapping activities.Responses of group members vary.

Some are basking in the groupsaccomplishments others may be depressed

by the loss of camaraderie and friendshipsgained at that stage.


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GROUP NORMS

Standards of behavior shared by groupmembers

Formed only for things important to

the groupMay be written, but more often orally

communicated; can be implicit

Accepted in various degrees by groupmembers

May apply to all or to only some groupmembers 16


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GROUP DECISION MAKING

Two heads are better than one.

Group Vs the

individualGroup think and group

shift

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GROUP VS THE INDIVIDUAL

Strengths of groupdecisions making

1.Groups generate more completeinformation and knowledge.

2.They offer increased diversity ofviews.

3.Groups lead to increased acceptanceof a solution.

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EFFECTIVENESS ANDEFFICACY

Accuracy More accurate than theaverage individuals decisions. Lessaccurate than the judgments of themost accurate group member.

Speed Individuals are superior.Creativity Groups tend to be more

effective than individuals.

Acceptance If effectiveness meansdegree of acceptance the groups aremore superior.

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GROUPTHINK

Is related to norms

Group pressures for conformity deterthe group from critically appraising

unusual minority or unpopular views.Group think is a disease that attacks

many groups and can dramaticallyhinder their performance.

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GROUP SHIFT

In discussing a given set ofalternatives and arriving at a solutiongroup members exaggerate the initial

positions they hold. In some situations caution dominates

and there is a conservative shift.

More often however the evidenceindicates that groups tend towards arisky shift.

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GROUP DECISION MAKINGTECHNIQUES

Interacting groupsBrainstormingNormal grouptechniques

Electronic meeting

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INTERACTING GROUPS

Members meet face to face and rely onverbal and non verbal interaction tocommunicate with each other.

Interacting groups often sensorthemselves and pressure individualmembers towards conformity ofopenion.

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BRAINSTORMING

Meant to overcome pressure fromconformity in an interacting group thatretard the development of creative

alternatives. It is an idea generating process that

specifically encourages any and allalternatives while withholding any

criticism of those alternatives.Production blocking.

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NOMINAL GROUP


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NOMINAL GROUPTECHNIQUES

Restricts discussion or interpersonalcommunication during the decisionmaking process.

Members meet as a group, each

member writes down ideas on theproblem before discussion takes place.

After that discussion takes place oneby one.

Discuss ideas for clarity and evaluate.

Each group member silently andindependently rank orders the ideas. 25


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ELECTRONIC MEETING

Blends the nominal group techniqueswith computer technology. Computer assisted group.

Proposed adv areAnonymity honesty and speed.

Led to decreased effectiveness,

Required more time to complete tasks,Reduced member satisfaction.

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DYSFUNCTIONAL TEAMS

Dysfunctional teams create significantcosts to the organization in terms ofhuman resources and opportunity costs.

These costs mean that teamwork may notalways be as efficient as other forms ofproblem-solving and decision-making.

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COHESIVENESS

Degree to which members attractedto each other and are motivated tostay in the group.

Cohesiveness is related to groupproductivity.

The relationship between cohesivenessand productivity depends on theperformance related normsestablished by the group.

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RELATIONSHIP BETWEEN


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RELATIONSHIP BETWEENGROUP COHESIVENESS,PERFORMANCE NORMS, ANDPRODUCTIVITY

Cohesiveness

Low

High High

productivity

Moderate

productivity

Low

productivity

Moderate to

low productivity

P

erforman c

eNorms

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RELATIONSHIP BETWEEN GROUP


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RELATIONSHIP BETWEEN GROUPCOHESIVENESS AND AGREEMENTWITH ORGANIZATIONAL GOALS

Degree ofgroup

cohesiveness

Low

Performanceprobably oriented

away fromorganizational

goals

Performanceprobably oriented

towardachievement

of organizationalgoals

High

Performanceoriented away

fromorganizational

goals

Performanceoriented towardachievement oforganizational

goals

Low High

Agreement with organizational goals

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HOW TO ENCOURAGE GROUPCOHESIVENESS

Make the group smaller.

Encourage agreement with group goals.

Increase the time members spend

together. Increase the status of the group and

perceived difficulty of Attainingmembership in the group.

Stimulate competition with other groups.Give rewards to groups rather than

individual members.

Physically isolate the group.31


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DHANAYAWADDHANAYAWAD

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QUESTIONS ?QUESTIONS ?

ppt of organistional behavior

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