FOUNDATION OF GROUP BEHAVIORS

GROUP 5
 GROUP 5 MEMBERS
SL ID No. Name
1 24-013 Md. Uzzal Hossain
2 24-017 Nashat Mufrajah Twinkle
3 24-035 Md Saydul Islam
4 24-038 Tanzina Khan Orpa
5 24-050 Mostafa Ishmam
6 24-053 Marium Akter
7 24-094 Md Masud
8 24-251 Farhana Mahmud Aparna
9 23-170 Khondkar Shaffat Ahmed Mahim
Md. Uzzal Hossain

24-013
 “A group is two or more individuals, interacting &
interdependent, who have come together to achieve
particular objectives.”
formal group, we mean one defined by the
organization’s structure
Group formed to audit a company
informal group is neither formally structured nor
organizationally determined
Group formed to go on a tour
Why People Join Groups?
 Social identity theory proposes that people have
emotional reactions to the failure or success of their
group because their self-esteem gets tied into the
group’s performance.
When do people develop a social identity?
 Uncertainty
Similarity Distinctiveness Status Reduction
people who have the same how they are different from define themselves and helps some people
values or characteristics other groups increase self-esteem understand who they are and
how they fit into the world

59% 27% 9.3% 38%

 FIVE STAGE GROUP DEVELOPMENT MODEL

Forming Storming Norming Performing Adjourning

great deal of uncertainty about members accept the existence the group structure solidifies Group has been started to wrapping up activities and
the group’s purpose, structure, of the group but resist the and the group has assimilated perform required tasks and is preparing to disband
and leadership constraints it imposes on a common set of expectations fully functional
individuality
 CRITIQUES OF FIVE STAGE MODEL

N NON-LINEARITY
Process does not always
follow linear assumption

CONFLICT
Conflict may be conductive
C
to high performance

R REGRESS
Groups may not develop
rather regress back to
previous form

ASSUMPTION
Assumption of progressive
A
increase in effectiveness
not always true
Temporary groups with deadlines don’t seem to
follow the usual five-stage model
 PUNCTUATED EQUILIBRIUM MODEL
High

Completion
(Performance)

Phrase 2

Transition
First Meeting

Phrase 1

Low
Oct 7 Oct 11 Oct 16
(Time)
Khondkar Shaffat Ahmed Mahim
23-170
Properties of Group
 Status
socially defined position or rank
given to groups or group
members by others

Size Cohesiveness
Number of members in a group degree to which members are
effects the overall performance of attracted to each other and
the group motivated to stay in the group

Roles Norms
set of expected behavior are acceptable
patterns attributed to standards of behavior
someone occupying a given shared by their
position in a social unit members
R.K.Z TEX BD
 R.K.Z TEX BD
R.K.Z. Tex BD started its journey from 2014. It supplies
ecological standard textile chemicals such as printing
paste, dyestuffs etc as well as printing machinery. It is the
only Bangladeshi dealer of Taiwan Dyestuffs & Pigments
Corporation (TDP) and import most of their goods from
them. The company is run by Mr. Omor along with a
group who are also partners having invested in this
company.
 R.K.Z TEX BD
R.K.Z. Tex BD’s chief executive officer Mr. Omor, was previously
involved in another partnership business. That was also a textile
business, where he worked a lot. He solely performed maximum
tasks. But other partners (work group members) belonging to
aristocratic families and organization were indifferent to their
responsibilities. But they claim the equal portion of profit. So,
Mr. Omor left the previous business and formed his own
company, where he got four new colleagues.
Group Property 1: Roles
 Roles are a set of expected behavior patterns
attributed to someone occupying a given position in a
social unit
 ROLE PERCEPTION
Mr. Akash deals with Korean
exporters, he is perceived to be
extroverted and have good
negotiation skills.

ROLE EXPECTATION
ROLES Mr. Omor, the CEO, is expected to
be just, provide a good place and
communicate and give feed back to
employees.

ROLE CONFLICT
Mr. Omar has to perform the
marketing, communication,
administrative tasks. His roles
conflict as he can give less time on
individual roles.
Zimbardo’s Prison Experiment
 Zimbardo’s Prison Experiment
❑To study the roles people play in prison situations, Zimbardo converted a basement
of the Stanford University psychology building into a mock prison.
❑He advertised asking for volunteers to participate in a study of the psychological
effects of prison life.
❑Consistent with social identity theory, the guards came to see the prisoners as a
negative outgroup
❑The prisoners actually began to believe and act as if they were inferior and
powerless, as the guards constantly reminded them.
❑The simulation actually proved too successful in demonstrating how quickly
individuals learn new roles.
 R.K.Z TEX BD
Once an experienced and expert member of R.K.Z Tex BD was
promoted to a better position. After that he started to behave
rudely with the junior members. Suddenly one day, a junior
became aggressive and he misbehaved. Though the clash was
started by the senior, Mr. Omar criticized the junior only.
Because of the seniority, Mr. Omar couldn’t say anything.
Nashat Mufrajah Twinkle
24-017
Group Property 2: Norms
norms which are acceptable standards of behavior
shared by their members that express what they
ought and ought not to do under certain
circumstances
PERFORMANCE NORMS
how hard members should work,
what the level of output should be,
how to get the job done
what level of tardiness is appropriate

APPREARANCE NORMS
how to appear in the workplace
unspoken rules about when to look busy

SOCIAL ARRANGEMENT NORMS

with whom to eat lunch
whether to form friendships on and off the job

RESOURCE ALLOCATION NORM

assignment of difficult jobs
distribution of resources like pay or equipment
 R.K.Z TEX BD
R.K.Z Tex BD is the only distributor of Taiwan Dyestuffs &
Pigments Corporation in Bangladesh. Mr. Omor works with his
four colleagues as a group, where the norms were set from the
initiation of the business. Every night he mails his group about
tomorrow’s task. Every Friday there’s a meeting where the
problems are discussed. (Performance Norm)
 R.K.Z TEX BD
The performance norm of the R.K.Z Tex BD’s team is if you
complete your task, help others to complete. All credits are
attributed to the group. Omar believes people in a group love to
take personal credit, experienced guys consider themselves
special. He also believes if someone can’t cooperate with juniors
in a group, his skill doesn’t add enough value for a group.
Though skill and honesty both should be valued, sometimes
skills are more necessary.
Hawthorne Studies
 Hawthorne Studies
❑The Hawthorne researchers began by examining the relationship between the
physical environment and productivity.
❑Both physical (lighting) and monetary incentives were introduced to a control group
❑Workers in both the illumination and assembly-test-room experiments were really
reacting to the increased attention they received.
❑Output became controlled by a group norm that determined what was a proper
day’s work which shows monetary incentives are not enough.
❑Influence of group (norms) were significant in affecting individual behavior.
 R.K.Z TEX BD
Not very long after the start of R.K.Z Tex BD, a colleague was not
co-operative and always wanted personal credit. Others
complained against him. However, the colleague was an expert
member. So, Omar invited the group in a lunch, gave a gift
(monetary incentive) to the uncooperative colleague. The
colleague was satisfied, and the group cooperated with each
other. But after few months, the problems began to arise again,
so, uncooperative colleague was fired by the company
strategically. Hence, norms are important than incentives.
Tanzina Khan Orpa
24-038
Asch’s Conformity Experiment
Considerable evidence suggests that groups can place
strong pressures on individual members to change
their attitudes and behaviors to conform to the
group’s standard.
Target Line (x) A B C
 Asch’s Conformity Experiment
❑One card had one line, and the other had three lines of varying length, one of which
was identical to the line on the one-line card.
❑But what happens if members of the group begin giving incorrect answers?
❑The results over many experiments and trials showed 75 percent of subjects gave at
least one answer that conformed
❑They knew was wrong but was consistent with the replies of other group members.

❑During our class when the teacher asks a question, the first benchers often answer
first though the answer may be incorrect. If the question is asked again to someone
else from last bench knowing the answer, he/she hesitates to give a different
answer although knowing that his answer is correct.
Do individuals conform to the pressures of all the
groups to which they belong?
 Asch’s Conformity Experiment
❑Obviously not, because people belong to many groups, and their norms vary and
sometimes are contradictory.
❑They conform to the important groups to which they belong or hope to belong.
❑These important groups are reference groups, in which
➢ a person is aware of other members,
➢ defines himself or herself as a member or would like to be a member, and
➢ feels group members are significant to him or her.

❑In our class example, the respondent is hesitant only if the first answer is coming
from someone from a group (first benchers) in which the respondent (last bencher)
has significant reason to believe that the first benchers know the right answer.
Deviant Workplace Behavior
 voluntary behavior that violates significant
organizational norms and, thus, threatens the well-
being of the organization or its members
 Production Political
Workers leaving early, Colleagues showing
intentionally working favoritism, spreading
slowly and wasting rumors, blaming others
resources .

Typology

Property Aggression
Workers lying about Physical and mental
hours worked, stealing aggression towards
from the organization others in workplace
 R.K.Z TEX BD
After joining R.K.Z Tex BD last year, a newcomer became very
active. Other group mates didn’t appreciate that. They didn’t
keep pace with the junior. Mr. Omor sensed that they felt
jealous, when the newcomer got extra bonus for his outstanding
performance. That was really a problem, because it created
unfriendly environment.
Marium Akter
24-053
Group Property 3: Status
a socially defined position or rank given to groups or
group members by others
What Determines Status?
 POWER
The power a person wields over
others as they control the
resources or outcomes.

ABILITY
A person’s ability to contribute to a
STATUS group’s goals. People whose
contributions are critical to the group’s
success tend to have high status.

CHARACTERISTICS
Someone whose personal
characteristics are positively valued
by the group (looks, intelligence,
money, or a friendly personality)
typically has higher status
What are some effects of status?
 Status & Norms
❑Status has some interesting effects on the power of
norms & pressures to conform.
❑High-status individuals are often given more freedom to
deviate from norms than are other group members.
❑High-status people are also better able to resist
conformity pressures than their lower-status peers
❑An individual who is highly valued by a group but
doesn’t need or care about the group’s social rewards is
particularly able to disregard conformity norms.
 Status & Group Interaction
❑High-status people are more assertive group members. They:
❑speak out more often,
❑criticize more, state more commands, and
❑interrupt others more often
❑But status differences actually inhibit diversity and creativity
❑Expertise and insights that could aid the group,
❑Failure to fully utilize them reduces the group’s overall
performance.
 Status Inequity
❑Perceived inequity creates disequilibrium, which inspires
various types of corrective behavior.
❑Large differences are associated with poorer individual
performance and higher intentions to leave the group.
❑Cultural differences affect status and the criteria that create it.
❑In Bangladesh, status is derived from family or work position
Farhana Mahmud Aparna
24-251
Group Property 4: Size
Size of a group affect the group’s overall behavior.
Smaller groups are faster at completing, and
individuals perform better in smaller groups.
Comparative Analysis of Group Size
Attributes Small Large
Overall Performance

Speed

Individual Performance

Problem Solving

Fact Finding Goals

Diversity
Social Loafing
 social loafing is the tendency for individuals to
expend less effort when working collectively than
alone
Max Ringelmann’s Rope Pulling Experiment
Max Ringelmann’s Rope Pulling Experiment
 Reasons for Social Loafing
❑These are some of the standard explanations put forward for the
social loafing effect:
❑People expect each other to loaf.
❑Anonymity. When groups are larger the individuals
become more anonymous.
❑No standards. Often groups don’t have set standards so
there’s no clear ideal for which to aim.
 Prevention for Social Loafing
❑There are several ways to prevent social loafing:
❑Set group goals
❑increase intergroup competition
❑engage in peer evaluation
❑select group friendly members who have high motivation
❑group rewards on member’s unique contributions.
Md Masud
24-094
Group Property 5: Cohesiveness
Degree to which group members are attracted to
each other and are motivated to stay in the group
 Reasons of Cohesiveness
❑Some work groups are cohesive because
❑members have spent a great deal of time together, or
❑group’s small size facilitates high interaction, or
❑external threats have brought members close together
Group Cohesiveness, Norms, Performance Matrix

COHESIVENESS

HIGH LOW

HIGH MODERATE
PERFORMANCE NORMS

HIGH

PRODUCTIVITY PRODUCTIVITY

LOW MODERATE TO LOW

LOW

PRODUCTIVITY PRODUCTIVITY
Md Saydul Islam
24-035
Group Property 6: Diversity
degree to which members of the group are similar to,
or different from, one another.
 Implications of Diversity
❑Culturally and demographically diverse groups may perform better over
time—if they can get over their initial conflicts
❑Although differences can lead to conflict, they also provide an opportunity
to solve problems in unique ways.
❑The impact of diversity on groups is mixed.
❑It is difficult to be in a diverse group in the short term.
 R.K.Z TEX BD
The group of R.K.Z Tex BD is diversified enough.
There is a chemist, a negotiator, an accounts officer
from different geographical location and different
educational background working together in
harmony and for the betterment of the company.
Mostafa Ishmam
24-050
SELISE BANGLADESH
 SELISE BD
SELISE is an international software firm specializing in driving
business performance through strategy consulting, software
development and content creation. The heart of SELISE is rapid
application development for web, and mobile, using highly
scalable and modular technology stacks.
 SELISE BD
Recently SELISE has implemented a strategy to break its large
workforce into smaller groups who will perform particular tasks.
Each group will have a senior member who will coordinate and
oversee the groups performance.
Are group decisions preferable to those made by an
individual alone?
 Group Strengths
❑More complete information and knowledge
❑More creative solutions
❑Increased acceptance of decisions
❑Increased accuracy
 Group Weaknesses
❑Conformity pressures from peers
❑Time consuming activity
❑Ambiguous responsibility
❑Discussion dominated by few members
Groupthink and Groupshift
 Two by-products of group decision making have the
potential to affect a group’s ability to appraise alternatives
objectively and arrive at high-quality solutions.
Groupthink, relating to norms, describes situations in which
group pressures for conformity deter the group from
critically appraising unusual, minority, or unpopular views.
 Groupshift describes the way group members tend to
exaggerate the initial positions they hold when discussing a
given set of alternatives and arriving at a solution.
 SELISE BD
When experienced programmers talk about ways of solving a
problem, newcomers or even regular members may deter from
expressing their views on solving the same problem with a
different approach due to conformity pressures.
 Minimize Groupthink
❑Reducing the size of the group
❑Appointing a “devil’s advocate”
❑Encouraging leaders to be impartial
❑Using exercises that stimulate active diversified discussion
Group Decision Making Techniques
 Most common form of group decision making takes place in
interacting groups where members meet face to face and
rely on both verbal & nonverbal interaction to communicate.
 SELISE BD
In brainstorming sessions, members of SELISE BD sit together to
think and discuss various ways of solving a problem. They come
up with handful of ideas; some of which are great, others not so
much. There’s no conformity pressure as ideas are not judged.
 SELISE BD
Due to the Covid-19 pandemic, physical operations have mostly
shut down and almost all of the work is done online. Members
now work from home, where face to face meetings are replaced
with online meetings through Google Meet. This is a typical
example of electronic meeting.
WE ARE OPEN FOR QUESTIONS!!!
THANK YOU!