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104, , 5, , , , Concept of Groups, Types of Groups, , Formal Groups vs. Informal Groups, , Stages of Group Development, , Group Decision-making, - Meaning, , - Advantages, , - Problems, , Group Behaviour, , - Meaning, , - Determinants, Power, , - Concept, , Dynamics, - — Sources, Organisational Politics, - Meaning, - Types, , Managing, , GROUP DY¥NAMICs |, AND BEHAVIOUR, , , , , , Group Dynamics and Behaviouy, , e Conflict 105, , - Meaning ang Nature, - Levels, a Sources/ Causes, = Consequences, - Strategies, e Negotiation, - Meaning, - Types, - Process, , - Guidelines, , , , Inevery organisation, people are divided into groups. The groups, may be called as departments, units, committees, divisions and =, on. The people in the group interact with each other to achieve, common goal:, , 1 i t, qittol and Martin define a-group as “Ho or more independent, individuals who interact and influence each 0, Pursuit of a common goal.”, , ho interact, . . “ inber of persons wv! ;, Marvin Shaw defines groupas “any that ibs ‘sehaviour of one is, , With each other in such a manner ons.”, "fluenced by the behaviour of other persons., , r as follows:, The main features of a group are as, , i individuals., Tt consists of two or more independent ae, th b f a group interact and influence, '€ members of a ci, Collective pursuit ofa common §|

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106 Organisational Behaviour (M.Com. Part-I] : SEM, e Themembers of a group may share common values and Nom, , e The behaviour of one member of'a group is influenced by th, behaviour of other members of the group., , e Groups can be of any size - large or small., , e Groups may be formal or informal., , , , There can be various types of groups in an organisation. In general,, the groups can be classified as follows:, , 1. Small and Large Groups: A small group consists of a few, members who closely interact with each other, such as members, of football team. A large group consists of several people may, be hundreds or even more, such as World Trade Organisation, which consists of 164 member nations. It is difficult to have, close inter-personal relations in a large group., , 2. Primary and Secondary Groups: A primary group consists of, few members who share common values, beliefs, interest and, common goals. A family is an example of a primary group- A, secondary group is comparatively a large group consisting ©, several primary groups. Its members may not have close inter”, , Personal relations and a common purpose. A neighbourhoo, 1s an example of a secondar ich i several, Cone Y 8roup, which consists of, , Formal and I, 7, the basis of ret Groups: F Ormal groups are formed ©, , organisational telationshi ea, > s. They are form, tte eran ae fccomplishing certain tasks and accomplish’!, ‘ i -‘nformal groups ari Jy throug, interactions amon PS arise spontaneously ith, 8 People who are in frequent contact W", , each other and share go,, +f mi y, specific tasks to be perfo, omMON values, They do not,, , erfo;, common goals to achieve "med. They may or may not, , 4. Temporary and Permanent Groups:, , , , Group Dynamics and Behaviouy, Formal groups can be of two 568 107, , Ss:, e@ Command Sroup,, , immediate suborg, , respect of official, work group., , Which Consists of a sy, ‘nates, who di, activities,, , perior and his, directly report to him in, It isa relatively permanent, , e Task group, which Consists of members who come togethe, to undertake certain specific work. Examples of euch, groups include committees, tasks force, project team. It is, arelatively temporary work group. ., , ‘Informal groups can be of two types, , e Friendship group: Groups often develop because the, individual members have one or more common, characteristics. Such groups can be called as friendship, groups. Social alliances, which frequently extend outside, the work situation, can be based on similar age, gender,, hobbies, religious or political affiliations, etc., , © — Interest group: This group is formed to accomplish certain, common interests. For instance, a group of employees may, join together to seek improved working conditions in an, , organisation., , i . They are, Some groups are relatively ED ee ane oops, created to accomplish a short-term tas] cation may form a, are dissolved. For instance, safe qroblers or matters, such, i in certain specific elated to, , ae pr abiede Mee in sales’ or problems 1, ‘absenteeism’. his type of group is, as part of their job, ees ina particular, during in, , life. TI, Permanent groups have @ Jonge’, , ether, formed when people perform ae employ, assignments. For instance, a" which is more en, department may form a sroUP’, , Nature.

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FORMAL GROUPS, , x, , INFORMAL GRoUps, , , , 1. Meaning:, , It refers to a structure of well, defined authority and, Tesponsibility., , It is a network of Personal, ang, , ‘social relations existing in a forma, , groups., , , , 2. Purpose :, It exists to achieve well defined, and specific goals., , The main purpose is to develo, personal and social relations,, , , , 3. Authority/Power:, , In formal groups, managers are, given adequate authority to, undertake activities. The managers, may delegate the authority to their, subordinates. :, , Power in an informal group is, given by group members rather, than delegated by managers. The |, informal group members do not, get any official authority., , , , 4. Responsibility :, , Those who are given authority are, held responsible. There is a, balance between authority and, Tesponsibilitv., , There is no responsibility in, informal groups., , Group Dynamics and Behaviony, , g, Stability:, , A formal group is stable, jt comes,, to anend only on the dissolution, or closure of the com any,, , The members of the Sroups get, monetary and non-monetary, benefits., , 10. Communication:, , There is formal communication upwards, downwards and, sideways., , , , , , , "lacks stabiti, , ty. Iteane, end at any ‘ome to an, , ime,, , Itis useful to serv, , ‘ persoy, social ties, Personal and, , , , Theres informal communication, through the grapevine., , , , 11. Leadership:, , In formal groups, the leadership, is vested in managers, The, appointment of leaders is official., , , , In informal groups, the leaders, emerge on their own and group, members accept them., , , , 12. Status:, , In formal groups, there are sharp, status differentials among the, members that may prevent the, , members for their free and open, interactions., , In informal groups, there are no, rigid status differentials that, prevent the members in their, interactions with each other., , , , , , 5. Coordination :, There is a system of coordination, to inferlink the activities of the, members of the groups., , There is no need for coordination., , , , 6. Relationship :, , There is superior-subordinate, , relationships throughout the, ‘oups., , 7. Rules and Regulations :, , There are rules and regulations, , to be followed by members of the, groups., , , , , , Se, , The relations are informal. Ther?, , are no superior-subordinate, relations,, , There are no rules and regulations, for the members of informal of, Sroups. However, the member i, informal groups need to confor, , , , to the group norms., , , , , , 13, Size:, The formal group may be of large, Size or of small size depending, , The informal group is normally of, small size asit tends to remain small, , , , , , , , i ithin the limits, Upon the situation or nature of in order to keep ‘alee e, Work, of personal relationships., lente gatiios are formed Informal groups are unofficial in, Officially, nature., , , , Every team progresses, “alled the teams life cyc!, NOt be rigidly followed, served pattern, The five, , through a ser’ ‘, Je. Though the stages, they do rep’, common stag}, , evelopmental stage:, in the life cycle neee, ad commonly, cle are, , ies of di, , bro:, resent a f com, es ina group life cy

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Hine Partell 68, Organisational Behaviour (M.Com. Part-II; “My, , is i e when members are just comin,, , ing: This is the stage W ., ‘eater for the first time. They do not know a about eaq, ier so they share personal information so that they got i, , know and accept one another. Their interactions are matkeg, , i y just be;, by both courtesy and caution. They we just begun to tin,, their attention towards the groups tasks., , 2. Storming: In stage two, the members compete with each othe,, togain ereater status, control and influence in the group. There, mar be differences of opinion among group members abou}, the correct direction to be given to the group. There may even, be external pressures acting on the group. All this may create, tension between individuals with each member trying to assert, himself., , 110, , w, , Norming: After the stage of the high-level of competition seen, in stage two, this stage gives way to cooperation. Gradually, the different forces achieve a balance. They begin to cooperate, and develop norms for the group. These norms are meant to, guide the behaviour of individual group members., , 4. Performing: By this stage the group has matured and is ina, position to handle complex challenging tasks. All the members, know their roles and perform them well. They may even, , exchange functional roles if needed. At this stage the group, tasks are accomplished efficiently. e, , wo, , Adjourning: Sooner or later all j, j ie a groups must adjourn., eaeeament ve olves breaking up or disbanding of the grouP:, s may no oe casy because it involves dissolving intens®, social — = itis inevitable. Members must return to theif, aa ae modern flexible organisatio™®, nga , PS 18 frequent because most of the gtOUP®, , , , , , mangics and Behaviour, 171, , ROUP DECISION-MAKING ”, , When two or more managers make a decision, it is called as grou, , decision-making. Group decision-making can take place tlulighout, the organisation. At the top level, the Board of Directors make, strategic decisions, and at the middle and lower level of, management, there are several committees to decide on several, matters relating to the functioning of the organisation. In the case of, , up decision-making, the group members pool their expertise and, , experience to arrive at balanced decisions so as to solve problems in, the organisation., , Examples of group decision-making includes decisions in respect, of the following:, , Toups play an important role in any o”8', tter decisions. Group decision-making, acceptance of the decision, but itis s, € tisk. The following are the adval, , Modernisation of the plant, where the Board of Directors make, a decision., , Restructuring of the organisation, where the top management, including Board of Directors makes a decision., , Development and launching of a product can be decided by a, committee consisting of representatives of top-level, management, and from marketing, finance, and production, departments., , Starting a new factory or plant can be decided by the top, management and the Board of Directors., , , , , , anisation. Groups can make, not only leads to easy, afer because everyone shares in, ntages of groups OF group, , ®cision-making:, , 1,, , roup can have greater, , Integrated Group Decision: © 8°, 4 single individual., , . ral, knowledge and information a comp

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112, , Fe!, , al Denmuwens ere “seem, , riews and opinions of members are discussed fto, roup, V Such cross-fettilization of several Viewpoin,, jes, SU and effective solution. Group decision;, d decision. The group decision has,, , Organisation, , Inag), several angl, can lead to a better, often a better and balance, broader outlook., , encourages lateral thinking. The Broy, , New Ideas: A group en, members think from various angles. The = of the Bt0y, arrive at several viewpoints. After necessary discussion an, , deliberations on several viewpoints, there is a possibility ¢, generating new ideas., , Facilitates Cooperation: Group members may represent various, departments or units as in the case of an inter-department|, committee. In such an instance, cooperation among different, departments can be easily secured, especially in respect of those, matters agreed upon by the group/committee members., , Commitment: Group decision makes a solution more easily, acceptable to its members. Being a party to decision-making, , the group members strive hard to implement the group, , decision. ‘, , Motivation: Members of various departments are motivated, as they find a place in the group such as committee. At time, , People are simply made group/committee members, in ordet, to boost their morale., , Sharing of Responsibili, want to be held resj, In such cases,, takes Tesponsibility. In this wa:, Tesponsibility of decision-mal, , Minimisation of, , decisions are monte oe - ae, balanced decisions. Also, minimized as the problem j, consideration several viewp., , lity: In certain cases, executives d0 net, Ponsible individually fora specific problet, , y, the group members share, king., , costly and W, 8roup takes its time to artiv?, errors in decision-making",, , S discussed j il takin}, oints, in detail taking, Develops Relatio, , ns: i, Wen s: When Management in consultation will, , 9 Higher Producti, , , , 2 8tOUup or a committee makes a decision |, , wrort, ay, , , , employees takes decisi, ‘, ecisions, it enables not only emp!’, , Group Vynmnnnes ee venmorour, , acceptance, but also helps to dev, , the management and the emplo, , ty: Group decision-making helps to achieve, , © organisation. Group decision-makit, not only improves the quality of the decision, but also ienciales, , 113, , elop cordial relations between, yes,, , , , , , , , groups or group decision-making do suffer from certain limitations., , e following are the disadvantages of group decision-making:, , 1, Delay in Decision-making: There is often delay in decision, making. Since, the group considers several viewpoints,, considerable time is consumed in arriving at the final decision., At times, the group members engage themselves in irrelevant, discussion. It is said that ‘groups keep minutes, but waste hours’., , 2 Undue Dominance: Quite often, group discussions are, , dominated by a strong personality, who may be the group, leader or some other member. Some group members, especially, the junior members do not get much opportunity to express, their views. Such dominance not only blocks the views of some, members, but also the quality of decision gets affects., , aste not only time and effort,, , Group decision-making can, ths. A lot of executive time, , Expensive: Group discussions w, but also a good amount of money., consume days, weeks and even mon! and effort is spent on group decision-mal ing., , Quite often, the decisions taken at, mpromised decisions. Some of the, ior members are induced or forced, at by the leader or some senior, , Compromised Decisions:, the group meetings are com, members, especially the juni, to accept the decisions arrived, members., , Weaknesses of Group oe, Of members of a group, WNC, , bers: There are certain weaknesses, Lana affect decision-making., , +h may