SCHOOL OF MANAGEMENT STUDIES
DEPARTMENT OF MBA
ORGANISATIONAL BEHAVIOUR (18SS0MB17)
Unit IV
Introduction to group behavior
B.Tech. IV Year II Semester (2024-25)
M.Swathi(Asst.professor)
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• Syllabus:
•Unit – I: Introduction to group behavior, foundations of
group behavior, concept of group and group dynamics, types
of groups, formal and informal groups, Theories of group
formation, group norms, group cohesiveness, group decision
making, intergroup behavior, concept of group vs team, types
of teams, building and managing effective teams, leadership
theories and styles, power and politics, conflict and negotiation
• Course Objective:
• To provide understanding of various aspects group
behavior in an Organization.
Introduction to group behavior:
Group behavior refers to the actions, interactions, and dynamics that occur when individuals
come together in a social context. Groups can range from small informal gatherings to large
formal organizations, and they play a significant role in various aspects of human life, including
work, education, community, and social activities. Understanding group behavior is essential
for comprehending how individuals influence and are influenced by others within these social
settings.
Foundations of group behavior:
1.Social Identity: Group behavior is influenced by individuals' social identity, which refers to
the part of an individual's self-concept that derives from their membership in social groups.
People often categorize themselves and others based on characteristics such as gender, race,
nationality, occupation, or shared interests. Social identity shapes how individuals perceive
themselves and others, as well as their attitudes, behaviors, and interactions within groups.
2.Group Formation: Groups form through various processes, including social attraction,
shared interests or goals, proximity, and social identity. Once formed, groups may develop
norms, roles, and communication patterns that regulate members' behavior and interactions.
The formation of cohesive groups can foster a sense of belonging, mutual support, and
collective identity among members.
3.Group Structure: Group behavior is influenced by the structure of the group, including its
size, composition, leadership, and communication networks. Larger groups may have more
complex structures and diverse membership, while smaller groups may be more cohesive and
intimate. Leadership styles, whether formal or informal, can shape group dynamics and
decision-making processes.
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Foundations of group behavior:
4.Group Norms and Roles: Norms are shared expectations or rules of behavior that
guide members' conduct within the group. Norms can be explicit or implicit and may
relate to various aspects of group life, such as communication, dress code, punctuality,
or work standards. Roles are the positions or functions that individuals occupy within
the group, each with its own set of responsibilities, expectations, and behaviors.
5.Group Cohesion: Cohesion refers to the degree of unity, solidarity, and attachment
among group members. Cohesive groups tend to be more stable, supportive, and
effective in achieving their goals, whereas low cohesion can lead to conflict,
disengagement, and dysfunction within the group. Factors such as shared values,
interpersonal relationships, and group identity contribute to group cohesion.
6.Group Dynamics: Group behavior is influenced by dynamic processes such as
communication, decision-making, conflict resolution, and power dynamics. Group
dynamics involve the interplay of individual differences, interpersonal relationships,
and situational factors that shape members' attitudes, behaviors, and outcomes within
the group.
Understanding the foundations of group behavior provides insights into how
individuals interact, collaborate, and influence each other within social groups. By
studying group dynamics, researchers and practitioners can develop strategies to
enhance group effectiveness, cohesion, and satisfaction, whether in organizational
settings, community groups, or social networks.
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concept of group and group dynamics:
The concept of a group refers to a collection of two or more individuals who interact with
each other, share a sense of belonging or identity, and have a common goal, interest, or
purpose. Groups can vary widely in size, structure, duration, and purpose, and they play a
fundamental role in social life and human behavior. Understanding group dynamics involves
examining the patterns, processes, and behaviors that emerge when individuals come
together in a group setting.
Here are some key aspects of the concept of group and group dynamics:
1.Formation of Groups: Groups form through various processes, including social attraction,
shared interests, proximity, and social identity. Individuals may join groups voluntarily or
involuntarily, and group membership can influence their attitudes, behaviors, and identities.
2.Types of Groups: Groups can be classified into different types based on various criteria,
including size, function, structure, and duration. Common types of groups include formal
organizations, informal social groups, task-oriented work teams, support groups, and
communities.
3.Group Structure: Group structure refers to the organization and arrangement of elements
within the group, including roles, norms, communication patterns, and leadership. The
structure of a group influences members' behavior, interactions, and outcomes within the
group.
4.Group Cohesion: Cohesion refers to the degree of unity, solidarity, and attachment among
group members. Cohesive groups tend to be more stable, supportive, and effective in
achieving their goals, whereas low cohesion can lead to conflict, disengagement, and
dysfunction within the group.
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6.Group Norms: Norms are shared expectations or rules of behavior that guide
members' conduct within the group. Norms may be explicit or implicit and relate to
various aspects of group life, such as communication, decision-making, and social
interaction. Norms help maintain order, promote cooperation, and establish group
identity.
7.Group Roles: Roles are the positions or functions that individuals occupy within
the group, each with its own set of responsibilities, expectations, and behaviors.
Roles can be formal or informal and may include leadership roles, task roles,
maintenance roles, and disruptive roles. Effective role allocation and coordination
contribute to group effectiveness and productivity.
8.Group Communication: Communication is essential for group functioning and
coordination, involving the exchange of information, ideas, and emotions among
group members. Group communication can occur through verbal and nonverbal
channels and may be influenced by factors such as communication networks,
leadership styles, and group norms.
9.Group Decision-Making: Group decision-making involves the process of reaching
consensus or making choices collectively within the group. Decision-making may be
influenced by factors such as group dynamics, leadership, communication patterns,
and decision-making procedures. Effective decision-making promotes group
cohesion, satisfaction, and performance.
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Types of Groups:
Groups can be categorized into different types based on various criteria, including their
structure, purpose, and formation. Two primary distinctions often made are between formal
groups and informal groups. Let's delve into each type:
1.Formal Groups:
1. Definition: Formal groups are deliberately created within an organization or
structured environment to accomplish specific tasks, objectives, or functions. They
typically have defined roles, responsibilities, and reporting relationships.
2. Purpose: Formal groups are formed to achieve organizational goals, enhance
productivity, and facilitate coordination and collaboration among members. They are
instrumental in accomplishing work tasks, making decisions, and implementing
organizational policies.
3. Examples:
1. Work Teams: Teams formed within a company to work on projects or tasks
related to their job roles.
2. Committees: Formal groups established to address specific issues, make
decisions, or oversee particular functions within an organization.
3. Departments: Functional units within an organization responsible for carrying
out specific functions or activities, such as finance, marketing, or human
resources.
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Types of Groups:
Informal Groups:
1. Definition: Informal groups emerge spontaneously within a social context, often
based on personal relationships, shared interests, or common experiences. They are
not officially recognized or structured by the organization.
2. Purpose: Informal groups serve social and psychological needs, providing members
with emotional support, social interaction, and a sense of belonging. While they may
not have formal goals, they can influence organizational culture, morale, and
employee satisfaction.
3. Examples:
1. Friendship Groups: Groups of colleagues who develop personal relationships and
socialize outside of work.
2. Interest Groups: Informal gatherings of individuals who share common interests,
hobbies, or passions, such as a book club or sports team.
3. Support Networks: Networks of individuals who provide emotional support,
advice, or assistance to each other during challenging times, both personal and
professional.
It's essential to note that formal and informal groups often coexist within organizations, and
their interactions can impact organizational dynamics and outcomes. While formal groups are
structured to achieve specific organizational objectives, informal groups play a crucial role in
fostering social cohesion, communication, and employee engagement. Effective management
involves recognizing and leveraging the strengths of both types of groups to promote
organizational success and employee well-being.
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Theories of Group Formation:
1. Social Identity Theory: Developed by Henri Tajfel, this theory posits
that individuals categorize themselves and others into social groups
based on shared characteristics, leading to in-group favoritism and
out-group discrimination. Group formation occurs as individuals
identify with and seek affiliation with groups that enhance their social
identity.
2. Social Exchange Theory: This theory emphasizes the rational
calculations individuals make when deciding to join groups.
Individuals weigh the costs and benefits of group membership, such
as social support, status, and resources, and choose to join groups that
offer the most favorable outcomes.
3. Group Development Model (Tuckman's Stages of Group
Development): Proposed by Bruce Tuckman, this model describes the
stages of group formation as forming, storming, norming, performing,
and adjourning. Groups go through these stages as they establish
goals, resolve conflicts, develop norms, and achieve cohesiveness
over time.
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Group Norms:
1. Definition: Group norms are shared expectations or standards of behavior
that guide members' conduct within the group. They may be explicit or
implicit and influence various aspects of group life, including
communication, decision-making, and social interaction.
2. Types: Norms can be descriptive (reflecting how members actually
behave), injunctive (indicating how members should behave), or
prescriptive (enforced through rewards or punishments).
3. Formation: Group norms develop through processes of socialization,
conformity, and social influence within the group. They may emerge
organically or be established by group leaders or influential members.
Group Cohesiveness:
4. Definition: Group cohesiveness refers to the degree of unity, solidarity, and
attachment among group members. Cohesive groups are more likely to
remain intact over time, exhibit high levels of cooperation and mutual
support, and achieve their goals.
5. Factors: Cohesiveness can be influenced by factors such as group size,
similarity among members, shared goals, interdependence, group success,
and external threats or competition.
6. Consequences: Cohesive groups tend to experience higher levels of
member satisfaction, commitment, and productivity. However, excessive
cohesion can also lead to groupthink, conformity, and resistance to change. 10
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Group Decision Making:
1. Types: Group decision-making processes can vary from authoritarian (decisions made
by a leader or authority figure) to democratic (decisions made through consensus or
majority vote) to consensus-based (decisions reached through discussion and
agreement among group members).
2. Models: Models of group decision-making include rational decision-making
(systematic evaluation of alternatives), bounded rationality (satisficing due to limited
time or information), and intuitive decision-making (relying on gut feelings or
intuition).
3. Challenges: Group decision-making processes may be affected by factors such as
groupthink (excessive conformity and lack of critical thinking), group polarization
(enhanced group consensus), and social loafing (reduced individual effort in group
settings).
Intergroup Behavior:
4. Definition: Intergroup behavior refers to interactions and dynamics that occur between
different groups. It involves perceptions, attitudes, and behaviors directed towards
members of other groups, as well as competition, cooperation, conflict, and prejudice.
5. Ingroup-Outgroup Dynamics: Ingroup bias refers to the tendency for individuals to
favor members of their own group over those of other groups. Outgroup derogation
involves negative attitudes or stereotypes towards members of outgroups.
6. Intergroup Conflict: Intergroup conflict may arise from competition for resources,
perceived threats to identity or status, or ideological differences between groups.
Conflict resolution strategies may involve negotiation, mediation, or reconciliation
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efforts to address underlying issues and promote cooperation.
concept of group vs team:The concepts of group and team are often used interchangeably,
but they have distinct characteristics and purposes. Here's how they differ:
1.Group:
1. Definition: A group is a collection of two or more individuals who come together
for a shared purpose, interest, or activity. Members of a group may interact with
each other but may not necessarily collaborate closely or work towards a common
goal.
2. Characteristics:
1. Members may have diverse roles, responsibilities, and objectives.
2. Group members may work independently or cooperatively, depending on the
nature of the group.
3. Group dynamics may vary, and there may not be a strong sense of mutual
accountability or commitment.
3. Examples:
1. A study group formed by students to prepare for exams.
2. A social group of friends who gather regularly for leisure activities.
3. A committee assembled to discuss and make recommendations on specific
topics.
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Team:
1. Definition: A team is a specific type of group characterized by a high level of
interdependence, collaboration, and shared accountability towards achieving a
common goal or objective.
2. Characteristics:
1. Team members have complementary skills and roles that contribute to
achieving a shared goal.
2. There is a strong sense of mutual accountability, trust, and commitment among
team members.
3. Teams often have clear structures, roles, and processes to facilitate
collaboration and decision-making.
3. Examples:
1. A project team assigned to develop a new product or service.
2. A sports team competing in a tournament or league.
3. A cross-functional team tasked with solving a specific problem or addressing a
complex challenge.
In summary, while all teams are groups, not all groups function as teams. Teams
are distinguished by their higher levels of collaboration, interdependence, and
shared accountability towards achieving specific goals or objectives.
Understanding the differences between groups and teams can help organizations
effectively structure their work and maximize collective performance.
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Types of Teams:
1.Functional Teams: These teams are composed of individuals from the same department or
functional area within an organization. They work together to accomplish specific tasks or
objectives related to their shared expertise.
2.Cross-Functional Teams: Cross-functional teams consist of members from different
departments or functional areas who come together to collaborate on projects or initiatives that
require diverse skills and perspectives.
3.Project Teams: Project teams are formed to complete a specific project within a defined
timeframe. They are often temporary and disband once the project is completed. Project teams
may include members from different departments or external stakeholders.
4.Virtual Teams: Virtual teams operate remotely, with members located in different
geographic locations or working remotely. They rely on technology and communication tools
to collaborate and coordinate their work.
5.Self-Managed Teams: Self-managed teams have a high degree of autonomy and
responsibility for their own decision-making, goal-setting, and performance management.
Members work together to accomplish their objectives with minimal supervision.
6.Problem-Solving Teams: Problem-solving teams are assembled to address specific issues,
challenges, or opportunities within an organization. They analyze problems, generate solutions,
and implement action plans to achieve desired outcomes.
7.Leadership Teams: Leadership teams consist of top executives or senior leaders within an
organization who are responsible for setting strategic direction, making key decisions, and
overseeing the organization's overall performance.
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Building and Managing Effective Teams:
1.Clear Goals and Objectives: Establish clear, measurable goals and objectives for the team
to align efforts and focus on achieving results. Ensure that team members understand their
roles and responsibilities in contributing to these goals.
2.Strong Leadership: Provide strong leadership and direction to the team, whether from a
designated team leader or shared leadership among team members. Effective leaders inspire,
motivate, and support team members, while also holding them accountable for their
performance.
3.Effective Communication: Foster open, transparent communication within the team to
share information, ideas, and feedback. Encourage active listening, constructive dialogue,
and collaboration to enhance understanding and alignment among team members.
4.Collaborative Culture: Cultivate a culture of collaboration, trust, and mutual respect
within the team. Encourage teamwork, cooperation, and supportiveness among team
members, recognizing and leveraging their diverse skills and perspectives.
5.Clear Roles and Responsibilities: Define clear roles, responsibilities, and expectations for
each team member to minimize ambiguity and promote accountability. Ensure that roles are
aligned with individual strengths and expertise.
6.Conflict Resolution: Address conflicts and disagreements within the team promptly and
constructively. Encourage open dialogue, active listening, and problem-solving to resolve
conflicts and reach mutually acceptable solutions.
7.Continuous Learning and Development: Invest in team members' learning and
development to enhance their skills, knowledge, and capabilities. Provide opportunities for
training, coaching, and mentoring to support their
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Leadership Theories and Styles:
1. Trait Theory: This theory suggests that certain innate qualities or traits, such
as intelligence, confidence, and charisma, predispose individuals to become
effective leaders.
2. Behavioral Theory: Behavioral theories focus on the actions and behaviors of
leaders rather than their innate traits. They emphasize two primary leadership
styles: task-oriented (focused on achieving goals and objectives) and
relationship-oriented (focused on building relationships and supporting team
members).
3. Contingency Theory: Contingency theories propose that effective leadership
depends on situational factors, such as the characteristics of followers, the
nature of tasks, and the context in which leadership occurs. Examples include
Fiedler's Contingency Model and Hersey-Blanchard's Situational Leadership
Theory.
4. Transformational Leadership: Transformational leaders inspire and motivate
followers to achieve higher levels of performance by articulating a compelling
vision, fostering innovation, and supporting individual growth and
development.
5. Transactional Leadership: Transactional leaders focus on achieving specific
goals through contingent rewards and punishments. They use rewards and
incentives to motivate followers and maintain compliance with organizational
standards and expectations.
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Power and Politics:
1. Power: Power refers to the ability of individuals or groups to influence or control
the behavior, actions, and decisions of others. Types of power include legitimate
power (based on formal authority), expert power (based on knowledge or
expertise), referent power (based on charisma or likability), reward power (based
on the ability to provide rewards), and coercive power (based on the ability to
impose penalties).
2. Politics: Organizational politics involves the use of power and influence to
advance personal or group interests, often through manipulation, coalition-
building, and strategic maneuvering. Political behavior may occur at various levels
within organizations and can impact decision-making, resource allocation, and
organizational culture.
Conflict and Negotiation:
3. Conflict: Conflict arises when individuals or groups have opposing interests,
goals, or values. Types of conflict include interpersonal conflict (between
individuals), intragroup conflict (within a group), and intergroup conflict (between
different groups). Conflict can have both positive and negative consequences,
depending on how it is managed and resolved.
4. Negotiation: Negotiation is a process by which individuals or groups seek to reach
mutually acceptable agreements or solutions to resolve conflicts or disputes. It
involves communication, bargaining, and compromise to achieve common goals or
interests. Effective negotiation requires skills such as active listening, problem-
solving, and conflict resolution.
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