Organizational behaviour

Module – 4
Syllabus

Groups and Teams Foundations of Group Behaviour,

Formation of Group, Group - Classification, Properties, Roles,
norms, status, size and cohesiveness, Group decision making,
understanding teams, creating effective teams, Conflict
Process, Conflict management communication, Culture.
Groups and Teams

Definition of a Group

A group is a collection of two or more individuals who interact with each other to achieve
common goals.

Definitions by Authors:

 Stephen P. Robbins: "A group is two or more individuals, interacting and

interdependent, who have come together to achieve particular objectives."


 Kurt Lewin: "A group is a dynamic whole based on interdependence rather than
similarity."

Key Characteristics of Groups:

 Common goals – Members work toward shared objectives.

 Interaction – Regular communication and cooperation.
 Structure – Defined roles, norms, and status levels.
 Interdependence – Members rely on each other.

Example:

 A marketing team working on a product launch is a group because they share a goal
(successful launch), interact (meetings, emails), have a structure (team leader,
members), and depend on each other for success.

Formation of Groups

Groups develop over time and go through different stages. According to Bruce Tuckman’s
Five-Stage Model, the development process includes:
1. Forming:

 Members meet, introduce themselves, and understand objectives.

 Uncertainty and politeness dominate.
 Example: A new project team in a company.

2. Storming:

 Conflicts arise as members assert opinions.

 Struggles for leadership and roles occur.
 Example: Disagreements between employees over responsibilities.

3. Norming:

 The group establishes norms and resolves conflicts.

 Roles are accepted, and cooperation increases.
 Example: Team members start working collaboratively.

4. Performing:

 The group becomes productive and works toward goals efficiently.

 Example: A sales team achieving high targets together.

5. Adjourning:

 The group disbands after achieving its purpose.

 Example: A task force dissolving after completing a project.
Diagram: Tuckman’s Five Stages of Group Formation

Forming → Storming → Norming → Performing → Adjourning

Classification of Groups

Classification of Groups – Explanation

A. Based on Structure:

1. Formal Groups – Created by organizations with specific roles and responsibilities.

 Created by the organization to fulfill specific objectives.

 Members have defined roles, responsibilities, and hierarchy.
 Governed by rules, procedures, and policies.

Example: HR Department, Marketing Team.

Informal Groups – Naturally formed through social interactions and common interests.

 Formed naturally based on social interactions and shared interests.

 No official structure or assigned roles.
 Helps in employee bonding and satisfaction.

Example: Friendship groups in the office.

B. Based on Purpose:

1. Task Groups – Formed to accomplish a specific task or project.

 Temporary in nature; dissolved after task completion.

 Members are chosen based on skills and expertise.

o Example: New product development team.

2. Interest Groups – Formed by individuals who share common hobbies or interests.

 Exists for personal or professional enrichment.

  Voluntary participation, not assigned by the organization.

o Example: A group of employees passionate about photography.

C. Based on Interaction:

1. Primary Groups – Small, intimate groups with deep emotional bonds.

 Long-term relationships, high trust, and personal connection.

 Interaction is frequent, personal, and supportive.

Example: Family, close friends.

2. Secondary Groups – Larger groups focused on goals, with weaker emotional

connection. Relationships are more formal, impersonal, and task-oriented.
Members interact based on roles rather than emotions.

Example: A company’s workforce.

Properties of Groups

1. Roles:
o Definition: Expected behaviors and responsibilities assigned to individuals
within a group.
o Key Point: Roles help in organizing activities and ensuring that tasks are
clearly distributed.
o Example: A manager leads the group while team members focus on executing
tasks.
2. Norms:
o Definition: Informal guidelines or rules that govern how group members
interact and behave.
o Key Point: Norms develop naturally over time and help maintain order and
predictability within the group.
 o Example: Consistently arriving on time for meetings is a common norm in
many workgroups.
3. Status:
o Definition: The rank or position that an individual holds within a group, often
associated with power and influence.
o Key Point: Higher status usually correlates with greater authority,
responsibility, or respect within the group.
o Example: In a corporate setting, the CEO typically holds a higher status
compared to other employees.
4. Size:
o Definition: The number of members in a group.
o Key Points:
 Small Groups: Tend to have more intimate interactions, which can
facilitate stronger bonds and clearer communication.
 Large Groups: Offer more diversity in skills and perspectives but may
face challenges like communication barriers and coordination issues.
o Example: A small project team might quickly adapt to changes due to
frequent interactions, whereas a large department might have a richer variety
of ideas but slower decision-making processes.
5. Cohesiveness:
o Definition: The strength of the bonds among group members that motivates
them to stay together and work collaboratively.
o Key Point: High cohesiveness often leads to better teamwork, increased
loyalty, and more effective performance.
o Example: A sports team with high cohesiveness is likely to perform better
because of the strong mutual support among players.

Each of these properties plays a vital role in shaping the dynamics and effectiveness of a
group, influencing both individual behaviors and the collective performance.
Group Decision-Making

Advantages:
✅ Diverse Ideas:

 More Creativity: Drawing on varied perspectives leads to creative and innovative

solutions.
✅ Shared Responsibility:
 Reduced Risk: Multiple viewpoints lessen the burden on one individual and spread
out accountability.
✅ Better Understanding:
 More Informed Choices: Group discussions provide deeper insight into complex
issues.

Disadvantages:
❌ Time-Consuming:

 Requires Discussions: Coordinating and deliberating among all members can delay
decisions.
❌ Conflicts:
 Differences in Opinions: Diverse views might cause disagreements and conflict
within the group.
❌ Groupthink:
 Pressure to Conform: A desire for harmony may suppress dissenting opinions and
lead to suboptimal decisions.

Example:

 A company holds a meeting to discuss a new marketing strategy before launching a

product. This group decision-making process helps integrate diverse ideas while also
ensuring everyone takes shared responsibility for the outcome.
Understanding Teams

Definition of a Team:

"A team is a small number of people with complementary skills, committed to a

common purpose and performance goals." — Katzenbach & Smith

Types of Teams:

1. Problem-Solving Teams

 Purpose:
These teams are formed specifically to address a well-defined issue or challenge.
Their main goal is to identify problems, analyze their root causes, and develop
actionable solutions.
 Characteristics:
o Focused and Time-Limited: Typically established on a temporary basis to
tackle an immediate problem.
o Diverse Expertise: Often include members with specific knowledge about the
issue, such as quality experts or process engineers.
o Structured Approach: They usually employ problem-solving tools (e.g., root
cause analysis, brainstorming, PDCA cycles) to guide their work.
 Example:
A quality improvement team in a manufacturing plant might use Six Sigma
methodologies to reduce defects in production.

2. Self-Managed Teams

 Purpose:
Self-managed teams operate with a high degree of autonomy, handling both decision-
making and task management without constant direct supervision.
 Characteristics:
o Empowerment: Members are entrusted with responsibility for planning,
executing, and monitoring their work.
 o Accountability: They are accountable for their outcomes, which fosters a
sense of ownership and commitment.
o Flexible and Adaptive: These teams can adjust their work processes and
priorities as needed to meet changing conditions or objectives.
 Example:
A software development team working on agile projects may decide on sprint goals,
allocate tasks among themselves, and adjust workflows to address emerging issues—
all without a traditional manager directing every step.

3. Cross-Functional Teams

 Purpose:
These teams are composed of members from different departments or functional
areas, brought together to address a particular project or challenge that requires
multiple areas of expertise.
 Characteristics:
o Diverse Perspectives: They combine insights from varied disciplines—such
as marketing, engineering, finance, and operations—to foster comprehensive
solutions.
o Enhanced Innovation: The integration of different skills and viewpoints can
spark creative ideas and more holistic approaches to problem-solving.
o Coordination Needs: Success requires effective communication and
coordination since team members often have differing priorities and work
cultures from their home departments.
 Example:
A product development team may include representatives from R&D, design,
marketing, and customer service to ensure that the new product meets market needs
while being technically feasible and cost-effective.

4. Virtual Teams
  Purpose:
Virtual teams consist of members who work from different geographical locations and
primarily interact via digital communication technologies.
 Characteristics:
o Remote Collaboration: They leverage video conferencing, instant messaging,
cloud-based project management tools, and other digital platforms to
collaborate.
o Cultural Diversity: Often include team members from different cultural
backgrounds, which can enrich the team’s perspectives but also require
sensitivity to communication styles and time zone differences.
o Flexibility and Scalability: Virtual teams can be assembled quickly and
scaled as needed, making them ideal for projects that span across regions or
countries.
o Communication Challenges: They may face issues like reduced non-verbal
cues and potential miscommunications, which necessitate clear protocols and
regular check-ins.
 Example:
An international marketing team meeting via Zoom to coordinate a global campaign,
where team members contribute insights based on their local markets.

Conflict Process & Management

Stages of Conflict

1. Latent Conflict:
o Definition: Tensions or differences exist but are not yet visible.
o Explanation: At this initial stage, underlying factors such as differing values,
roles, or interests are present. While no overt disagreement is visible, these
underlying issues can set the stage for future conflict.
2. Perceived Conflict:
o Definition: Individuals become aware of differences or potential clashes.
 o Explanation: Members begin to notice discrepancies in opinions, behaviors,
or expectations. This awareness can stem from early signs such as
miscommunication or differing priorities. The conflict is not yet emotionally
charged but has been recognized by the involved parties.
3. Felt Conflict:
o Definition: Emotional responses to the perceived differences emerge.
o Explanation: As individuals process the differences, feelings such as
frustration, anger, or anxiety develop. This emotional involvement can
intensify the situation, making conflict more personal and harder to ignore.
4. Manifest Conflict:
o Definition: The conflict becomes overt and visible.
o Explanation: At this stage, conflict is expressed through open disagreements,
debates, or even confrontations. Behaviors may include arguing, passive-
aggressive comments, or other disruptive actions that signal the conflict has
moved from internal tension to an external issue.
5. Conflict Resolution:
o Definition: The stage where the conflict is managed or resolved.
o Explanation: Here, parties work to address and resolve the conflict through
negotiation, mediation, or other problem-solving strategies. The goal is to
restore a working relationship and reach a decision that ideally benefits all
involved.

Conflict Management Strategies

1. Avoidance:
o Description: Ignoring minor or low-stakes conflicts to prevent unnecessary
escalation.
o When to Use: Best for trivial issues where confrontation could do more harm
than good, or when emotions need time to cool down before addressing the
issue.
2. Accommodation:
o Description: Yielding to the other party’s demands to maintain harmony.
 o When to Use: Effective when the issue is more important to one side or when
preserving the relationship is a priority. However, overuse may lead to
resentment if one party’s needs are continually overlooked.
3. Compromise:
o Description: Both parties give up part of their demands to reach a mutually
acceptable middle ground.
o When to Use: Useful when both parties have equally important concerns and
a win-win situation is not feasible. It’s a practical approach to quickly settle
disputes but may not fully satisfy either side.
4. Competition:
o Description: One party asserts their position forcefully in order to win the
conflict.
o When to Use: Suitable for situations where a quick, decisive outcome is
needed or when the issue is critical. This approach can lead to win/lose
outcomes and may strain relationships if overused.
5. Collaboration:
o Description: Working together to identify a solution that fully satisfies the
concerns of all parties.
o When to Use: Ideal for complex or high-stakes conflicts where long-term
relationships and optimal solutions are valued. Although time-consuming,
collaboration encourages open dialogue, creativity, and mutual respect.

Example:

 A disagreement between two departments over budget allocation can be resolved

through collaboration.

Communication in Groups and Teams

Effective communication ensures that team members understand goals, share ideas, and
solve problems efficiently.
Types of Communication

1. Verbal Communication
o Definition: Using spoken words to convey a message.
o Examples: Team meetings, brainstorming sessions, one-on-one discussions,
video conferences.
o Benefits: Provides immediate feedback, allows for emotional nuance through
tone and inflection.
o Practical Tip: When a team leader gives clear verbal instructions and checks
for understanding, it leads to better task execution and fewer
misunderstandings.
2. Non-Verbal Communication
o Definition: Conveying messages through body language, facial expressions,
gestures, and tone.
o Examples: Maintaining eye contact during discussions, open body posture,
using hand gestures to emphasize points.
o Benefits: Enhances verbal messages; helps express emotions and intentions.
o Practical Tip: A team member’s smile or nod during a discussion signals
engagement and agreement, reinforcing the spoken word.
3. Written Communication
o Definition: Exchanging information through written words.
o Examples: Emails, reports, memos, chat messages on collaboration tools.
o Benefits: Creates a permanent record, allows careful editing for clarity, and is
essential for asynchronous communication.
o Practical Tip: Clear, concise emails help avoid confusion and provide a
reference for team members to check details later.
4. Active Listening
o Definition: Fully concentrating on what is being said, understanding the
message, and responding thoughtfully.
o Examples: Reflecting back what was heard during meetings, asking clarifying
questions, summarizing key points.
o Benefits: Prevents misunderstandings, shows respect for the speaker, and
fosters a two-way communication channel.
 o Practical Tip: When employees actively listen and provide feedback, the
team leader’s instructions are better understood, leading to improved
execution.
5. Visual Communication (Bonus Type)
o Definition: Using visual aids to support and enhance communication.
o Examples: Slideshows, graphs, charts, infographics, and videos.
o Benefits: Helps simplify complex information, aids in retention, and bridges
language or cultural differences.
o Practical Tip: Supplement verbal presentations with visuals to reinforce key
messages and improve overall comprehension.

Example:

 A team leader giving clear instructions and employees actively listening leads to
better execution.

Culture and Its Impact on Groups

Organizational culture Organizational culture is the set of shared values, beliefs, norms, and
practices that influences every aspect of how work gets done. It shapes group behavior,
motivation, and performance by setting the tone for how employees interact, collaborate, and
solve problems.

For instance, when an organization has a culture of openness and innovation—like Google’s
—it encourages teams to share ideas freely, collaborate across departments, and pursue
creative solutions. In such an environment, employees are more engaged, feel empowered to
contribute, and are motivated to work towards common goals. Conversely, a rigid,
hierarchical culture can stifle communication and lower morale, ultimately hindering
performance.

Key Cultural Influences on Groups

 Shared Values:
These are the core beliefs and principles that guide behavior within an organization.
 When group members embrace the same values, they create a unified purpose that
drives decision-making and fosters mutual support.
 Norms and Traditions:
The established ways of working and expected behaviors form the informal rules of
the organization. Norms and traditions help members know how to act, contribute,
and resolve issues in a way that aligns with the organization’s identity.
 Leadership Style:
How authority is exercised—whether in an open, participative manner or a more
hierarchical, top-down approach—significantly affects group dynamics. A leadership
style that encourages open dialogue and shared decision-making tends to empower
team members and stimulate creativity.
 Work Ethic:
The collective attitude toward performance, accountability, and productivity
influences how much effort team members put into their work. A strong work ethic
typically leads to higher levels of engagement, commitment, and overall team
performance.

Example: Google’s Open Culture

Google is frequently cited as a prime example of how a well-defined organizational culture

can boost group performance.

 Collaboration & Innovation: Google’s culture emphasizes openness, flat

hierarchies, and the free exchange of ideas. This environment encourages employees
to collaborate across departments and challenge conventional thinking.
 Empowerment: By fostering shared values and a supportive leadership style, Google
enables its teams to experiment, learn from failures, and innovate continuously.
 Motivation: The company’s work ethic—rooted in curiosity and a passion for
excellence—helps maintain high levels of employee motivation and performance.