PRESENT

GROUP V

CHAPTER-
Presents
IX
Foundations of Group Behavior
 GROUP
"Two are better than one, because they have a good return for their

S
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

Source:goodnewspilipinas.com
Source: Mabuhay Travel
Groups… 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.

Defined as two or more individuals

who come together to achieve a set
goal.
 L
A
MUP
RO
O
F GR
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.

Defined as two or more individuals who

come together to achieve a set goal.
 L
A
M
R UP
O
F O
R
I N G
Friendship Group

Informal Group is not part of the organizational

structure. They are often established in reaction
to a need for social interaction and form
naturally.
FIVE S
T AG E S
MOD
L Bruce Tuckman
Psychologist
described how teams move
through stages known as forming,
storming, norming, performing, and
adjourning.
 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.

FORMING
 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.

TORMING
 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.

NORMING
 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.

PERFORMIN
 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.

ADJUSTING
NOTE:
A temporary group usually do not
follow the five-stage model. They
follow a PUNCTUATED EQUILIBRIUM
MODEL.
NCTUA
TED EQ
UILIBRI
MODEL UM The first meeting sets the group’s
direction, after which a period of
inertia sets in until about half the
 In this model, revolutionary change
group’s allotted time is used up;
occurs in brief, punctuated bursts,
generally catalyzed by a crisis or
problem that breaks through the At that point, a transition
systemic inertia and shakes up the initiates major changes,
deep organizational structures in followed by a second period of
place. inertia

The group’s last meeting is

characterized by a much
higher level of activity.
 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:

BRAINSTORMIN POSSIBILITY
G RANKING
THE DELPHI THE STEPLADDER
METHOD TECHNIQUE

NOMINAL GROUP IINTERACTING

TECHNIQUE GROUPS
RINGI
TECHNIQUE

GROUP DECISION-
MAKING
TECHNIQUES
 II. THE
DELPHI
METHOD

I. III. NOMINAL
AINSTORMIN GROUP
G
TECHNIQUE

GROUP DECISION-MAKING TECHNIQUES

 GROUP DECISION-MAKING TECHNIQUES

I. II. THE III.

BRAINSTOR DELPHI NOMINAL
ThisMING
gives the debate METHOD
This group GROUP
The nominal group
a free-flowing decision-making TECHNIQUE
technique builds on
format and allows procedure the brainstorming
everyone in the team aggregates all your discussion by
to share their team's ideas into a including a voting
thoughts on how to smaller list of process at the end.
address a given possible approaches
 V. THE
IV. STEPLADDER
POSSIBILITY TECHNIQUE
RANKING

GROUP DECISION-MAKING TECHNIQUES

 IV. II. THE DELPHI
POSSIBILITY METHOD
RANKING
Before anyone may Before anyone may be persuaded by the
be persuaded by the rest of the group, the stepladder technique
rest of the group, encourages each team member to share
the stepladder their personal perspective on a topic.
technique
encourages each
team member to
share their personal
perspective on a
topic.
 VII. RINGI
VI. TECHNIQUE
INTERACTIN
G GROUPS

GROUP DECISION-MAKING TECHNIQUES

 VI. VII.
INTERACTIN RINGI
G GROUPS
Meet face to face and Japanese TECHNI
decision-making
rely on verbal and technique usedQUE
for dealing with
non-verbal controversial topics. It's a
interactions to bottom-up method that
communicate. bypasses the typical
hierarchical structure.
ELEMENTS ORPROPERTIES O F
GROUP

DIVE
R-
ROL
SITY E
COHESIV GROUP
E-NESS P R O P E R T NORM
Y S

SIZE STATUS
NOTIFICATION

6
 ROLES
set of expected behavior patterns to someone
with a given position in a social unit.
 ROLES
ROLE PERCEPTION
 someone's supposed Perception or
view of how we're 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.
 NORMS
a behavior which dictates the members of
the group of how they should act under certain
circumstances.
 NORMS
There are common classes of
Norms:

 Performance Norms
 Appearance Norms
 Social Norms
 Resources Norms
 NORMS
Several Studies which support
this group property:
Hawthorne Studies (1920's and
1930's)
 according to this study, people's work
performance is dependent on social
issues and job satisfaction.
 NORMS
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.
 NORMS
There are factors that influence Ash
Confirmity:
Confirmity increases 1. People are present
when... 2. Task becomes
more difficult
3. Other members of
the group are of a
higher social status.

Confirmity decreases 1. People are able to

when... respond privately
D E V I A N T W O R K P L A C E
B E H A V I O R
 DEVIANT WORKPLACE
BEHAVIOR

 a voluntary behavior
 violates significant organizational
norms
 threatens the well-being of the
organization and/or its members
 STATUS
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
 SIZE
-Important factor in group behavior
-Impacts behavior in groups
 SIZE
2 KINDS OF GROUP SIZE :
Larger Groups

 Hard to get contributions from all the

members in timely manner
 Social loafing can occur
 Generates more facts and solutions

Smaller Groups

 Limited in their problem-solving ability

 Limited availability of resources
 COHENSIVENESS
-Members of groups are attracted to each other
-Motivated to stay in a group
-United
 COHENSIVENESS
7 ENCOURAGING COHESIVENESS :

 Make the group smaller

 Encourage agreement with group goals
 Increase the time spent together
 Increase the status and perceived
difficulty of a group membership
 Stimulate the competition with other
groups
 Give rewards to the group rather than to
individual members
 Physically isolate the group
DIVERSITY
 DIVERSITY
 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;
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
 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

 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
 GROUPSHIFT

 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.
SUMMARY
 Sample in
Evaluating Group
Effectiveness
• are defined as two or more
individuals who come • Formal group
together to achieve a set • Informal group
goal.

Two Types of
GROUP Groups
found that worker behavior was
highly influenced by group
norms and that individual
productivity was influenced by
the standards the group set
forth.
HAWTHRONE
STUDIES
found that groups can Voluntary behavior that
encourage members to violates significant
change their attitudes and organizational norms and,
behaviors to be more in in doing so, threatens the
line with those of the other well being of the
group members. organizations or its
members.
ASCH DEVIANT
WORKPLACE
STUDIES BEHAVIOR
• are defined as two or more
individuals who come • Formal group
together to achieve a set • Informal group
goal.

GROUPTHI GROUP-
NK SHIFT
 Gamboa,
Timonan, Faminial, Iglesio, Joana Princes
Borja, Angel Niez, Atasha
Jonna Glei
01 02 03 04 05 06

GROUP-5
 THE END 