Reg.

No: 61/19202 and Name: Mohammed Hussain

Paper 1: Organisational Behaviour Response Sheet 2

Question 3: What is meant by group? !he ba"an#e theory o$ !heodore Ne%#omb is a #omprehensi&e theory o$ group $ormation.' ()p"ain

oncept of Group Edgar Schein has defined group as a collection of people who interact with each other, are psychologically aware of each other, and who perceive themselves to be in a group. A work group meets these criteria, but in addition, the members have task-centred goals. Interestingly, while the group members support each other, they each have their own area of responsibility for which they are individually accountable. In comparison, a work team is composed of members with complementary skill who are involved in a common set of goals for which they are collectively accountable. On the other hand, ennifer ! "areth have defined a group as a set of two or more people who interact with each other to achieve certain goals or meet certain needs. Interaction and common purpose are important elements of any group. #he group goals bind the members together. Thus a group or a work group has the following features: It has a common goal$ #here is constant interaction among members$ Each member identifies with the group$ %embers are interdependent$ %embers are emotionally connected. Why people form groups? &roadly speaking, people form groups for the following reasons' Psychological need: (eople want to align themselves with other individuals having identical interests, attitudes, personality, perception etc.Socio-cultural need' Individuals )oin the groups to be identified with their social class, caste, religion, region, ethnicity, culture etc. Security need: (eople need a support system to meet the contingencies of life like sickness, disablement, financial crisis, termination etc. "roups serve as an important support system for the people. Theories of Group Formation Groups are formed due to Propinquity: #his is the basic theory of group formation. (ropin*uity means that people form groups because of spatial or geographical pro+imity. In an organi,ation, employees who share their workstations are more likely to combine as a group. -owever, this theory has been critici,ed in the wake of globali,ation and internet revolution that facilitate group formation without pro+imity or face-to-face interactions. Groups are formed due to activities interactions and sentiments !"lassic Theory of Group Formation#: #his theory has been propounded by "eorge -omans who suggests that the more activities the persons share, the more numerous will be the interactions and the stronger will be their sentiments. Similarly, the more interactions among the persons, the more will be their shared activities and sentiments$ and the more sentiments persons have for one another, the more will be interactions and shared activities. Groups are formed due to similar attitudes towards commonly relevant o$%ects and goals !&alance Theory of Group Formation#: #his theory has been proposed by #hoedore .ewcomb who suggests that persons are attracted to one another on the basis of similar attitudes and values related to religion, politics, lifestyle, marriage, work, authority etc. Once the relationship is formed, the participants strive to maintain a symmetrical balance between the *rganisationa" +eha&iour , Response -heet No. 2 1 . /age

Reg. No: 61/19202 and Name: Mohammed Hussain attraction and the common attitudes and values. Groups are formed reward'cost'outcomes of interactions !!()change Theory of Group Formation#: this theory has been propounded by ohn / #hibaut and -arold - 0elley who suggest that a minimum positive level 1rewards greater than costs2 of an outcome must e+ist for the formation of a group. 3ewards from interactions gratify needs whereas costs incur an+iety, frustration, embarrassment, or fatigue. Types of Groups "roups are broadly categori,ed as 4ormal and Informal. Some scholars have also categori,ed the groups as primary group, peer group and reference group. Formal Work Groups: "ommand group: It is an association of employees who report to the same supervisor. 5ommand groups are based on the basic reporting relationship in any organi,ation. #he e+istence of such groups is represented on organi,ational charts as departments e.g. 4inance 6epartment, (ersonnel 6epartment, etc, "ommittees: (eople with diverse backgrounds are brought together to accomplish a particular goal. #hey may not report to the same supervisor and may not be at the same level in organi,ational hierarchy. Team: 1e+plained later2 Self'managed teams: 1e+plained later2 *nformal Work Groups Friendship+Peer Groups: (eople who en)oy each other7s company and love to sociali,e form their own groups in an organi,ation. #hey )oin hands to meet their needs of sociali,ation besides developing a strong support system to help each other in times of crisis. *nterest Groups: Employees may form interest groups when they have a common interest or goal to achieve in an organi,ation. &ecause of the common interests, it helps the members to unite and voice their concerns in a powerful manner. Stages of Group Formation Forming' #his is the first stage in the development of a group. At this stage, the members try to know each other and establish common understanding among them. #hey struggle to clarify group goals and determine appropriate behaviour. #he forming stage is said to be complete when the members are fully integrated to identify themselves with the group. Storming: #his stage is characteri,ed by disagreements and conflicts among group members. #his stage ends up with greater mutual understanding and clarity of goals and roles of various members. ,orming: At this stage, the members really start feeling that they belong to the group. #hey develop very close intimacy and relationship with each other. A well-developed sense of common purpose of the group emerges among the members who also agree on standards8norms to guide the behaviour8interaction amongst themselves. Performing: #he real work of the group gets done at this stage. -d%ourning: Once the group has accomplished its goals, it gets dissolved. -owever, a number of permanent work groups remain at (erforming stage although new members )oin when old ones leave. Group "ohesiveness "roup cohesiveness is a condition when the group appears to be very attractive to its members$ individuals value their group membership, and have a very strong willingness to retain membership of the group. Factors increasing group cohesiveness Agreement on goals 4re*uency of interactions (ersonal attractiveness Inter-group competition 4avourable evaluation

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Reg. No: 61/19202 and Name: Mohammed Hussain Factors decreasing group cohesiveness: 6isagreement 9arge si,e of the group :npleasant e+periences Intra-group competition 6omination by any one member *mpact of group cohesiveness on productivity Stanley Schachter, .orris Ellertson, 6orothy %c&ride and 6oris "regory have studeied the impact of group cohesiveness on productivity. #hey have defined cohesiveness as the average resultant force acting on members in a group. #hey have suggested four possible combinations having a bearing on productivity of the group' -igh cohesive, positive induction 9ow cohesive, positive induction -igh cohesive, negative induction 9ow cohesive, negative induction On the basis of their study, they have developed a pitchfork productivity curve, which suggests that productivity depends more on how the group is induced 1positive or negative2 rather than cohesiveness itself. A highly cohesive group or a less cohesive group with positive induction provides a higher productivity. 9eadership decides how a group can be positively or negatively induced. .oles assumed $y group mem$ers: In the conte+t of groups, role may be defined as a position that evolves from established norms. 9eigh 9 #hompson talks about five roles that a member of a group can assume' The $oundary spanner who acts as a facilitator and bridge between units or groups which would not otherwise interact. The $uffer who protects and filters negative or disappointing news and information that might cause group members to be upset and cause morale to suffer. The lo$$yist who promotes and tells others how successful and important the group is to the outsiders. The negotiator who is empowered by the group to act on its behalf and to get resources and make deals. The spokesman who is the voice of the group. /ysfunctions of the Groups 6ysfunction of the groups implies any aberration in the group processes and functions such as leadership issues, lack of coordination, misunderstanding, disengagement, deliberate withholding of efforts, etc. 6ysfunctions of the group are caused due to norms7 violation8role ambiguity, groupthink8conformity problem and social loafing. ,orms0 violation and role am$iguity:;iolation of group norms that are set by the members themselves lead to dysfunction of the group. %oreover, in case the members are not clear about their roles, they may not contribute their mite towards achieving group goals. 3ole ambiguity occurs due to unclear )ob descriptions, incomplete orders, and ine+perience. Sometimes role conflicts arise especially when a member is asked to perform conflicting tasks or settings or to perform a task that conflicts his personal values. Groupthink and "onformity pro$lem: Irving anis believes that group pressures lead to a deterioration of mental efficiency, reality testing and moral )udgment. Indeed, groupthink is the tendency of the group members to seek consensus and ignore8suppress alternative ideas or minority viewpoints especially when faced with some crisis situation. #he result of groupthink can be poor *uality decisions because it discourages full assessment of the problem, thorough information search, and proper evaluation of a wide range of alternatives. According to anis, following are the symptoms of "roupthink'Illusion of invulnerability' nothing can happen to the group, none can ever hurt8damage the group. 1nquestioned $elief: rationali,ing information that contradicts the group7s beliefs8opinionSelf-censorship' selfimposed restrictions of the group members

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Reg. No: 61/19202 and Name: Mohammed Hussain *llusion of unanimity: belief that there is total unanimity on any issue in the group whereas there might be unvoiced concerns. Self'appointed mind'guards: protect the group from contradictory information *ntra'group stereotyping: negative stereotypes of group membersAnother problem associated with groupthink is that group pressures lead the individuals8minority subgroups within the group into conformity that ultimately results in group dysfunction. Social 2oafing: It is a uni*ue condition in the entire group process where members reduce their efforts or performance levels. 4ollowing factors are attributed to social loafing' 3ole ambiguity #ask being not intrinsically motivating 6ifficulty in identifying individual contribution due to large si,e of the group Sucker effect: not wanting to do more than perceived efforts of other members. Teams at modern workplaces Teams have turned out to be instrumental in providing competitive edge to the corporate houses across the globe. #oyota, %otorola, "eneral Electric, <ero+, -ewlett-(ackard etc pioneered the concept of teams at modern workplaces. Interestingly, most of the 4ortune =>>> companies use pro)ect teams 1diverse managerial8professional employees working on pro)ects for a defined, but typically e+tended period of time. %oreover, a large number of them use parallel teams 1employees working on problem-solving or *uality teams in parallel to the regular organi,ational structure2. &esides, many of the 4ortune =>>> companies have permanent work teams 1self-contained work-units responsible for manufacturing products or providing services. 3ow work groups and teams are different? #he work group has a strong, clearly focused leader$ the team has shared leadership roles. #he work group has individual accountability$ the team has individual and mutual accountability. #he work group7s purpose is the same as the organi,ation7s$ the team has a specific purpose. #he work group has individual work products$ the team has collective work products. #he work group runs structured meetings$ the team encourages open ended, active, problem solving meetings. #he work group measures effectiveness indirectly 1for e+ample, financial performance of the overall business2$ the team measures performance directly by assessing collective work products. #he work group discusses, decides and delegates$ the team discuses, decides and does real work. Types of Teams "ross'functional teams #hese teams are made up of individuals from various departments or functional specialties. It is possible to reduce the time needed to get things done while simultaneously augmenting productivity and profit margins by combining the abilities and skills of individuals. Success of the cross-functional teams however depends on the following factors' Selection of suitable members 5larity of purpose of the team 4air understanding of group functions by each member #eam-building Achievement of noticeable results 4irtual teams are groups of people who work interdependently with shared purpose across space, time and organi,ational boundaries, using Information #echnology to operate and collaborate without face-to face interactions with each other. #ools that they use include e-mails, chat-room, virtual community8group etc. Self'managed teams A self-managed team is a group of employees who are responsible for managing and performing technical tasks that result in a product or service being delivered to an internal or e+ternal customer. Self-managed teams at -ewlett-(ackard and -arley-6avidson are empowered to hire, organi,e and purchase e*uipments without prior approval of the management. And outcomes at both the companies are indeed very

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Reg. No: 61/19202 and Name: Mohammed Hussain flattering. A number of empirical studies indicate that self-managed teams have led to increased )ob satisfaction, higher productivity, better customer service, and organi,ational commitment. 3owever there are a few issues that lead to failure of self'managed teams: 3eluctance of the team members to give up their past practices and set aside their power and position Skill disparity among the members. Sucker effect (ersonal belief-system being in conflict with that of the team. 3ow to make teams more effective? Team $uilding #eam building 1"E %odel2 =. Establish credibility' the trainers must establish their knowledge and credentials ?. Allow ventilation' the trainees should be provided with ample opportunities to clear off their an+ieties and unresolved issues before the training begins @. (rovide an orientation' the trainers should give specific verbal directions and provide clear e+pectations and models of behaviour A. Invest in the process' help the team in identifying its problems and concerns B. Set group goals' let the trainees create their own mission statement and then set specific goals and specific activities and behaviour to accomplish these goals C. 4acilitate the group process' let trainees learn how group functions D. Establish intra-group procedures' help trainees set up a meeting format that might include reporting minutes, making announcements, discussing problems, proposing solutions, taking action and making new assignments E. Establish inter-group processes' let the trainees select a leader to interact with other teams F. 5hange the role of the trainers =>. End the trainer7s involvement /hile the "E model of #eam-building is *uite structured method, the following are e*ually relevant for augmenting effectiveness of teams as proposed by 4red 9uthans' Establishing a sense of partnership Attractive work arrangement Sharing of collective intelligence /ell-defined goals 5reating a learning organi,ation 6eveloping a bond among the team-members 5ollaboration "olla$oration #he process of collaboration involves learning how to improve interpersonal interactions in group settings while committing to a common agenda. 5ollaboration is a structured, recursive process where two or more people work together toward a common goalGtypically an intellectual endeavor that is creative in natureGby sharing knowledge, learning and building consensus. 5ollaboration does not re*uire leadership and can even bring better results through decentrali,ation and egalitarianism. In particular, teams that work collaboratively can obtain greater resources, recognition and reward when facing competition for finite resources.Essential 5ompetencies for 5ollaborative (artnerships' #en 9essons 1taken from http'88www.medscape.com8medscapetoday2 9esson H=' 0now thyself. %any realities e+ist simultaneously. Each personIs reality is based on self-developed perceptions. 3e*uisite to trusting self and others is in knowing your own mental model 1biases, values, and goals2. 9esson H?' 9earn to value and manage diversity. 6ifferences are essential assets for effective collaborative

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Reg. No: 61/19202 and Name: Mohammed Hussain processes and outcomes. 9esson H@' 6evelop constructive conflict resolution skills. In the collaborative paradigm, conflict is viewed as natural and as an opportunity to deepen understanding and agreement. 9esson H A' :se your power to create win-win situations #he sharing of power and the recognition of oneIs own power base is part of effective collaboration. 9esson HB' %aster interpersonal and process skills. 5linical competence, cooperation, and fle+ibility are the most fre*uently identified attributes important to effective collaborative practice. 9esson HC' 3ecogni,e that collaboration is a )ourney. #he skill and knowledge needed for effective collaboration take time and practice. 5onflict resolution, clinical e+cellence, appreciative in*uiry, and knowledge of group process are all life-long learning skills. 9esson HD' 9everage all multidisciplinary forums. &eing present both physically and mentally in team forums can provide an opportunity to assess how and when to offer collaborative communications for partnership building. 9esson HE' Appreciate that collaboration can occur spontaneously. 5ollaboration is a mutually established condition that can happen spontaneously if the right factors are in place. 9esson HF' &alance autonomy and unity in collaborative relationships. 9earn from your collaborative successes and failures. &ecoming part of an e+clusive team can be as bad as working in isolation. &e willing to seek feedback and admit mistakes. &e reflective, willing to seek feedback, and admit mistakes for dynamic balance. 9esson H=>' 3emember that collaboration is not re*uired for all decisions. 5ollaboration is not a panacea, nor is it needed in all situations. Group 2eadership 9eadership is concerned with control and power in a group. 9eadership can be aimed at either maintaining the interpersonal relationships in the group or prodding the group to achieve its task. "roups will sometimes have two leaders' one for the social dimension and one for the task dimension. #here are also three main perspectives on leadership. 4irst, some researchers believe some people are born with traits that will make them a good leader. A second perspective is that the groupIs leader selects an appropriate leadership style for the given task. A third way of understanding leadership says that to some degree, leaders are born with traits that make them good leaders, but that they also learn how to become a leader and use strategies appropriate to a given situation. 1nderstanding of cultural issues in glo$al situations #oday, most of the teams8groups have to operate in multi-cultural settings. As culture shapes our inter-personal relations to a great e+tent, it is very important to understand cultural nuances of the team-members for effective collaboration.An illustration of uni*ue cultural traits'/hy workers in 5hina laugh when you point out mistakesJ 1Economic #imes, =A 6ecember ?>>D2 K5an you increase my salaryJL #his is a *uestion, which is almost a taboo at workplaces in India. -owever, in 5hina, this is something, which one hears often. And it comes from those employees who want to stick around with a company, make a career with it and contribute to its growth. Another e+ample is at the time of recruitment. -aving gone through the entire process, it is *uite possible that the candidate will come back and ask for a higher salary, because Kthe )ob re*uires much more work than what I thought before.L 5hinese employees have a practical approach towards reciprocity - what they give to the company and what they get in return.#his is usually preceded by a high degree of commitment towards work, done in a manner which is not showy at all. 5hinese personnel go about their work in a methodical manner. /hile it is common to see employees put in long hours in India, the key difference in 5hina is that the long hours are put in with the sole intent of getting the )ob completed, rather than make a show of work, or staying in the office till the boss is there..ormally, subordinates do not badger superiors too much and will try and finish the tasks assigned to them clinically. -owever, once in a while, it is essential to listen to sub-ordinates - and not give them advice, unless asked. /hen they talk, one must have a willing ear 1and open mind2 for a whole lot of stuff, which might seem like a confused state of mind. Muite infre*uently, they will ask the superior for a solution to a problem. It is essential to give a specific answer rather than present them with options. If they could decide among a given set of alternatives, they would not

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Reg. No: 61/19202 and Name: Mohammed Hussain have approached the superior.A significant difference between 5hina and India, especially at middle and senior management levels, is to bring the issue to closure. /ith great language and analytical skills, one often sees an Indian manager spend inordinate time in scoring an Kintellectual victoryL$ the tactic employed in 5hina is to cut to the chase and reach a solution as *uickly as possible. Intellectual victories do not count for much in this scheme of things.%ulti-tasking is an alien concept in a typical 5hinese workplace, in as much as taking a horse to the water, but being unable to force it to drink 1these being two separate tasks2. #his is something which unnerves most e+patriate bosses in 5hina, especially those from India, who are used to intelligent young men and women handling a plethora of tasks deftly and without any *ualms.5hinese employees will not undertake a task unless they are confident of doing it well and without mistakes. #hey will also spend a fair bit of time in understanding what is re*uired - much more than their Indian counterparts. #his philosophy is *uite different from what e+ists in India, where we hardly say KnoL to our bosses. -owever, %ulti-tasking can be developed in a 5hinese employee by giving them a situation to handle and letting them complete it to fruition. #here is a strong need to build upon small successes.#raining takes on a special meaning in the 5hinese work environment. It is highly coveted among the work-force, more so at )unior and middle levels. &eing nominated for training is interpreted as a strong affirmation of the value that the company is placing on the particular employee and hence generates a disproportionately high airtime in conversations around the water coolers. If the training is being conducted overseas, or is being conducted locally but by KforeignL trainers, it makes for e+cellent bragging rights. #hat is why it is not uncommon for employees to be constantly discussing Ktraining-needsL with their superiors.#here is an interesting e+ample of some behavioural aspects of 5hinese people. In <NO 9imited, a senior manager, %r %athur, had come from India on a short assignment in technology. One day, he was *uite upset with one of his 5hinese sub-ordinates, /ang 9ing. On further en*uiry, it was revealed that the aforesaid 5hinese employee had made a mistake and when %athur has asked him an e+planation, /ang )ust stood in front of him and kept smiling. Slowly, %athur7s temperature went up, as the smile turned into laughter 1the fact that %athur did not know any 5hinese didn7t help matters much either2./hen %athur could not take it anymore, he took this matter to the 5EO, %r Sharma. #he latter, having relatively more e+perience in 5hina, decided to tread the path carefully and talked to some other senior 5hinese employees to find out the reason for this apparently bi,arre behaviour of /ang. It so emerged that when 5hinese employees makes a mistake, they are so embarrassed that they would like to laugh the matter away and try to lighten up the environment. Nou can rest assured that they will never commit that mistake again, by being absolutely focused on the )ob thereafter.6o not ask them and they will not tell you' this is an almost :niversal dictum which is prevalent across all kinds of organi,ations - more so in state-owned enterprises. Even if there is a serious problem which can bring down a company, the information is given to the superior only at the last minute$ at which time, the sinking ship can be saved only at a high cost. .o wonder this can leave many a manager pulling his hair in e+asperation. #he plausible reasons for this lie much deeper.#he 5hinese try to solve the problem themselves, even if it means going through endless rounds of re-work and mistakes. #hey )ust cannot come up to their superior and admit defeat - it is tantamount to losing face. #his is an integral part of the centuries old 5hinese culture and is an all-pervading phenomenon of the business environment of 5hina.6o only your )ob and turn a blind eye to whatever else is happening around you' this is the result of the strictly hierarchical work system in 5hina, which has got further conditioned by a work-to-instruction culture. #ell them what to do in clear and unambiguous terms, and your 5hinese employees can perhaps become the best this world can have. #hat said, investment in people always pays handsomely in the end - and the same is true for 5hina. One has to travel a long and arduous )ourney towards developing e+cellent first-line managers, but there is indeed light at the end of the tunnel.

3 group may be de$ined as a #o""e#tion o$ t%o or more peop"e %ho %or4 %ith one another regu"ar"y to a#hie&e #ommon goa"s. 5n a group6 members are mutua""y dependent on one another to a#hie&e #ommon goa"s6 and they intera#t %ith one another regu"ar"y to pursue those goa"s. ($$e#ti&e groups he"p organi7ations a##omp"ish important tas4s. 5n parti#u"ar6 *rganisationa" +eha&iour , Response -heet No. 2 8 . /age

Reg. No: 61/19202 and Name: Mohammed Hussain they o$$er the potentia" $or synergy9the #reation o$ a %ho"e that is greater than the sum o$ its parts. When synergy o##urs6 groups a##omp"ish more than the tota" o$ their members: indi&idua" #apabi"ities.

Meaning of a Group
Group a collection of two or more people who work with one another regularly to achieve common goals In a true group 1.Members are mutually dependent on one another to achieve common goals 2.Members interact with one another to pursue those goals over a sustained period of time Groups are important resources that are good for both organi ations and their members !elp accomplish important tasks
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Reg. No: 61/19202 and Name: Mohammed Hussain

!elp maintain a high " #uality workforce by satisfying needs of their members

Meaning of a Group and Group $ynamics

%he term group can be defined in a number of different ways " depends on the perspective that is taken & comprehensive definition would say that if a group e'ists in an organi ation its members 1. &re motivated to (oin 2. )erceiving the group as a unified unit of interacting people *.
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Reg. No: 61/19202 and Name: Mohammed Hussain

+ontribute in various amounts to the group processes,some people contribute more time or energy to the group than do others.. /each agreements and have disagreements through various forms of interaction

Theodore Newcom

Balance Theor!

Theodore ,ewcom$5s &alance Theory' According to this theory, persons are attracted to one another on the basis of similar attitudes toward commonly relevant ob)ects and goals. Once the relationship is formed, a balance is maintained between the attraction and the common attitudes. If an imbalance occurs, there is an attempt to restore the balance, and if the balance cannot be restored, the relationship dissolves. 2 &alance theory: the theory as proposed by #heodore .ewcomb states that Ppersons are attracted to one another on the basis of similar attitudes towards commonly relevant ob)ects and goals. Once a relationship is formed, it strives to maintain a symmetrical balance between the attraction and the common attitudes. If an imbalance occurs, attempts are made to restore the balance. If the balance cannot be restored, the relationship dissolvesP. &oth propin*uity and interaction play a role in the balance theory. #hus, the balance theory is additive in nature in the sense that it introduces the factor of IbalanceI to the propin*uity and interaction factors. #here must be a balance in the relationship between the group members for the group to be formed and for its survival. As shown in figure below, %r. # will interact with %r. n and form a group because of some common attitudes and values such as authority, work, life style, religion, politics, etc. they will strive to maintain a symmetrical balance between the attraction and the common attitudes. If they fail in their efforts, the group will get dissolved.

Balance theory: the theory as proposed by %heodore 0ewcomb states that 1persons are attracted to one another on the basis of similar attitudes towards commonly relevant ob(ects and goals. 2nce a relationship is formed3 it strives to maintain a symmetrical balance between the attraction and the common attitudes. If an imbalance occurs3 attempts are made to restore the balance. If the balance cannot be restored3 the relationship dissolves1. 4oth propin#uity and interaction play a role in the balance
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Reg. No: 61/19202 and Name: Mohammed Hussain

theory. %hus3 the balance theory is additive in nature in the sense that it introduces the factor of 5balance5 to the propin#uity and interaction factors. %here must be a balance in the relationship between the group members for the group to be formed and for its survival. &s shown in figure below3 Mr. % will interact with Mr. n and form a group because of some common attitudes and values such as authority3 work3 life style3 religion3 politics3 etc. they will strive to maintain a symmetrical balance between the attraction and the common attitudes. If they fail in their efforts3 the group will get dissolved.
&alance theory, developed by #heodore %. .ewcomb, e+plains the relationship between attraction and similarity. #his original work led other researchers to e+plore the effect of attitude similarity on attraction. &alance theory is built on cognitive consistency theory, which assumes that people have awareness of their attitudes and behaviors, and the ability to change their attitudes. #hese relationships can be either balanced or unbalanced. &alanced states e+ist either when all relationships are positive or when there is an even number of negative relationships. :nbalanced states e+ist when there is an uneven number of negative relationships. &alance theory, then, serves as a tool toward understanding attitude change. #-IS #-EO3N IS ;E3N ;ISI&9E, /-E. /E O&SE3;E #-E "roup 4ormation. /ell functioning groups do not )ust form out of the blue. It takes time for a group to develop to a point where it can be effective and where all members feel connected to it. #here are four stages that characteri,e the development of groups. :nderstanding these stages can help determine what is happening with a group and how to manage what is occurring. #hese four group development stages are known as forming, storming, norming, and performing as described below and the skills needed to successfully guide a group through these stages are described by clicking here. 4orming #his is the initial stage when the group comes together and develop their relationship with one another and learn what is #his is the stage when team building begins and trust starts members will start establishing limits on acceptable e+perimentation. Other members7 reactions will determine if a repeated. #his is also the time when the tasks of the group and be members begin to e+pected of them. to develop. "roup behavior through behavior will be the members will decided.

Storming 6uring this stage of group development, interpersonal conflicts arise and differences of opinion about the group and its goals will surface. If the group is unable to clearly state its purposes and goals or if it cannot agree on shared goals, the group may collapse at this point. It is important to work through the conflict at this time and to establish clear goals. It is necessary for there to be discussion so everyone feels heard and can come to an agreement on the direction the group is to move in. .orming Once the group resolves its conflicts, it can now establish patterns of how to get its work done. E+pectations of one another are clearly articulated and accepted by members of the group. 4ormal and informal procedures are established in delegating tasks, responding to *uestions, and in the process by which the group functions. %embers of the group come to understand how the group as a whole operates.

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Reg. No: 61/19202 and Name: Mohammed Hussain (erforming 6uring this final stage of development, issues related to roles, e+pectations, and norms are no longer of ma)or importance. #he group is now focused on its task, working intentionally and effectively to accomplish its goals. #he group will find that it can celebrate its accomplishments and that members will be learning new skills and sharing roles. After a group enters the performing stage, it is unrealistic to e+pect it to remain there permanently. /hen new members )oin or some people leave, there will be a new process of forming, storming, and norming engaged as everyone learns about one another. E+ternal events may lead to conflicts within the group. #o remain healthy, groups will go through all of these processes in a continuous loop. /hen conflict arises in a group, do not try to silence the conflict or to run from it. 9et the conflict come out into the open so people can discuss it. If the conflict is kept under the surface, members will not be able to build trusting relationships and this could harm the group7s effectiveness. If handled properly, the group will come out of the conflict with a stronger sense of cohesiveness then before. ----------------------------------------------------------------------------------NO: /I99 .O#I5E 6:3I." #-E S#A"ES -there is attraction between -differences are ironed out -difficulties are -conflicts are etc -----------------------------------------------------------------------------Skills to %anage "roup common by attitudes negotiation reconciled resolved.

6evelopment

Nou may know the name of the different stages of development but there are different skills and techni*ues needed to guide a group through the stages. -ere are some suggestions. 4orming &e inclusive and empowering. %ake sure that everyone connected to the group is involved. Seek out diverse members and talents and model inclusive leadership. Identify common purposes and targets of change. 5reate an environment that fosters trust and builds commitment to the group. Storming &e ethical and open to other people7s ideas. Allow differences of opinion to be discussed. -andle conflict directly and civilly. 0eep everyone focused on the purpose of the group and the topic of conflict. Avoid personal attacks. E+amine biases that may be blocking progress or preventing another member to be treated fairly. .orming &e fair involved. Engage with processes. .ew members should feel welcomed, informed, and 5ontinue to clarify e+pectations of individuals and of the group. in collaboration and teamwork. find renewal skills and to purpose in share and relationships. Encourage and roles that keep things fresh rebuild commitment.

(erforming 5elebrate accomplishments and empower members to learn new and e+citing. 3evisit

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Reg. No: 61/19202 and Name: Mohammed Hussain

(ersonal skills and attitudes , in forming a group are also crucial to success. #he following are a few pointers. you need' (atience 1(eople tend to change slowly$ do not try to hurry the process up too much2$ Empathy 1Nou need understanding of community members and their problems$ the ability to see things as they do2 &usiness 0nowledge 1Nou need a thorough understanding of the business side of the groupIs future activity, and an ability to e+plain it in simple terms2$ 5ommitment 1Nou must be thoroughly convinced of the value of what you are doing, and willingness to do it well2$ 3ealism 1Nou must be able to give practical help in a realistic way2$ 3espect 1(eople may be poor but they are not stupid and resent the Pbig masterP approach and may be suspicious of any tendency to a Pknow-it-all$P approach2$ and -onesty and Integrity 1Nour reputation is your most important asset as a mobili,er2. 5haracteristics of the trusted, reliable$ respected in the willing to able to show initiative willing to listen and make decisions based on what members say. group members community$ serve$ drive$

and

and

+a"an#e theory states that %hen tensions arise bet%een or inside peop"e6 they attempt to redu#e these tensions through se"$<persuasion or trying to persuade others. "ndividual "nterpretations: My interpretation o$ +a"an#e theory is that indi&idua"s ha&e #ertain attitudes %hi#h #an be represented by a p"us sign ="i4e> or a minus sign =dis"i4e>. (&ery indi&idua" has their o%n opinions there$ore peop"e do not a"%ays agree on the same things %hi#h #reates a $ee"ing o$ dis#om$ort or imba"an#e. !%o peop"e may $ee" the same about an idea and there$ore agree on it so they ha&e a $ee"ing o$ #om$ort or ba"an#e. #etatheoretical $ssumptions: +a"an#e theory is Humanisti#. (pistemo"ogi#a""y this theory has mu"tip"e truths in that humans try to redu#e tension through se"$<persuasion or persuading others. *nto"ogi#a""y this theory represents $ree %i"" in that peop"e #hoose %hether or not they "i4e or dis"i4e something. 3)io"ogi#a""y6 this theory is more &a"ue<"aden in that the theoreti#a" propositions are sub?e#ti&e and biased. %riti&ue: +a"an#e theory presents ana"yti# #onsisten#y in that the theoreti#a" assumptions $it together. !he method o$ in&estigation in this theory is time"y. !he theory is pra#ti#a"6 and has heuristi# &a"ue in that it #an be app"ied other p"a#es. "deas and "mplications:

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Reg. No: 61/19202 and Name: Mohammed Hussain +a"an#e theory proposes that there are three %ays in %hi#h a person #an $ee" ba"an#e. @irst the sour#e and re#ei&er #an both dis"i4e something and at the same time "i4e ea#h other6 so they e)perien#e #om$ort and ba"an#e. -e#ond6 the sour#e and re#ei&er #an ha&e a positi&e attitude to%ard an ob?e#t or idea and disp"ay positi&e $ee"ings to%ard one another6 there$ore e)perien#ing #om$ort and ba"an#e. !hird6 the sour#e and the re#ei&er #an disagree about an idea or ob?e#t and a"so dis"i4e ea#h other6 there$ore e)perien#ing #om$ort be#ause they 4no% that they disagree about the &a"ues o$ #ertain ob?e#ts or ideas. '(ample: 3dam "i4es to %at#h $ootba"" on te"e&ision6 and Aenah does not "i4e to %at#h $ootba"". Bet Aenah "i4es 3dam6 and &a"ues their re"ationship there$ore this system is no% in imba"an#e. 5$ Aenah %ou"d #hange her attitude about $ootba""6 this system %ou"d be in ba"an#e. Groups - Group Dynamics Organi,ational &ehavior 3evision Article Series

)roups
#he group is an important sociological unit of analysis in the sub)ect of organi,ational behavior.

Types of Groups
Simplest group is a two person group 1dyad2 Small groups and primary groups' Small group has the criterion of small si,e such that there is face-to-face interaction and communication among all members of the group. (rimary group is a small group with the additional criteria that there is a comradeship, loyalty, and common sense of values among members. An e+ample of primary group is family. #he work group of a person is also a primary group. All primary groups are small groups. &ut all small groups are not primary groups. 5oalition' 5oalition is a group of interacting individuals and is formed by members for a specific purpose. &ut it does not have a formal internal structure. Still its members act as a group for the specific purpose for which it is formed. %embership groups and 3eference groups' A person is a member in the membership group. #he group in which he wants to be a member is a reference group to him. %any times persons want to display the values of their reference groups.

)roup *!namics

9uthans made the statement, studying groups is especially valuable when the dynamics are analy,ed. In this conte+t it is important to know the meaning of the term group dynamics. *rganisationa" +eha&iour , Response -heet No. 2 11 . /age

Reg. No: 61/19202 and Name: Mohammed Hussain

One view is that group dynamics describes how a group should be organi,ed and conducted.

Another view is that group dynamics as a topic consists of techni*ues. In this view, role playing, brainstorming, focus groups, leaderless groups, group therapy, sensitivity training, team building, transactional analysis, and ohari window are techni*ues related to groups and they form the content of group dynamics.

A third view is that group dynamics includes the areas related to the internal nature of groups, the process of formation of groups, the structure of the group, internal processes of the group, the functioning of the group and the effect of the group on its members, other groups and organi,ation. 9uthans supported the third view and developed his chapter accordingly.

"roup formation, types, and processes$ the dynamics of informal roles and organi,ation$ and the dysfunctions of work groups and teams are all of particular relevance to the study of organi,ational behavior. "roups represent an important dynamic in the study and application of organi,ational behavior. "roup formation, types, and processes$ the dynamics of informal roles and organi,ation$ and the dysfunctions of work groups and teams are all of particular relevance to the study of organi,ational behavior.

+h! *o "nviduals ,orm )roups#he most basic idea is propin*uity. According to it, individuals affiliate with one another because of spatial or geographical pro+imity. A more comprehensive theory is that of "eorge -omans. It is based on activities, interactions, and sentiments. #he more activities the persons share, the more numerous will be their interactions and the stronger will be their sentiments. It is not physical pro+imity alone but shared activity and interaction and positive sentiment that lead to formation of groups. Theodore ,ewcom$5s &alance Theory ' According to this theory, persons are attracted to one another on the basis of similar attitudes toward commonly relevant ob)ects and goals. Once the relationship is formed, a balance is maintained between the attraction and the common attitudes. If an imbalance occurs, there is an attempt to restore the balance, and if the balance cannot be restored, the relationship dissolves. ()change Theory of Group Formation' An interaction between two or more persons has rewards and costs. 3ewards from interactions gratify needs. 5ost is incurred due to an+iety, frustration, embarrassment, and fatigue. (articipants in an organi,ation also form into groups for very practical economic, security, and social reasons. %any different types of groups are found in modern organi,ations. 5onceptually, there are primary groups, coalitions, and others such as membership and reference groups. "roups have been researched over the years, and findings from

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Reg. No: 61/19202 and Name: Mohammed Hussain classic social psychology studies, such as the one conducted by Schachter, have implications for organi,ational behavior.

Stages in )roup ,ormation

=. 4orming ' (eriod of uncertainty. (urpose, structure, task, leadership are not clear. ?. Storming' Structure evolves out of discussions, disagreements, confrontation and conflicts may arise. @. .orming' #he norms of the group are established. %ember settle into state of cooperation and collaboration. /e feeling is established and group identity is also established. A. (erforming' "roup is fully functioning for the accomplishment of group ob)ectives B. Ad)ourning' #he li*uidation of the group. %ore common in pro)ect establishments 1formal groups2 #he Schater Study on "roup (roductivity A highly cohesive group with positive leadership will have high productivity.

)roup '..ectiveness
In formal organi,ations, group effectiveness can be increased by the following actions =. Organi,ing work around intact groups. ?. 9et the group select, train, and reward its members. @. :se the group only to enforce norms for behavior both on the )ob as well as off the )ob. A. 6istributing rewards on a group basis. B. Allowing intergroup competition

"n.ormal )roups in Organi/ations

#he last half of the chapter 19uthans2 discusses and analy,es the dynamics of informal groups. Informal norms and roles and the informal organi,ation are very relevant to and often represent the real organi,ation. Informal structure coe+ists with every formal structure. #raditionally, only the dysfunctional aspects of informal organi,ation have been emphasi,ed. %ore recently, the functional aspects have also been recogni,ed. #he dynamics of the dysfunctions of groups were e+amined in terms of norm violation resulting in antisocial behaviors, role ambiguity8conflict, group think conformity, the risky shift phenomenon, and social loafing.

Teams
#he remainder of the chapter focused on teams per se. Initially, most publicity was given to *uality circles, but now self-managed teams are in the spotlight. Self-managed teams are beginning to become an established form of doing work to meet the high-tech, *uality challenges facing both manufacturing and service organi,ations. #o date, self-

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Reg. No: 61/19202 and Name: Mohammed Hussain managed teams have a *uite successful track record. In addition to self-managed teams, cross-functional and virtual teams are e+amples of new team forms that have also achieved success. "lobal teams in a multicultural environment have e+perienced some problems, but helpful solutions are forthcoming. /hether global or domestic, building effective teams re*uires long-standing principles regarding the creation of the proper environment in which support, commitment, rewards, communication, physical space, group si,e, membership, and cohesion are emphasi,ed. #hen, team effectiveness may be enhanced using team-building programs, collaboration, and effective leadership and by accounting for functional, demographic, or cultural diversity and global issues when teams are formed. 9uthans, 4red, Organi,ational &ehavior, Fth Edition, %c"raw -ill,..ew Nork, ?>>?.

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