GROUP BEHAVIOUR

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• Two or more individuals
• Interacting and interdependent
• Who has come together to achieve organizational
goals

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 group

Informal
Formal group
group

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Formal group
• Defined by organisation structure
• Designated with work assignments.

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 Formal group

Command
Task group
group

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Command group
• Relatively permanent
• Functional reporting relationship such as having
both a group manager and those who report
to the manager.
• Included in organization chart.
• Ex: A manager and his or her immediate
subordinate.

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Task group
• Relatively temporary
• Created to do a specific task
• Ex: Task force on promotion of college
• exam committee

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• Created by mutual alliances
• Not formally structured
• Not organizationally determined
• Appear in response to the need for social
contact

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 Informal group

Friendship
Interest group
group

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Interest group
• Those working together to attain a specific
objective with which each is concerned
• Relatively temporary
• Organised around a common activity or interest of
its members

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Friendship group
• Those brought together because they share one or
more common characteristics
• Relatively permanent
• Draws benefits from social relations among its
members

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 • Forming:
1 • Uncertainty about purpose, structure, and leadership

• Storming:
2 • Intragroup conflict as members resist constraints

• Norming:
3 • Group is cohesive with strong group identity

• Performing:
4 • Group fully functional and working toward goals

• Adjourning:
5 • For temporary groups: breaking up
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 f

• It shapes the behaviour of members in a

work group
• Predict individual behaviour within the
group
• Predict performance of the group

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GROUP DYNAMICS

According to kurt Lewin,” Group Dynamics

deal with internal nature of groups. How
they are formed,what structure and
process they adopt, how they function and
affect their individual members, other
groups and organisation.
COMPONENTS OF Group Dynamics

• Norms
• Roles
• Status
• Size
• Cohesiveness

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 A set of expected behaviour patterns attributed to
someone occupying a given position in a social unit.

• We are required to play a number of diverse roles

• Different group impose different role

requirements on individuals

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 Acceptable standards of behaviour within a group
that are shared by the group’s member.

• Norms tell
members what
they ought and
what they ought
not to do.
• Performance
Norms
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• A socially defined position or rank given to groups
or group members by others.
What determines status?
•Status derived from one of three sources:
1.The power a person wields over others
2.A person’s ability to contribute to group’s goals
3.Individual’s personal characteristics

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• Does the size of a group affect the group’s overall
behaviour?
Answer is : Yes.
 Smaller groups are faster at completing task.
 Large groups are good for gaining diverse
input and problem solving

• Groups of 7 or 9 perform better overall than

larger or smaller groups.

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• Degree to which group members are attracted
to each other and are motivated to stay in
the group.
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group
goals.
3. Increase time members spend
together.
4. Increase group status and admission
difficultly.
5. Stimulate competition with other
groups.
6. Give rewards to the group, not
individuals.
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 Strengths  Weaknesses
– More complete – More time
information consuming (slower)
– Increased diversity – Increased pressure
of views to conform
– Higher quality of – Domination by one
decisions (more or a few members
accuracy) – Ambiguous
– Increased responsibility
acceptance of
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 Interacting Groups
• Typical groups, in which the members interact with
each other face-to-face.
 Brainstorming
• An idea-generation process that specifically
encourages any and all alternatives, while with
holding any criticism of those alternatives.

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 The process:
• The group leader states the problem clearly.
• Members then “free-wheel” as many
alternatives as they can in a given length of time.
• No criticism is allowed, and all the alternatives
are recorded for later discussion and analysis.
• One idea stimulates others, and group members
are encouraged to “think the unusual.”

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 Nominal Group Technique
• A group decision-making method in which
individual members meet face-to-face to pool their
judgments in a systematic but independent fashion.
•generating ideas for solving the problem on
their own, in silence and in writing

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DELPHI METHOD

This technique is the modification of the

nominal group technique, except that it
involves obtaining the opinions of experts
physically separated from each other and
unknown to each other.

experts are asked to provide potential

solutions through a series of carefully
designed questionnaires.
 Didactic interaction:

This technique is applicable only in certain

situations, such that it results in a yes-no
solution.
For example, the decision may be to buy or not
to buy, to merge or not to merge, to expand or
not to expand and so on.

group required to make the decision is split into

two sub-groups, one favouring the “go” decision
and the other favouring the “no go” decision.
 Electronic Meeting
• A meeting in which members interact on computers,
allowing for anonymity of comments and aggregation of
votes

• The major advantages of electronic meetings are

anonymity, honesty, and speed.

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