GROUP Group: Two or more people with a common relationship is called group.

Types of groups: Two types of group are: (1) Formal Group & (2) Informal Group. (1) Formal Group: A designated work group defined by the organizations structure is called formal group. Formal groups are mainly two types. Which are: (a) Command group & (b) Task group. (a) Command Group: A group composed of the individuals who report directly to a given manager. (b) Task group: Those working together to complete a job or task. (2) Informal Group: A group that is neither formally structured now organizationally determined; appears in response to the need for social contact. Informal groups are mainly two types. Which are: (a) Interest group & (b) Friendship Group. (a) Interest Group: Those working together to attain a specific objective with which each is concerned. (b) Friendship Group: Those brought together because they share one or more common characteristics. Why People Join Group? 1. Shared Interests 2. Learning New Skills 3. Security 4. Decision Making 5. Problem Solving 6. Leadership 7. Self-Awareness 8. Goal Achievement 9. Status Group Development model?

Stages of Group Development

Role: A role is a set of expectations associated with a job or position on a team. Role Identity: Certain attitudes and behaviors consistent with a role. Role Perception: An individuals view of how he or she is supposed to act in a given situation. Role Expectations: How others believe a person should act in a given situation. Norms: Acceptable standards of behavior within a group that are shared by the groups members is called Norms. Types of Norms: Performance norms: Performance standard is set by the individual worker and approved by the superiors. These are general norms, industry standards prevailing in a particular type of industry and restricted to geographical limits. All the individuals are expected to fulfill their task within the stipulated time. If some worker is slow and can not cope up with the work load, is assisted by other group members. On the contrary if some worker produces more than what is required to do is reprimanded by the group members and discouraged to produce more than upper limits set by the organization so that management does not raise their expectations. Appearance norms: Appearance norms is related to dress code and code of conduct in the organization. In good organization dress while on work, dress for sports function or for dinner are laid down. In defense services such norms are inbuilt in the organizational culture. As regards to code of conduct, an individual is expected to be loyal and display total dedication to the organization he serves. Workers are not expected to report about fellow workers to the superiors. In the same way members are not expected to divulge company secrets to any other organization, no matter how much tension prevails between workers and management. Group norms is a very powerful tool for high productivity and maintenance of peaceful relationship among the fellow workers. Behavior Norms: Guidelines for general behavior are issued by the management so that all the employees display behavior in an identical manner. These guidelines may cover various aspects relating to the work. This may include time management, punctuality, salutation, showing respect to the views of other members behavior while on shop floor and level of professionalism that an individual should possess. These norms eventually take the form of organization culture and are very useful for bringing down the conflict or stress level among the group members Status: A socially defined position or rank given to groups or group members by others is called status. Evil or Deviant Workplace behavior: Antisocial actions by organizational members that intentionally violate established norms and result in negative consequences for the organization, its members, or both. Social Loafing: The tendency for individuals to expend less effort when working collectively than when working individually is called social loafing.

What to do increasing cohesiveness: Cohesiveness defines the degree of closeness that the members feel with the group. It identifies the strength of the members desires to remain in the group and degree of commitment to the group. Increasing group cohesiveness: 1. Make the group smaller. 2. Encourage agreement with group goals. 3. Increase time members spend together. 4. Increase group status and admission difficultly. 5. Stimulate competition with other groups. 6. Give rewards to the group, not individuals. 7. Physically isolate the group. Group versus individual decision making: Criteria of Effectiveness Groups Individuals Accuracy Speed Creativity Degree of acceptance Efficiency ORGANIZATIONAL CULTURE Culture: Culture is the set of understandings or meanings shared by a group of people. The meanings are largely tacit among the members, are clearly relevant to a particular group, and are distinctive to the group. Functions of Culture: (a) It gives members an organizational identity: Sharing norms, values and perceptions gives people a sense of togetherness that helps promote a feeling of common purpose. Culture provides shared pattern of cognitive perceptions or understanding about the values or beliefs held by the organization. This enables the organizational members how to think and behave as expected of them. (b) It facilitates collective commitment. The common purpose that grows out of shared culture tends to elicit strong commitment from all those who accept the culture as their own. It provides shared pattern of feelings to the organizational members to make them know what they are expected to value and feel. (c) It promotes systems stability. By encouraging a shared sense of identity and commitment, culture encourages lasting integration and cooperation among the members of an organization. It enhances social stability by holding the organizational members together by providing them appropriate standards for which the members should stand for. (d) It shapes behavior by helping members make sense of their surroundings. An organization culture serves as a source of shared meaning that explains why things occur the way they do. Organizational culture is not fully visible but felt. At less visible level culture reflects the value shared by organizational members. (e) It provides a boundary: Culture creates distinction between one organization and the other. Such boundary defining helps identify members and non-members of the organization. Culture facilitates the generation of commitment to something larger them ones individual self-

interest. It serves as a control mechanism that guides and shapes the attitude and behaviour of organizational members. (f) It helps organizational members stick to conformity and expected mode of behavior. Culture ensures that everyone thinks and behaves in a prescribed manner. When Culture be a liability? While organizational culture enhances organizational commitment and increases the consistency of employee behavior, there are potentially dysfunctional aspects of culture. It can be a barrier to change when the shared values are not in agreement with those that will further the organizations effectiveness. This is most likely to occur when an organizations environment is dynamic. It is inherently a barrier to diversity because hiring new employees who (because of race, gender, disability, or other differences) are not like the majority of the organizations members creates a paradox. Management wants new employees to accept the organizations core cultural values but, at the same time, wants to support the differences that these employees bring to the workplace. Strong cultures, therefore, can be liabilities when they effectively eliminate the unique strengths that diverse people bring to the organization or if they support institutional bias or become insensitive to people who are different. Finally, strong cultures can be a barrier to acquisitions and mergers. Historically, the key factors that management looked at in making acquisition/merger decisions were financial advantages and product synergy. Cultural compatibility has become the primary concern. Whether the acquisition actually works seems to have more to do with how well the two organizations cultures match up. Workforce diversity: Similarities and differences among employees in terms of age, cultural background, physical abilities and disabilities, race, religion, sex, and sexual orientation is called workforce diversity. Ethical culture: Ethical culture is defined as disciplined dealing with what is good and what is bad and what are moral duties and obligations. What is Workplace Spirituality? 1. Workplace spirituality is not about organized religious practices. It is not about God or theology. 2. Workplace spirituality recognizes that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community. Positive organizational culture: A positive organizational culture is an organization that is characterized by trust, honesty and fairness. This can be evident in daily interactions at work, and in employmentspecific events (i.e. performance reviews, discipline processes etc). Characteristics of positive organizational culture:

Centralization and decentralization Organizational Structure: How job tasks are formally divided, grouped, and coordinated Centralization is called organizational structure. The degree to which decision making is concentrated at Six key elements of Organizational structure: a single point in the organization. Decentralization 1. Work specialization 2. Departmentalization The degree to which decision making is spread 3. Chain of command throughout the organization. 4. Span of control Formalization 5. Centralization and decentralization The degree to which jobs within the organization are 6. Formalization standardized. High formalization Minimum worker discretion in how to get the job done Work specialization Many rules and procedures to follow The degree to which tasks in the organization are Low formalization subdivided into separate jobs. Job behaviors are non-programmed Division of Labor Employees have maximum discretion. o Makes efficient use of employee skills Simple Structure o Increases employee skills through repetition o Less between-job downtime increases productivity Simple structure is a structure characterized by a low degree of departmentalization, wide spans of control, authority o Specialized training is more efficient centralized in a single person, and little formalization. o Allows use of specialized equipment Can create greater economies and efficiencies but TEAM WORK not always Why Have Teams Become So Popular? Specialization can reach a point of diminishing Teams typically outperform individuals. returns Teams use employee talents better. Then job enlargement gives greater efficiencies than Teams are more flexible and responsive to changes in the does specialization environment. Departmentalization Teams facilitate employee involvement. The basis by which jobs are grouped together Teams are an effective way to democratize an Grouping Activities by: organization and increase motivation. Function Types of Teams Product Problem-Solving Teams Geography Groups of 5 to 12 employees from the same department who Process meet for a few hours each week to discuss ways of improving Customer. quality, efficiency, and the work environment. Chain of command Self-Managed Work Teams Authority The rights inherent in a managerial position to give orders Groups of 10 to 15 people who take on the responsibilities of their former supervisors. and to expect the orders to be obeyed Cross-Functional Teams Chain of Command Employees from about the same hierarchical level, but from The unbroken line of authority that extends from the top different work areas, who come together to accomplish a task. of the organization to the lowest echelon and clarifies Virtual Teams who reports to whom Teams that use computer technology to tie together physically Unity of Command A subordinate should have only one superior to whom he dispersed members in order to achieve a common goal. Work Team & Work Group or she is directly responsible. Work Team Span of control A group whose individual efforts result in a performance that The number of subordinates a manager can efficiently is greater than the sum of the individual inputs. and effectively direct Work Group Wider spans of management increase organizational A group that interacts primarily to share information and to efficiency make decisions to help each group member perform within Narrow span drawbacks: his or her area of responsibility. Expense of additional layers of management Increased complexity of vertical communication Encouragement of overly tight supervision and discouragement of employee autonomy.

Beware: Teams Arent Always the Answer Three tests to see if a team fits the situation: Is the work complex and is there a need for different perspectives? Does the work create a common purpose or set of goals for the group that is larger than the aggregate of the goals for individuals? Are members of the group involved in interdependent tasks? CONFLICT & NEGOTIATIONS Conflict: Is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. Transitions in Conflict Thought The belief that all conflict is harmful and must be avoided. Causes: Poor communication Lack of openness Failure to respond to employee needs Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group. Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. Types of Conflict Task Conflict Conflicts over content and goals of the work. Relationship Conflict Conflict based on interpersonal relationships. Process Conflict Conflict over how work gets done. The Conflict Process

Difference between Distributive & Integrative Bargaining Bargaining Distributive Integrative Characteristic Characteristic Characteristic Available Fixed amount of Variable amount of resources resources to be resources to be divided. divided. Primary I win, you lose I win, you win motivations Primary Opposed to each Convergent or interests other congruent with each other Focus of Short term Long term relationships Different roles in third-party negotiations: Mediator A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. Arbitrator A third party to a negotiation who has the authority to dictate an agreement. Conciliator A trusted third party who provides an informal communication link between the negotiator and the opponent. Consultant An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis. LEADERSHIP Leadership: Leadership can be defined as influence, that is, the area or process of influencing people so that they will strive willingly and enthusiastically towards achievement of group goals2. People should be brought to such a pitch of their devotion to duty that they not only work willingly, but also work with utmost zeal. The leaders are like front line captain, who not only inspires his soldiers by physical presence but also brings down accurate fire from supporting weapons (utilizing skills) and displays high degree of bravery and is not perturbed by danger of enemy fire. Leader instills values of honesty, takes calculated risk and displays concern for employees and customers. They do not stand and wait to see in despair things taking shape. Three Stages of Leadership: a) Power, b) Decision Making, c) Depend on Subordinates.

Distributive Bargaining Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation. Integrative Bargaining Negotiation that seeks one or more settlements that can create a win-win solution.