ORGANIZATIONAL

BEHAVIOUR PRESENTATION
GROUP MEMBERS :

• TALHA SHAKEEL
• YUMNA ABEER
• MADIHA SIDIQUIE
• KAINAT SULEMAN
• TALHA SAFDAR
• AHMED
• NAUREEN
 What is the Group in an
Organization:

• Group is a community consisting of one or more

individuals who interact with each other in order
to accomplish a certain goal.
 Characteristics of Groups :
1) Two or more persons

2) Groups norms ( rules

an regulations )

3) Group composition
( Heterogeneous or
Homogeneous )

4) Shared Goal ( group

goal )
 Reasons for Formation of Groups :
1) The need for companionship.

2) Understanding from friends

3) Job satisfaction

4) Protection of members
 Types of Groups :

There are two types of groups in an Organization

1) Formal group

2) Informal group
 Formal Group:
• A formal group is a legitimate
subunit of the organization
which is duly established.

• A formal group is created by the

management to carry out some
of the specific work to achieve
some goals of the organization.

• Committees, project teams, task

forces etc., are all examples of a
formal group.
Informal Groups:
• Informal groups are created
due to socio-psychological
forces operating at the work
place.

• They arise spontaneously on

the basis of friendship and
like-thinking which may or
may not be work related.
Such groups are the creation
of natural desire of human
being to interact.
 Advantages of making Groups in
an organization :
1) A group creates a pleasant and satisfying
environment for its members.

2) All needs and desires of its members are easily

satisfied.

3) Work-performance becomes easier and better

due to mutual cooperation.

4) Individuals feel secured in a group.

 Disadvantages of Groups in an
organization :

1 ) Groups resist innovation and change in work

methods.

2) Groups often spread rumors affecting the smooth

working of the organization

3) Jurisdictional disputes among groups create

problems for management.
TYPES OF GROUPS:

1. Command Group
2. Task Group
3. Interset Group
4. Friendship Group
 COMMAND GROUP:

• COMMAND GROUP: A group composed of

individual who report directly to a given
manager.
 TASK GROUP:

• TASK GROUP: A group of people working

together to complete a job task.

• All command groups are task groups.

• But all task groups are not command groups.

 INTEREST GROUP:

• INTEREST GROUP: People working together to

attain a specific objective with which each is
concerned.
 FRIENDSHIP GROUP:

• FRIENDSHIP GROUP: People brought together

because they share one or more common
characteristics.
 WHY DO PEOPLE JOIN GROUPS:
• Security mirrors strength in numbers. Status
pinpoints a prestige that comes from belonging
to a specific group. Inclusion in a group is
considered as important because it provides
recognition and status.
• Self-esteem transmits people’s feelings of self-
worth. Membership can sometimes raise
feelings of self-esteem like being accepted into a
highly valued group.
• Group represent power. What mostly cannot be
achieved individually becomes possible with
group effort.
 WHY DO PEOPLE JOIN GROUPS:
(CONTINUE)
• Affiliation with groups can meet one’s social
need. Work groups significantly contribute to
meet the need for friendship and social relations.

• People may join a group for goal achievement.

Sometimes it takes more than one person to
accomplish a particular task.
5 Stages of Group
development
  Forming :
• The first stage is forming, which is when the
members within the team first come together to
meet. It can be considered the period of
orientation when everyone is getting to know one
another and becoming acquainted.
• The forming stage is also where team members
discuss things like:
• Team goals
• Individual roles
• Strategy
• Ground rules
 Storming :
• Next up is storming. Stage two of five is
considered the most critical but also the most
difficult to go through. It can be riddled with
conflict as the individual personalities and
work styles clash within the team.
• It’s also common for team performance to dip
a bit in the storming stage as members can
sometimes disagree on goals,
strategy, responsibilities.
  Norming 
• Once you’ve weathered the storm, pun
intended, your team can move into
norming.
• Unity is upon everyone and a consensus
develops around who the leaders are,
what everyone’s role is, and what comes
next. There’s also a sense of bonding
between the team and is more familiar
with each other’s personalities and sense
of humor.
 Performing 
• Next up is the performing stage, which tends to be
where there is the most cohesive work
environment, people are happy and excited, and
team performance is at an all-time high.
• There’s a clear and stable structure in place
throughout the group and everyone is fully
committed to achieving the goals put in place.  In
the performing stage, there’s a sense of focus,
purpose, and alignment from everyone on the
team, no matter their role. 
 Adjourning 
• The adjourning stage. Sometimes also called the
termination, mourning, or ending stage, most, if
not all, of the goals of the team have been
accomplished.
• The project as a whole is being wrapped up and
final tasks and documentation are completed. As
the workload becomes smaller, it’s common for
team members to be taken off the assignment
and delegated to a new project. The team
members also usually debrief and discuss what
went well and what could be improved on for
projects in the future.
Group structure
Group structure is defined as the
layout of a group. It is a combination
of group roles, norms, conformity,
workplace behavior, status, reference
groups, status, social loafing,
cohorts, group demography and
cohesiveness.
Roles:

All the employees and group members play their respective

roles as per their positions. They not only behave in a
particular manner, but expect specific behaviour from
others.

Role identity:

The behaviour and attitude attached to the role together

form what is known as role identity. People’s behaviour is
predicted as per their roles.

Role perception:

Role perception is a set of activities or behaviour that an

individual is supposed to perform. It is a supposed role to
be performed in a given situation.
Role expectations:
Role expectation is the behaviour expected by others from the
employee. How others believe an employee should perform the job in a
given situation is role expectation.
Psychological Contract
An unwritten agreement that sets out what management expects from
the employee and vice versa.

Role conflict:
The differences between the perceived role and the enacted role create
role conflict. When an individual’s perception is influenced by multiple
demands and directions from one or more supervisor, employees face
uncertainty.
3. Norms:
Group structure incorporates certain norms to be
followed by group members. Norms are acceptable
standards of behaviour in a group

Performance Norms
Performance norms are centered on how hard
a person should work in a given group.

Appearance Norms
This type of norm informs or guides us as to
how we should look or what our physical
appearance should be – what fashion we
should wear or how we should style our hair or
any number of areas related to how we should
look.

Social Arrangement Norms

This norm is centered on how we should act in
social settings.

Resource Allocation Norms

This can include raw materials as well as overtime or any other resource found or needed within an organization.
Conformity:
The conformity decides the degree of use of norms. Group
success depends on the conformity of norms which is the
acceptable degree of norms by the employees.
Normative Conformity
Yielding to group pressure because an individual wants to fit in
with the group. Conforming usually takes place because the
individual is scared of being rejected or neglected by the group.

Informational Conformity
This usually happens when a person lacks knowledge and looks
to the group for guidance. Or when a person is not clear about a
situation and socially compares one’s behavior with the group.
Ingratiational Conformity
Where a person conforms (behavior in accordance with socially
accepted) to gain a favor or acceptance from other people. It is
relative to normative influence but is encouraged by the need
for social rewards rather than the threat of being rejected.

Reference Groups

Important groups to which individuals belong or hope to belong

and with whose norms individuals are likely to conform.
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.

Status
Status, that is, a socially defined position or rank given
to groups or group members by others – permeates
society far beyond the walls

Status and Norms

Status has been shown to have some interesting
effects on the power of norms and pressures to
conform.

Status Equity
It is important for group members to believe that the
status hierarchy is equitable. When inequity is
perceived it creates disequilibrium, which results in
various types of corrective behavior
Status and Culture

Social loafing
Social loafing has negative
consequences for both the group
and the individuals in the group.
The group dynamic is affected
when certain individuals are seen
as weak contributors to the group
purpose. It tends to split the group
and fosters a lack of cohesion.
 what is Hawthorne Effect explain
with example?

• The Hawthorne Effect refers to the fact that

people will modify their behavior simply because
they are being observed. The effect gets its name
from one of the most famous industrial history
experiments that took place at Western Electric's
factory in the Hawthorne suburb of Chicago in the
late 1920s and early 1930s."
 EXAMPLE :

• The Hawthorne Effect occurs when individuals

adjust their behaviour as a result of being
watched or observed. For example, employees
may work harder and more diligently knowing
their manager is closely watching, or children
behave better because their parents are looking
on.
WHY WE USE HAWTHRONE EFFECT

• The Hawthorne Effect is used to describe a

change in the behavior of an individual that
results from their awareness of being observed.
The effect suggests that workers tend to change
their behavior at work in response to the
attention they receive from their supervisor.
 REASON :
• The Hawthorne Effect derives its name from
industrial experiments that were carried out in the
Hawthorne suburb (now called Cicero) of Chicago
in the 1920s and 1930s. The research comprised
several productivity studies that tested the impact
of changes in lighting and work structures, such as
break times and working hours, on employee
productivity"
 COHORTS :

Individual who, as part of a group hold a common

attributes.

COHESIVENESS :

Degree to which group members are attracted to

each other and are motivated to stay in the group.
 GROUP COHESIVENESS:

• Make the group smaller

• Encourage agreement with group goals Increase

time member spend together group status and
admission difficulty.

• Stimulate compilation with other group reword

to the ground not individual the group.
 DECISION MAKING :

• Large groups facilitate the pooling of information

about complex tasks.

• Smaller groups are better suited to coordinating

and facilitating the implementation of complex
task.

• Simple routine standardized task reduce the

requirement the group processes be effective in
order for the group to perform well.
 STRENGTHS OF GROUPS :

• Increased diversity of views

• Highly quality of decision (more accuracy)

• Increased acceptance of solution

 WEAKNESS OF GROUPS :

• More time consuming (slower)

• Increased pressure to conform

• Domination by one or a few members

ambiguous responsibility.
Group decision making group think

phenomena in which the norm for consensus over

rides the realistic appraisal of alternative course of
action.

Group shift
A change in decision risk between the groups
decisions and the individual decisions that remember
with in the group would make; can be either toward
convservation or greater risk
Group decision making techniques

interacting groups typical groups in with the member in tract with each
other face to face nominal group technique a group decision making
method in which individual members meet face to face to pool the year
judgements in a systematic but dependent fashion

Group decision making techniques

*Brainstorming

in Idea generation process that especifically encourages any and all

internative while with holding any criticism of those alternatives.

*Electronic meeting

a meeting in which members in attract on computers allowing for

anonymity of comments and aggression of votes.