Unit 3

Group behavior
Defining and forming groups Stages of group

development group properties Group decision making techniques Teams Interpersonal skills - Johari window Conflict Transactional analysis Employee Counselling

Group
Meaning Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

GROUPS
Individual contributions Performance Depends on

TEAMS
Individual Contributions & collective Work products Mutual outcomes

Individual outcomes

Accountability for Outcomes rests on

Common goals

Members are Interested in.

Common goals And commitment To purpose

Demands of management

Responsive to

Self-imposed demands

Groups Vs Teams

Why do people join groups?

Security
Status Self-esteem

Affiliation
Power Goal Achievement.

Classification of Groups
Formal Group A designated work group defined by the organizations structure. Informal Group A group that is neither formally structured nor organizationally determined; It appears in response to the need for social contact
Command Group A group composed of the individuals who report directly to a given manager.

Continued.
Task Group
Those working together to complete a job task.

Interest Group
Those working together to attain a specific objective

with which each is concerned.

Friendship Group.
Those brought together because they share one or

more common characteristics.

Stages of Group Development

1. The Five Stage Model
I II III IV V Forming Stage Storming Stage Norming Stage Performing Stage Adjourning Stage.

2. An Alternative Model for Temporary Groups with deadlines

Five-Stage Group Development Model Stage I Forming Stage The First Stage in group development, characterized by much uncertainty. Stage II

Storming Stage The second stage in group development, characterized by intragroup conflict. At the end there is clear hierarchy of Leadership.

Stage III

Norming Stage It is characterized by close relationship and cohesiveness. The group has common set of expectations of what defines correct member behavior

Stage IV Performing Stage The group is fully functional. Group energy has moved from getting to know each other to performing the task at hand.

Continued..

Stage V

Adjourning Stage The final stage in group Development for temporary groups, characterized by concern with wrapping up activities rather than task performance.

Alternative Model for Temporary groups with deadlines

The Punctuated-Equilibrium Model

Group Properties
1.
2. 3.

4.
5.

Roles Norms Status Size Cohesiveness

1. Roles
A set of expected behavior pattern attributed to someone

occupying a given position in a social unit.

Role identity

Certain attitudes and behaviors consistent with a role. An individuals view of how he or she is supposed to act in a given situation. How others believe a person should act in a given situation. Psychological contract an unwritten agreement that sets out what management expects from an employee and vice versa. A situation in which an individual is confronted by divergent role expectations

Role perception

Role Expectations

Role conflict

2. Norms
Acceptable standards of behavior within a group that are shared by the groups members.
Common classes of norms

Performance norms Appearance norms Social arrangement norms Allocation of resources norms

Continued.
Conformity

Adjusting ones behavior to align with the norms of the group.

Deviant workplace behavior

Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members

Typology of Deviant Workplace Behavior

Category Production Examples Leaving early Intentionally working slowly Wasting resources Sabotage Lying about hours worked Stealing from the organization Showing favoritism Gossiping and spreading rumors Blaming coworkers Sexual harassment Verbal abuse Stealing from coworkers

Property

Political

Personal Aggression

3. Status
A socially defined position or rank given to groups or group members by others.
Power over Others Ability to Contribute Personal Characteristics

Group Norms

Status Equity

Group Member Status

Culture

4. Size
Size
Smaller groups are better at completing tasks Individuals perform better in smaller groups

If the goal of the group is fact finding, larger groups are

effective; smaller groups are better at doing something productive with the input. Social loafing

The tendency for individuals to expend less effort when working collectively than when working individually.

Continued.
Social Loafing The tendency for individuals to expend less effort when working collectively than when working individually.
Performance

Other conclusions:
Odd number groups do better than even. Groups of 7 or 9 perform better overall than larger or smaller groups.

Group Size

5. Cohesiveness
Cohesiveness

Degree to which group members are attracted to each other and are motivated to stay in the group.

Increasing group cohesiveness:

1. 2. 3. 4. 5. 6. 7. Make the group smaller. Encourage agreement with group goals. Increase time members spend together. Increase group status and admission difficultly. Stimulate competition with other groups. Give rewards to the group, not individuals. Physically isolate the group.

Group think
Group pressures for conformity Deters the group from critically appraising unusual,

minority or unpopular views. Hinders performance.

Group Shift
A change in decision between a groups decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk. Members exaggerate the initial position they hold. Reasons for the shift

Discussion creates familiarization Members become more comfortable, bold and daring. Developed nations value risk. Group diffuses responsibility.

Group decision-making technique

Interacting groups Typical groups, in which members interact with each other face-to-face Brainstorming An idea generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives.

Continued.
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 Electronic meeting A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes

Group decision-making technique

Strengths
More complete

Weaknesses
Conformity pressures in

information and knowledge Diversity of views Increased acceptance of a solution

groups Time consuming Dominated by one or a few members

TEAMS

Working in Teams
Teams Vs Groups Types of teams Creating effective

teams Turning individuals into team players

Difference between Groups and Teams

Two or more individuals, interacting and interdependent,

who have come together to achieve particular objectives is called a GROUP.

A WORK GROUP is a group that interacts primarily to

share information and to make decisions to help each member perform within his or her area of responsibility.
A WORK TEAM is a group whose individual efforts result

in a performance that is greater than the sum of the individual inputs.

Comparing Work groups and Work teams

Work groups

Work teams

Goal Share information Neutral (sometimes ve) Individual Random and Varied Synergy Accountability Skills Collective Performance Positive Individual and mutual Complementary

Types of teams
Problem Solving Teams Self-managed Work teams

Cross-functional Teams
Virtual teams

Types of teams
Problem Solving Teams
Groups of 5 to 12 employees from the same department who meet for a few

hours each week to discuss ways of improving quality, efficiency, and the work environment.

Self-managed Work teams Groups of 10 to 15 people who take on responsibilities of their former
supervisors

Cross-functional Teams
Employees from about the same hierarchical level, but from different work

areas, who come together to accomplish a task

Virtual teams
Teams that use computer technology to tie together physically dispersed

members in order to achieve a common goal.

Context Adequate resources Leadership & Structure Climate of trust Performance Evaluation &Reward Systems

Composition Abilities of members Personality Allocating roles** Diversity Size of teams Member flexibility Member preferences

TEAM EFFECTIVENESS

Work design Autonomy Skill variety Task identity Task significance

Process Common purpose Specific Goals Team Efficacy Conflict levels Social loafing

Allocation of roles Key roles

Linker
Coordinates and integrates

Creator
Initiates creative ideas

Promoter
Champions ideas after they are initiated

Assessor
Offers insightful analysis of options

Organizer
Provides Structure

Continued
Producer Provides direction and follow-through Controller Examines details and enforces rules Maintainer Fights external battles Adviser Encourages the search for more information

Turning individuals into team players

The challenge
To communicate openly and honestly To confront differences and resolve conflicts To sublimate personal goals for the good of the team

Challenge will be more when

The national culture is highly individualistic Teams are being introduced into an established organization that

has historically valued individual achievements.

Shaping team players

Selection Training Rewards

Discussion Topic..
Informal teams exist in almost every form of social

organization. What types of informal groups exist in your classroom? Why are students motivated to belong to these informal groups?

Interpersonal Behavior
Transactional Analysis

Interpersonal behavior
Analysis of self awareness
Analysis of ego states (Structural Analysis) Transactional analysis

Life-position analysis
Stroking Games analysis Script analysis.

Analysis of Self Awareness

Self awareness is a cognitive concept, it describes the

self in terms of image, both conscious and unconscious. Joseph Luft and Harrington Ingham have developed a diagram to look at ones personality including behaviors and attitudes that can be known and unknown to self and known and unknown to others

Johari Window
Information Known to self Information known to others Open Information not known to self

Blind

Information not Known to others

Hidden

Unknown

Analysis of Ego States

An ego state is a pattern of behavior that a person

develops as he or she grows, based on his or her accumulated network of feelings and experiences. Ego states are a persons way of thinking, feeling and behaving at anytime. TA uses Freudian psychoanalytic theory as a background for identifying 3 important ego states
Parent Ego Adult Ego and Child Ego

Parent ego state

Values, attitudes and behaviors of parents become

an integral part of the personality of an individual. The characteristics of a person with parent ego are:
Judgmental Value laden Rule maker Moralizing Over protective Distant Dogmatic Indispensable Upright

Parent ego state contd.

Types Nurturing parent Ego

Reflects sympathetic protective and nurturing behavior that not only towards children but also to other people in interaction. Shows critical and evaluative behavior in interaction with others. This ego state attacks peoples personalities

Critical / Regulating Parent Ego

Adult Ego State

Authentic, direct, reality based, rational, fact seeking and problem solving People with adult ego state gather relevant

information, carefully analyze it and generate alternatives and make alternative choices. This ego state can be identified by verbal and physical signs which includes thoughtful concentration and factual discussion
Responds to reality Does not have any values or emotions; called a task

function

Child Ego State

The child ego state is characterized by inner world of feelings, experiences and adaptations. The characteristics of child ego state are..

Creativity Conformity Anxiety Depression Dependence Fear Joy Emotional , Sentimental Submissive Insubordinate and rebellious.

Child Ego State Contd..

Forms of Child Ego State Natural Child

Affectionate, impulsive, uncensored and curious, fearful, rebellious and curious. Intuitive, creative and manipulative.

Creative / The Little Professor

The Adaptive Child

The adaptive child is the trained one and he is likely to do what parents insist on and sometimes learn to feel non OK.

Transactional Analysis
The unit of social intercourse is called a Transaction.
If 2 or more people encounter each other in a social

aggregation, one of them will speak or give some other indication of acknowledging the presence of the other.Transactional stimulus.
Another person will say or do something which is in

some way related to this stimulus..Transactional response.

Transactional Analysis Contd

A transaction is the act of communication or,

interaction between two people. A transaction starts with a stimulus and ends with a response. Transactions are of 3 types
Complementary transactions

Crossed transactions
Ulterior transactions

Complementary Transactions
If the response is by the same ego-state as the one

which received the message, it is called a complementary or parallel transaction.

P P Subordinate: Would you like to go to the magic show? I have 2 tickets. Boss: Sure, lets go.

A
C Boss

A
C Subordinate

Crossed transaction
When the response do not originate from the ego-

state in which it was received, it can be called as crossed transaction.

P A C Boss P A C Subordinate Boss: Is the report ready? Subordinate: Do you think I have no other work to do?

Ulterior Transaction
A message sent may have 2 targets (ego

states). There may be an overt message (open and expressed), but it may also contain a covert message( a hidden one). Transactions with such messages are called ulterior transactions.

P
A C Boss

P
A C Subordinate

Boss: What is the date today? Overt message (A --- A): Asking the date Covert Message (P ---C ): You are late again. Subordinate: Sir, I shall definitely send the report tomorrow.

Life Position Analysis

1. 2.

3.
4.

Im OK, youre OK ------ Healthy position Im OK, youre not OK ------ Paranoid position Im not OK, youre OK ------ Depressive position Im not OK, youre not OK ------ Schizoid Position

General transactional styles in the 4 life positions

Im not OK
Youre not OK A Avoidant/Averse (Neglected child state) D Diffident (Child ego state) Im OK B Bossing (Critical Parent ego state) C Competent/Confident/ Creative (Adult, nurturing parent and happy child ego state)

Youre OK

Stroking ???
Stroke refers to giving some kind of recognition to the

other Types
Positive strokes Negative strokes Mixed strokes

Games Analysis
A game is a recurring set of transactions, often repetitions, superficially plausible, with a concealed motivation or more colloquially, a series of moves with a share or gimmick. Eric Berne A psychological game is a set of transactions with three characteristics
A transaction tend to be repeated They make sense on superficial or social level One or more of the transactions is ulterior.

Continued
Psychological games are played in the

organizations because of the following reasons:

To get strokes To strengthen life positions To avoid or control intimacy.

Types of games
1st degree game socially acceptable 2nd degree game a permanent remedial

damage arises, but the player would conceal from the public. 3rd degree ends in surgery, courtroom or the mortuary.

Script Analysis
All the world is a stage. And all the men and women

merely players. They have their exits and their entrances. Each man in his time play many parts. ???????????

Script?
A script is an ongoing programme, developed in

early childhood under parental influence which directs the individual behavior in the most important aspect of his life

Conflict

Definition

Conflict is any difference of opinion, disagreement or disequilibrium between

one member and another member of an organization, one member and group, and between two groups

Positives..
Provide opportunities for individuals to think and take concrete decisions Leads to innovation Brings cohesiveness Provides challenging work environment Indicates shortcomings in the system Device to overcome frustrations and tensions

Levels of Conflict
Levels of conflict
Intrapersonal Conflict Interpersonal Conflict Intragroup conflict Intergroup Conflict Constructive

Escalate De-escalate

Destructive

Managing conflict
Preventive measures Development of effective leadership Development of effective participative decision making Development of effective 2 way communication Improvement in interpersonal relationship Provision of facilities Curative measures

Conflict Resolution Strategies

Problem solving Most positive technique as it emphasizes on attaining the common interests of both conflicting parties. Avoidance Physical or mental withdrawal from the conflict low concern for either partys outcomes and often results in a lose-lose situation. Smoothing Accommodating the other partys interests emphasize more concern for others, resulting in lose-win situation

Continued
Compromising Willing to give up something in exchange for gaining something else. Moderate degree of concern for self and others. No clear-cut outcome. Confronting Working through a mutually satisfactory resolution. Maximizes the achievement of both partys goals, resulting in a win-win situation.

Four possible outcomes of Conflict; Four possible intentions of the participants.

3 Individual As Outcome WIN Win-Lose 4 Win-win

1 LOSE Lose-Lose

2 Lose-Win

LOSE

WIN

Individual Bs Outcome

Conflict Defined
A process that begins when one party perceives that

another party has negatively affected, or is about to negatively affect, something that the first party cares about
That point in an ongoing activity when an

interaction crosses over to become an interparty conflict

Continued.
Encompasses a wide range of conflicts that people

experience in organizations
Incompatibility of goals Differences over interpretations of facts Disagreements based on behavioral expectations

Transitions in Conflict Thought

Traditional View of Conflict
The belief that all conflict is harmful and must be avoided Prevalent view in the 1930s-1940s

Conflict resulted from:

Poor communication

Lack of openness
Failure to respond to employee needs

Continued..
Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group Prevalent from the late 1940s through mid-1970s Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively Current view

Forms of Interactionist Conflict

Types of Interactionist Conflict

Task Conflict Conflicts over content and goals of the work Low-to-moderate levels of this type are FUNCTIONAL Relationship Conflict Conflict based on interpersonal relationships Almost always DYSFUNCTIONAL Process Conflict Conflict over how work gets done Low levels of this type are FUNCTIONAL

Levels of Conflict?
Levels of conflict
Intrapersonal Conflict Interpersonal Conflict Interorganizational conflict Intergroup Conflict

Constructive

Escalate De-escalate

Destructive

Effects of Conflict
Advantages
People are stimulated to search for improved approaches that lead

to better results. Energizes them to be more creative and to experiment with new ideas. If conflict is resolved, individuals will be more committed to the outcome.

Disadvantages
If conflict lasts for a long period of time, it becomes too intense

and personalized. At the interpersonal level, cooperation and teamwork may deteriorate. At the individual level, some people may feel defeated, stress level will rise, become demotivated and there will be decline in selfimage

The Conflict Process

We will focus on each step in a moment

Stage I: Potential Opposition or Incompatibility

Communication
Semantic difficulties, misunderstandings, and noise

Structure
Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose)

Dependence/interdependence of groups

Personal Variables
Differing individual value systems Personality types

Stage II: Cognition and Personalization

Important stage for two reasons:
1.

Conflict is defined
Perceived Conflict Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise

2.

Emotions are expressed that have a strong impact on the eventual outcome
Felt Conflict Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility

 Intentions Decisions to act in a given way Note: behavior does not always accurate reflect intent Dimensions of conflict-handling intentions: Cooperativeness

Stage III: Intentions

Attempting to satisfy the other partys concerns

Assertiveness Attempting to satisfy ones own concerns

 Conflict Management

Stage IV: Behavior

The use of resolution and stimulation techniques to

achieve the desired level of conflict

Conflict-Intensity Continuum

 Bringing in Conflict Resolution Techniques outsiders Super ordinate goals Restructuring the
Expansion of resources
Avoidance Smoothing Compromise Authoritative command Altering the human

Problem solving

organization Appointing a devils advocate

variable Altering the structural variables Communication

Stage V: Outcomes
Functional
Increased group performance Improved quality of decisions Stimulation of creativity and

Dysfunctional
Development of discontent Reduced group effectiveness Retarded communication Reduced group cohesiveness

innovation

Encouragement of interest

and curiosity

Infighting among group

Provision of a medium for

members overcomes group goals

problem-solving

Creation of an environment

Creating Functional

for self-evaluation and change

Conflict

Reward dissent and punish

conflict avoiders

Indirect conflict management approaches

Reduced interdependence Decoupling Buffering Linking pin roles Appeals to common goals
Hierarchical referral Altering scripts and myths

Direct Conflict management approaches

Avoiding
Physical or mental withdrawal from the conflict - low concern for

either partys outcomes and often results in a lose-lose situation.

Smoothing
Accommodating the other partys interests emphasize more

concern for others, resulting in lose-win situation

Forcing
Using power tactics to achieve a win. Relies on aggressiveness and

dominance to achieve personal goals at the expense of other party. Results in a win-lose situation.

Compromising
Willing to give up something in exchange for gaining something

else. Moderate degree of concern for self and others. No clear-cut outcome.

Confronting
Working through a mutually satisfactory resolution. Maximizes the

achievement of both partys goals, resulting in a win-win situation.

Four possible outcomes of Conflict; Four possible intentions of the participants.

3 Individual As Outcome WIN Win-Lose Win-win 4

1 LOSE Lose-Lose

2 Lose-Win

LOSE

WIN

Individual Bs Outcome

Employee counseling
Counseling is a discussion with an employee of a

problem that usually has emotional content in order to help the employee cope with it better. It is an exchange of ideas and feelings between two people, nominally a counselor and a counselee.
Need for counseling

What can counseling do?

Advice

Telling a person what you think should be done; coaching Giving people courage and confidence that they are capable of facing a problem Providing information and understanding

Reassurance

Communication

Continued
Release of emotional tension

Helping a person feel more free of frustrations and stress Encouraging more coherent, rational and mature thought Encouraging an internal change in goals, values and mental models

Clarified thinking

Reorientation

Types of counseling
Non-directive counseling Participative counseling Directive counseling

No direction

Full direction

Difference between directive and non-directive counseling

Non-directive counseling
Counseling method Employee primarily controls the direction of the conversation and does most of the talking Responsibility for solution Employee

Directive counseling
Counselor primarily controls

the direction of the conversation and does most of the talking

Counselor

Continued
Non-directive counseling
Status of participants Employee and counselor are on an equal level Role of participants Employee is psychologically independent Emphasis placed Psychological adjustment is paramount, with deep feelings and emotional problems accented

Directive counseling
The counselor is at least

implicitly superior to the employee

Employee is psychologically

dependent on the counselor

Solution of current problems

is emphasized, with feelings and emotions often ignored.