First Slide:

Chapter 9: Foundations of Group Behavior

Introduction and Lesson Proper
Prepared by: Jonna Timonan

Second Slide:

"Two are better than one, because they have a good return for their labor. If either
of them falls down, one can help the other up. But pity anyone who falls and has no
one to help them up." Ecclesiastes 4:9-10

Pop out pictures: one by one

Source: Mabuhay Travel Source: Zenrooms by Cielo Fernando

Source: goodnewspilipinas.com Source: http://www.artnet.com/

Third Slide:

GROUPS

Source: © Shutterstock

Pop out:

1st: Students work with other students to share ideas, experiences and views. A group
might also share workloads, for example in practical or secondary sources research
investigations.

2nd: Defined as two or more individuals who come together to achieve a

set goal. Fourth Slide:

FORMAL GROUP

Source: pinclipart
Pop out:

1st: Sales Department

This group is formally established by the organization with defined goal: To increase Sales
in the company.

2nd: Formal Group where the organization establishes the group with defined work tasks
and outcomes.

Fourth Slide:

FORMAL GROUP

Source: https://www.marketing91.com/

. Pop out:

1st: Friendship Group

2nd: Informal Group is not part of the organizational structure. They are often
established in reaction to a need for social interaction and form naturally.

References:

https://www.reference.com/world-view/examples-formal-groups-7cfc8b90eb5ecde6
https://opentextbc.ca/organizationalbehavioropenstax/chapter/work-groups-basic-
considerations/#:~:text=Examples%20of%20formal%20groups%20include,basis%20to%20ac
complish%20prescribed%20tasks.

https://edu.rsc.org/assessment-for-learning/working-in-groups-principles-of-assessment-for-
learning/4012315.article

HUMAN BEHAVIOR IN ORGANIZATION

GROUP WORK

SLIDE 1:

THE FIVE STAGE MODEL

PREPARED BY: ANGEL ROSE BORJA

SLIDE 2:

FIVE STAGE MODEL

 Psychologist Bruce Tuckman described how teams move through stages known
as forming, storming, norming, performing, and adjourning.

SLIDE 3:

FORMING

Orientation: Members getting to know one another

 Forming is the first stage in group development and is characterized by much
UNCERTAINTY since members are starting to figure out their purpose, structure
and
leadership.
 Groups initially concern themselves with orientation accomplished primarily through
testing.
 Members are concerned about exploring friendship and task potential

SLIDE 4:

STORMING
 Conflict: Disagreements about roles and procedures
• Storming is the second stage in group development and is characterized by
INTERGROUP CONFLICT.
 The conflict often arises due to clashing working styles between team members
 Members start to communicate their feelings but still view themselves as
individuals rather than part of the team. They resist control by group leaders and
show hostility.

SLIDE 5:

NORMING

Structure: Establishment of rules and social relationships

 Resistance is overcome in the third stage which sense of cohesiveness develops, new
standards evolve, and new roles are adopted.
 Outcome of this stage are member involvement, and mental support since group
harmony emerges.
 Conflicts in this stage are easier to resolve since they already establish good
relationship.

SLIDE 6:

PERFORMING

Work: Focus on completing the task

• Group productivity is at its peak, teamwork and task accomplishments are seen in
this stage.
 At this stage group members continue to work together, understand responsibilities
and are able to adapt successfully as opportunities and demands change over time.
 Members handle internal disagreements in creative ways.

SLIDE 7:

ADJOURNING
 Dissolution: Completion of task and end of the group
• Adjourning is the last stage in group development.
• If the group is only temporary, they will wrap up activities.
• Sometimes, disbanding of the group might cause feeling of loss of friendship and
fulfillment at task performance for the former members. In order to avoid those
feelings,
leader can facilitate closure by recognizing and rewarding members by their group
performance.

SLIDE 8:

NOTE: A temporary group usually do not follow the five-stage model. They follow a
punctuated equilibrium model.

SLIDE 9:

What is a Punctuated Equilibrium Model?

 In this model, revolutionary change occurs in brief, punctuated bursts, generally
catalyzed by a crisis or problem that breaks through the systemic inertia and shakes up
the deep organizational structures in place.

 The first meeting sets the group’s direction, after which a period of inertia
sets in until about half the group’s allotted time is used up;

 At that point, a transition initiates major changes, followed by a second

period of inertia

 The group’s last meeting is characterized by a much higher level of activity

PICTURE TO BE INCLUDED IN THE FIRST SLIDE

SOURCES:

PUP Instructional Material HBIO

https://www.masterclass.com/articles/how-to-recognize-the-5-stages-of-group-
development#what-is-tuckmans-model-of-group-development

https://www.youtube.com/watch?v=oNm5n7LibAg

https://infed.org/mobi/bruce-w-tuckman-forming-storming-norming-and-performing-in-
groups/

https://www.wcupa.edu/coral/tuckmanStagesGroupDelvelopment.aspx

https://opentext.wsu.edu/organizational-behavior/chapter/9-2-group-dynamics/

1st

GROUP DECISION-MAKING TECHNIQUES

There are a lot of Group Decision-making Techniques that could help us in

conducting group discussions and making group decisions. These are the most

common techniques to use:

BRAINSTORMING

THE DELPHI METHOD

NOMINAL GROUP TECHNIQUE

POSSIBILITY RANKING

THE STEPLADDER TECHNIQUE

IINTERACTING GROUPS

RINGI TECHNIQUE
2nd

I. BRAINSTORMING

 This gives the debate a free-flowing format and allows everyone in the

team to share their thoughts on how to address a given scenario.

II. THE DELPHI METHOD

 This group decision-making procedure aggregates all your team's ideas

into a smaller list of possible approaches for the group leader to break

down.

III. NOMINAL GROUP TECHNIQUE

 The nominal group technique builds on the brainstorming discussion by

including a voting process at the end.

3rd IV. POSSIBILITY RANKING

 Possibility ranking is the process of identifying the best option by using a

vote system or compiling a list of ideas and approaches as a group.

V. THE STEPLADDER TECHNIQUE

 Before anyone may be persuaded by the rest of the group, the stepladder

technique encourages each team member to share their personal

perspective on a topic.

- Present your team with the job before meeting as a group.

- Create a core group of two members and have them discuss the task or

issue.

- To the core group, add a third member. Before the first two members
hear the ideas that have already been discussed, this third member introduces

ideas to them.

-Add a fourth, fifth, sixth, and so on to the group using the same

procedure. After each new member has expressed their viewpoints, ensure that

there is enough time for debate.

-After everyone has been brought in and their thoughts have been

discussed, make a final choice.

4th

VI. INTERACTING GROUPS

 Meet face to face and rely on verbal and non-verbal interactions to

communicate.

VII. RINGI TECHNIQUE

 Japanese decision-making technique used for dealing with controversial

topics. It's a bottom-up method that bypasses the typical hierarchical

structure.

Elements or Properties of Group (1st slide)

Group Properties are divided into six:
- Role
- Norms
- Status
- Size
- Cohesiveness
- Diversity
 Group Property 1: Role (2nd slide)

= set of expected behavior patterns to someone with a given position in a social unit.

Role perception
- someone's perception or view of how we're supposed to act in a given situation.
Role expectation
- defined as the way others believe you should act in a certain situation.
Role conflict
- occurs when others have different perception or expectations of someone's role.

Group Property 2: Norms (3rd slide)

= a behavior which dictates the members of the group of how they should act under certain
circumstances.

There are common classes of Norms:

Performance Norms
Appearance Norms
Social Norms
Resources Norms

Several Studies which support this group property: (4th slide)

Hawthorne Studies (1920's and 1930's)

- according to this study, people's work performance is dependent on social issues and job
satisfaction.

Asch Studies (1950's)

 - the study also found that people were willing to ignore reality and give an incorrect
answer in order to conform to the rest of the
group.

There are factors that influence Ash Confirmity: (5th slide)

1. People are present

Confirmity increases when... 2. Task becomes more difficult
3. Other members of the group are of a
higher social status

Confirmity decreases when... 1. People are able to respond privately

Deviant Workplace Behavior (6th slide)

- a voluntary behavior
- violates significant organizational norms
- threatens the well-being of the organization and/or its members

Group Property 3: Status (7th slide)

= socially defined position that is given to group or group's member by others.

Status can have an impact on a few things on group:

Impact Norms
Impact group interactions
Impacts perceived equity in group

GROUP PROPERTY # 4
SIZE (1st slide)
- Important factor in group behavior
- Impacts behavior in groups

2 KINDS OF GROUP SIZE (2nd slide)

1. Larger Groups

- Hard to get contributions from all the members in timely manner

- Social loafing can occur
- Generates more facts and solutions

2. Smaller Groups

- Limited in their problem-solving ability

- Limited availability of resources

GROUP PROPERTY # 5
COHESIVENESS (3rd slide)
- Members of groups are attracted to each other
- Motivated to stay in a group
- United

7 ENCOURAGING COHESIVENESS (4th slide)

1. Make the group smaller
2. Encourage agreement with group goals
3. Increase the time spent together
4. Increase the status and perceived difficulty of a group membership
5. Stimulate the competition with other groups
6. Give rewards to the group rather than to individual members
7. Physically isolate the group

GROUP PROPERTY # 6
DIVERSITY (5th slide)
- Either similar or different from each other
- The said differences from the group can develop and increase conflicts, may it be
cultural or demographic or even personal interests and perspectives.
- However, once these conflicts/problems are solved, the group (as diverse) can perform
better than a non-diverse group
Under diversity, there are; (6th slide)
1. Faultlines
- split groups into 2 or more subgroups (may it be because of the differences/similarities in
race, age, gender, life choices, reasoning, education, experiences, etc.)
- Splits are generally detrimental to group functioning and performance.

2. Groupthink (7th slide)

- Occurs when a group of individuals reaches a consensus without critical reasoning.
- Common problem in groups is groupthink.
- Happens when group members desire to maintain good relations becomes more
important than reaching a good decision.
- This can be minimized by limiting the group size and by having a member who is
always trying to look at things from different perspectives.
Ways to avoid Groupthink (8th slide)
 Includes participation from all employees involved in the decision
 Introduces alternative viewpoints for discussion
 Rewards employees for vocalizing opinions outside the norm
 Examines the risks and benefits of more than one option or plan
 Encourages constructive dissent as a healthy part of the discussion
 Analyzes information objectively
 Includes information from outside sources when necessary, for additional objectivity
 Shows the team that the leader can be vulnerable and may not always have the best
answers

3. Groupshift (9th slide)

- The group’s decisions, opinions and reasoning are shadowed by individual’s decision.
- Members tend to exaggerate their initial positions when discussing alternatives and
arriving at solutions.
- Can cause a shift to a more conservative or risky decisions.

Sample in Evaluating Group Effectiveness (12th slide)

 SUMMARY (13th slide)
• Groups are defined as two or more individuals who come together to achieve a set
goal.

Two main types of groups

• Formal group
• Informal group

(14th slide)
• Hawthrone studies found that worker behavior was highly influenced by group
norms and that individual productivity was influenced by the standards the group
set forth.
 Asch studies found that groups can encourage members to change their attitudes
and behaviors to be more in line with those of the other group members.
• Deviant Workplace Behavior: Voluntary behavior that violates significant
organizational norms and, in doing so, threatens the well being of the organizations
or its members.

(15th slide)
• Groupthink
• Group-shift

PREPARED BY: PRINCESS ANN GAMBOA