Management Science I Prof. M.Thenmozhi Indian Institute of Technology Madras GROUP BEHAVIOUR Dr. M. Thenmozhi Professor Department of Management Studies Indian Institute of Technology Madras Chennai 600 036 E-mail: [email protected]
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
GROUP BEHAVIOUR
Dr. M. Thenmozhi
Professor
Department of Management Studies
Indian Institute of Technology Madras
Chennai 600 036
E-mail: [email protected]
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
INTRODUCTION TO GROUP BEHAVIOUR
What are Groups?
Two or more individuals, interacting and Interdependent, who have
come together to achieve particular objectives
Group Behaviour
Group behaviour emanates from the causes that contribute to the
group’s effectiveness.
The well structured, well defined role and status hierarchy, able
leadership, well developed norms and strong cohesiveness a group
has, the greater is the groupthink.
Groupthink is defined as “the deterioration of mental efficiency,
reality testing, and moral judgement in the interest of group
solidarity.”
As groups function and interact with other groups, they develop their
own unique set of characteristics including structure, cohesiveness, roles,
norms and processes. As a result, groups may cooperate or compete with
other groups, and intergroup competition can lead to conflict.
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
WHY DO PEOPLE WORK IN GROUPS ?
Security
By joining a group, individuals can reduce the insecurity of “standing
alone.” People feel stronger, have fewer self-doubts, and are more
resistant to threats when they are part of a group.
Status
Inclusion in a group that is viewed as important by others provides
recognition and status for its members.
Self-Esteem
Groups can provide people with feelings of self-worth. That is, in addition
to conveying status to those outside the group, membership can also
give increased feelings of worth to the group members themselves.
Power
What cannot be achieved individually often becomes possible through
group action. There is power in numbers.
Goal Achievement
There are times when it takes more than one person to accomplish a
particular task; there is a need to pool talents, knowledge, or power in
order to complete a job.
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
STAGES OF GROUP DEVELOPMENT
Forming
The first stage in group development, characterized by much uncertainty
Storming
The second stage in group development, characterized by intragroup
conflict
Norming
The third stage in group development, characterized by close relationships
and cohesiveness
Performing
The fourth stage in group development, when the group is fully functional
Adjourning
The final stage in group development for temporary groups, characterized
by concern with wrapping up activities rather than task performance
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
A SCHEMATIC OF THE STAGES OF GROUP DEVELOPMENT
Prestage 1Stage I
Forming
Stage IIStorming
Stage IIINorming
Stage IVPerforming
Stage VAdjourning
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
GROUP BEHAVIOUR MODEL
Externalconditions
imposed onthe group
GroupStructure
Groupmember
resources
GroupTask
GroupProcess
Performanceand
satisfaction
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
EXTERNAL CONDITIONS IMPOSED ON THE GROUP
Groups are a subset of a larger workplace consisting of the following:
Organization Strategy
Organizational Infrastructure
Leadership
Rules
Resources
Evaluation and Rewards
Organizational Culture
GROUP MEMBER RESOURCES
A group’s potential level of performance is, to a large extent, dependent on the
resources that its members individually bring to the group.
Abilities
Set the parameters for what members can do and how effectively they
will perform in a group
Personality Characteristics
The magnitude of the effect of any single Characteristic is small, but
taking personality characteristics together, the consequences for group
behaviour are of major significance.
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
ROLES
A role is a set of expected behaviour patterns attributed to someone occupying
a given position in a social unit.
Role Identity: Certain attitudes and behaviours consistent with a role
Role Perception: An individual’s view of how he or she is supposed to act
in a given situation
Role Expectations: How others believe a person should act in a given
situation
Role Conflict: A situation in which an individual is confronted by divergent
role expectations
ROLES IN GROUPS
Task-oriented roles
Roles performed by group members to ensure that the tasks of the group
are accomplished
Maintenance roles
Roles performed by group members to maintain good relations within the
group
Individual roles
Roles performed by group members that are not productive for keeping the
group on task
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
GROUP COHESIVENESS , PRODUCTIVITY VS PERFORMANCEPe
rfor
man
ce N
orm
s
Cohesiveness
Moderate tolow productivity
Moderateproductivity
Highproductivity
Low productivity
High
Low
High Low
BUILDING BETTER WORKING GROUPS
Assigning Appropriate Tasks
Providing Organizational Support
Building Group Cohesiveness
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
ASSIGNING APPROPRIATE TASKS
The group task is a whole and meaningful piece of work, with a visible
outcome
The outcomes of the group’s work on the task have significant
consequences for other people
The task provides group members with substantial autonomy for deciding
about how they do the work
Work on the task generates regular, trustworthy feedback about how well
the group is performing
BUILDING GROUP COHESIVENESS
Clear Purpose
Participation
Civilized Disagreement
Open Communications
Listening
Informal Climate
Consensus Decisions
Clear Roles and Work Assignments
Shared Leadership
Style Diversity
External Relationships
Self-assessment
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
TEAMWORKING
TEAM AND TEAMWORKING
DEFINITION
Specific form of group made up of individuals who work together in a
coordinated effort.
CHARACTERISTICS
1. Share common identity
2. Have common goals and objectives
3. Share common leadership
4. Share successes and failures
5. Cooperate and collaborate
6. Have membership roles
7. Make decision effectively
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
BENEFITS
a) To the organization
1. Increased productivity and quality
2. Increased employee morale
3. Reduced overhead
b) To individuals
1. Work become less stressful
2. Responsibility is shared
3. Greater feelings of self-worth
4. Rewards and recognition are shared
TEAM FORMATION AND ASSESSMENT
TEAM RECRUITMENT CONSIDERATION
1. The level of technical ability of potential team members
2. The level of interpersonal skills of potential team members
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
TEAM SELECTION CRITERIA
1. Personal attributes
2. Interpersonal behaviors
3. Communication skills
4. Administrative skills
TEAM FORMATION AND ASSESSMENT
TEAM RECRUITMENT CONSIDERATION
1. The level of technical ability of potential team members
2. The level of interpersonal skills of potential team members
TEAM SELECTION CRITERIA
1. Personal attributes
2. Interpersonal behaviors
3. Communication skills
4. Administrative skills
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
TEAM DEVELOPMENT
STAGES OF TEAM DEVELOPMENT
• Stage I: Orientation or forming
• Stage II: Conflict or storming
• Stage III: Collaboration or norming
• Stage IV: Productivity or performing
• Stage V: Changing or transforming
TEAM MEMBERS ROLES
DEFINITION OF TEAM -MEMBER ROLES
Interaction to carry out tasks where members settle into individual 'roles' by
mutual consent. Such roles include both task and processes aspects of the
team's interaction.
THE ROLES
1. Giving information
2. Seeking information
3. Initiating
4. Standard setting
5. Clarifying
6. Summarizing
7. Consensus testing
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
DECISION MAKING
DEFINITION OF DECISION MAKING
The process by which individuals or groups arrive at a decision, judgment,
or conclusion through a process of deliberation
A DECISION-MAKING MODEL
1. Clarify the purpose of the decision
2. Establish criteria
3. Separate the criteria
4. Generate options
5. Compare options
6. Identify the risks of each option
7. Assess the risks of each option by ranking them
8. Make the decision
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
DECISION MAKING PROCEDURES
1. Decision by authority
2. Decision by minority
3. Decision by majority
4. Decision by consensus
5. Decision by unanimity
ADVANTAGES OF PARTICIPATORY DECISION MAKING
1. Increased information and knowledge
2. Increased diversity of views
3. Increased acceptance of the solution
4. Increased legitimacy
RESOLVING TEAM CONFLICT
DEFINITION OF CONFLICT
Emotional disturbance resulting from a clash of opposing points of view or
from an inability to manage those points of view with realistic or moral
considerations
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
VIEW OF CONFLICT
1. Traditional perspective
2. Human relation perspective
3. Interactionist perspective
MEETING MANAGEMENT SKILLS
DEFINATION OF A TEAM MEETING
Act or process of coming to gather for a common purpose:
OBJECTIVE OF MEETING
1. To share information
2. To receive information
3. To generate new ideas
4. To analyze and solve problem
5. To reach group decisions
6. To explain problems or goals and gain support
7. To make recommendations
8. To motivate employees
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
PREPARE THE AGENDA
1. The topics to be discussed
2. The person responsible for each topic
3. The time allocated for each topic
4. The topic category
PROBLEM SOLVING
DEFINITION OF PROBLEM SOLVING
Objective examination of issues to arrive at a solution
THE SEVEN-STEP PROCESS
Step 1: Define the problem
Step 2: Identify the desired future state
Step 3: Identify the forces acting on the problem
Step 4: Analyze the forces acting on the problem
Step 5: Plan a strategy
Step 6: Develop an action plan
Step 7: Evaluate
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
POLITICS OF PARTICIPATION
DEFINITION OF THE POLITICS OF PARTICIPATION
Competing interests involved when teams play a role in deciding
organizational undertaking
CRITICAL FACTORS
1. Management's philosophy and core values
2. Organizational structure
3. Problem solving groups
4. Information system
5. Physical and technical design
6. Reward systems
7. Personnel policies
8. Career systems
9. Employee-selection systems
10. Training orientation
11. Leadership style
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
CRITICAL ROLES IN THE CHANGE PROCESS
1. The sponsor
2. The change agent
3. The target
4. The champion
CONFLICT, NEGOTIATION AND INTER GROUP BEHAVIOUR
CONFLICTS
• Traditional view:
– All conflicts are dysfunctional, to be avoided.
• Human relations view:
– Conflicts are inevitable.
• Interactionist view :
– There should be a minimum number of constructive conflicts.
NEGOTIATION
BARGAINING
1. Distributive bargaining
2. Integrative bargaining
3. Third party negotiations: - Mediator, arbitrator, conciliator, consultant.
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
SUMMARY
• Conflicts can be either constructive or destructive to the functioning of the group or unit.
• Distributive bargaining can resolve disputes but it often negatively affects one or more negotiators satisfaction.
• Integrative bargaining, in contrast,tends to provide outcomes that satisfy all parties and to build lasting relationships.
• According to the interactionists view,even all intergroupconflicts need not be dysfunctional.
INTERGROUP RELATIONS
1. Interdependence
2. Liaison roles
3. Task forces
THE CONFLICT PROCESS
1. Potential opposition or incompatibility.
2. Cognition and personalization
3. Intentions:
• Competing
• Collaborating
• Avoiding
• Accommodating
• Compromising
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
CONFLICT MANAGEMENT TECHNIQUES
1. Problem solving
2. Super-ordinate goals
3. Expansion of resources
4. Avoidance
5. Smoothie
6. Compromise
7. Authoritative command
8. Altering human and structural variables.
TEAMWORKING
TEAM AND TEAMWORKING
DEFINITION
Specific form of group made up of individuals who work together in a
coordinated effort.
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
CHARACTERISTICS
1. Share common identity
2. Have common goals and objectives
3. Share common leadership
4. Share successes and failures
5. Cooperate and collaborate
6. Have membership roles
7. Make decision effectively
BENEFITS
a) To the organization
1. Increased productivity and quality
2. Increased employee morale
3. Reduced overhead
b) To individuals
1. Work become less stressful
2. Responsibility is shared
3. Greater feelings of self-worth
4. Rewards and recognition are shared
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
TEAM FORMATION AND ASSESSMENT
TEAM RECRUITMENT CONSIDERATION
1. The level of technical ability of potential team members
2. The level of interpersonal skills of potential team members
TEAM SELECTION CRITERIA
1. Personal attributes
2. Interpersonal behaviors
3. Communication skills
4. Administrative skills
TEAM DEVELOPMENT
STAGES OF TEAM DEVELOPMENT
Stage I: Orientation or forming
Stage II: Conflict or storming
Stage III: Collaboration or norming
Stage IV: Productivity or performing
Stage V: Changing or transforming
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
TEAM MEMBERS ROLES
DEFINITION OF TEAM -MEMBER ROLES
Interaction to carry out tasks where members settle into individual 'roles' by
mutual consent. Such roles include both task and processes aspects of the
team's interaction.
THE ROLES
1. Giving information
2. Seeking information
3. Initiating
4. Standard setting
5. Clarifying
6. Summarizing
7. Consensus testing
DECISION MAKING
DEFINITION OF DECISION MAKING
The process by which individuals or groups arrive at a decision, judgment, or
conclusion through a process of deliberation
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
A DECISION-MAKING MODEL
1. Clarify the purpose of the decision
2. Establish criteria
3. Separate the criteria
4. Generate options
5. Compare options
6. Identify the risks of each option
7. Assess the risks of each option by ranking them
8. Make the decision
DECISION MAKING PROCEDURES
1. Decision by authority
2. Decision by minority
3. Decision by majority
4. Decision by consensus
5. Decision by unanimity
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
ADVANTAGES OF PARTICIPATORY DECISION MAKING
1. Increased information and knowledge
2. Increased diversity of views
3. Increased acceptance of the solution
4. Increased legitimacy
RESOLVING TEAM CONFLICT
DEFINITION OF CONFLICT
Emotional disturbance resulting from a clash of opposing points of view or from an inability to manage those points of view with realistic or moral considerations
VIEW OF CONFLICT
1. Traditional perspective
2. Human relation perspective
3. Interactionist perspective
MEETING MANAGEMENT SKILLS
DEFINATION OF A TEAM MEETING
Act or process of coming to gather for a common purpose:
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
OBJECTIVE OF MEETING
1. To share information
2. To receive information
3. To generate new ideas
4. To analyze and solve problem
5. To reach group decisions
6. To explain problems or goals and gain support
7. To make recommendations
8. To motivate employees
PREPARE THE AGENDA
1. The topics to be discussed
2. The person responsible for each topic
3. The time allocated for each topic
4. The topic category
PROBLEM SOLVING
DEFINITION OF PROBLEM SOLVING
Objective examination of issues to arrive at a solution
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
THE SEVEN-STEP PROCESS
Step 1: Define the problem
Step 2: Identify the desired future state
Step 3: Identify the forces acting on the problem
Step 4: Analyze the forces acting on the problem
Step 5: Plan a strategy
Step 6: Develop an action plan
Step 7: Evaluate
POLITICS OF PARTICIPATION
DEFINITION OF THE POLITICS OF PARTICIPATION
Competing interests involved when teams play a role in deciding
organizational undertaking
CRITICAL FACTORS
1. Management's philosophy and core values
2. Organizational structure
3. Problem solving groups
4. Information system
5. Physical and technical design
Management Science I Prof. M.Thenmozhi
Indian Institute of Technology Madras
6. Reward systems
7. Personnel policies
8. Career systems
9. Employee-selection systems
10. Training orientation
11. Leadership style
CRITICAL ROLES IN THE CHANGE PROCESS
1. The sponsor
2. The change agent
3. The target
4. The champion