ABASYN UNIVERSITY

ISLAMABAD
CE-406 ENVIRONMENTAL ENGINEERING – II

SUBMITTED BY
WAQAR AHMAD (5168)
Submitted to
ENGR.NAHEED AKHTAR
Civil Engineering Department
Abasyn University Islamabad
Campus (AUIC)
Chak Shahzad, Islamabad, Pakistan
 DESCRIBE THE IMPORTANCE OF GROUPS ITS FIVE STAGES INVOLVED IN
ORGANIZATIONAL BEHAVIOR. ILLUSTRATE THE GROUP'S WORTH WITH
SUITABLE EXAMPLES. NARRATE GROUP DECISION-MAKING TECHNIQUES,
BY ADDING EXAMPLES FROM MEGA ORGANIZATION.

IMPORTANCE OF GROUPS: WHY PEOPLE JOIN GROUPS

The importance of groups can be understood by its very nature. Here people are associated with each other because
they have common interests as mentioned above. Apart from that, people join groups for a multitude of reasons.
A major reason is that group membership often results in some form of need satisfaction on the part of the
individual. These needs could be classified as following:

Need for Companionship – groups provide the members an opportunity to be simply be in the company of other
people who share common interests.

Need for Survival and security – being a part of a group satisfies the individuals need for safety and security.

Need for Affiliation and status – sometimes people do join the groups as they bestow them with certain status
and fulfils their need for affiliation.

Need for Power and control– with group membership come the opportunity for assuming leadership roles and
to exert power and influence others.

Need for Achievement – groups also helps the individuals in achieving more than they could achieve alone.

Organizations typically form groups to accomplish work related tasks. However, a member of a work group may
unintentionally reap numerous benefits that are independent of the original group construct.

Groups: -

Two or more individuals, interacting and interdependent, who come together to achieve particular objectives
Formal
• Defined by the organization’s structure
Types
• Command – determined by the organization chart
• Task – working together to complete a job task
Informal
• Neither formally structured nor organizationally determined
Types
• Interest – affiliate to attain a specific objective of shared interest
• Friendship – members have one or more common characteristics
FIVE STAGES INVOLVED IN ORGANIZATIONAL BEHAVIOR.

Forming: During this stage, there's typically uncertainty as members get to know each other and the group's
purpose, structure, and leadership are clarified. It's a time of orientation and exploration as individuals figure
out their roles and how they fit into the group.

Storming: Here, conflicts and tensions arise as members start to assert themselves, express their opinions, and
challenge the group's direction or constraints. It's a phase where differences are surfaced and addressed, often
leading to intragroup conflict as members negotiate their roles and responsibilities.

Norming: As conflicts are resolved, the group begins to establish cohesion, trust, and a sense of identity.
Norms and standards of behavior are developed, helping to regulate interactions and guide the group's
functioning. This stage is characterized by increased cooperation and collaboration as members align around
common goals and values.

Performing: At this stage, the group operates at its peak efficiency, with members fully functional and
focused on achieving their goals. Roles are well-defined, communication is clear and effective, and there's a
high level of coordination and synergy within the group. Productivity is maximized as the group works together
seamlessly to accomplish tasks and deliver results.

Adjourning: In the case of temporary groups, this stage involves the dissolution of the group once its
objectives have been met or its purpose no longer exists. It's a time for reflection, celebration of achievements,
and saying goodbye as members transition out of the group. For more permanent groups, this stage may involve
redefining goals or roles as the group evolves over time.

Illustrating Group's Worth:

Innovation and Problem-Solving: Groups provide a diverse pool of perspectives and expertise, fostering
innovation and effective problem-solving. For instance, at Google's X Lab, interdisciplinary teams collaborate
to develop moonshot projects like self-driving cars and delivery drones, leveraging their collective skills and
knowledge to tackle complex challenges.
Enhanced Decision-Making: Groups can make better decisions than individuals alone by pooling knowledge
and considering various viewpoints. In mega organizations like Apple, product development teams engage in
collaborative decision-making processes to design new products and features, incorporating input from
engineers, designers, marketers, and user experience specialists.
Increased Motivation and Engagement: Working in groups can boost motivation and engagement as members
support each other, share successes, and collectively strive towards common goals. At Amazon, cross-functional
teams participate in initiatives like the "Working Backwards" process, where employees from different
departments collaborate to develop customer-centric solutions, fostering a sense of ownership and commitment.
Risk Mitigation: Groups can help mitigate risks by identifying potential pitfalls and developing contingency
plans. For instance, in multinational financial institutions like J.P. Morgan Chase, risk management committees
consisting of experts from various domains analyze market trends, assess potential risks, and devise strategies to
mitigate financial exposure, safeguarding the organization's interests.
Group Decision-Making Techniques:
Consensus Decision-Making:

Example from Google: When Google's product development teams gather to decide on new features for their
search engine, they often use consensus decision-making. Each team member contributes ideas and
perspectives, and discussions continue until everyone agrees on the best approach. This ensures that decisions
are well-rounded and receive buy-in from all team members.

Voting:

Example from Amazon: In Amazon's corporate environment, voting is commonly used in meetings of cross-
functional teams to decide on project priorities. For instance, when determining which projects to prioritize for
the upcoming quarter, team members vote on the initiatives they believe will have the most significant impact
on customer satisfaction and business growth.

Brainstorming:

Example from Apple: Apple frequently utilizes brainstorming sessions in its design and development processes.
For instance, when designing a new iPhone model, Apple's design team conducts brainstorming sessions where
members freely share ideas for features, aesthetics, and user experience improvements. This collaborative
approach fuels creativity and innovation in product design.

Delphi Technique:

Example from Microsoft: Microsoft employs the Delphi technique in strategic planning sessions involving top
executives. For instance, when setting long-term goals for the company's cloud computing division, Microsoft's
executive leadership team engages in a Delphi-style process where each member provides input anonymously.
This allows for unbiased contributions and helps reach consensus on strategic directions.

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