Unit4 OB

BBA-I SEM
Unit-4 : Organization Behavior

Code : 102
DR. S.V.
1 Organization Behavior - 102
Syllabus of Unit-4
Group Behavior – Definition and Classification of Groups,
Types of Group Structures, Group Decision making, Teams
vs. Groups, Contemporary issues in Managing Teams,
Inter Group Problems in Organizational Group Dynamics,
Management of Conflict
DR. S.V.
What is group dynamics ?
 Dynamics means a force from organizational

point of view.
 The social process by which people interact

face to face in small groups is called group
dynamics.
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• Group dynamics is concerned with the interaction
of individuals in a face to face relationship
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Types of Groups:
Formal group
1. Work group , task force , committee and quality of team.
2. Decided by management • Clear –cut authority and
responsibility relationships
Informal group
1. Developed (spontaneously) by social interaction
2. Common interest , language ,taste , caste ,religion ,
background etc.
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TYPES OF GROUPS
1. Command Group : A group composed of the
individuals who report directly to a given manger.
2. Task Group : People working together to complete a
job task
3. Interest Group : People working together to attain a
specific objective with which each is concerned.
4. Friendship Group : people brought together because
they share one or more common characteristics.
DR. S.V.
Stages of Group Development
Forming : When members have begun to think of themselves as part
of group. (uncertainty ).
Storming: There will be a relatively clear hierarchy of leadership
within the group. (intragrousp conflict)
Norming : When the group structure solidifies and the group has
assimilated a common set of expectations of what defines correct
member behavior. (Close Relationship & Cohesiveness).
Performing: Group energy has moved from getting to know and
understand each other to performing the task at hand.
Adjourning: The final stage in group development for temporary
groups ,characterized by concern with wrapping up activities rather
than task performance.
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Group Structure-Norms
Norms : Norms Acceptable standards of behavior within a group that are

shared by the group’s members.
Classes of Norms:
• Performance norms
• Appearance/Behavioral norms
• Social arrangement norms
• Allocation of resources norms
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Conformity
Adjusting one’s behavior to align with the norms of
the group.
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.
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Group Structure - Status
Status
A socially defined position or rank given to groups
or group members by others.
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Group Cohesiveness
1. The degree of attachment of the members to their

group.
2. Factors Influencing Group Cohesiveness ( nature of
the group, size of the group, location of the group ,
communication, Status of the group, outside
pressures, Inter-dependency, Leadership of the group,
Success, Management behavior)
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Quality Circles
1. A quality circle is a small group of employees doing similar or related
work who meet regularly to identify , analyze, and solve product-quality
problems and to improve general operations .
2. The Concept of QC emerged from quality control & quite popular in
Japan .
3. The Quality circles are relatively autonomous units (ideally about 10
workers), usually led by a supervisor or a senior worker and organized
as work unit .
4. The workers, who have a shared area of responsibility ,meet
periodically to discuss, analyze and propose solutions to ongoing
problems.
DR. S.V.
Objectives & Benefits of QC
1. Overall improvement of quality of products
manufactured by the enterprise.
2. Improvement of production methods and productivity
of the enterprise
3. Development of the employees who take part in quality
circles.
4. Building high morale of employees by developing
team-work in the organization.
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GROUP PROCESSES
• Group processes refers to the communication patterns

used by members group decision processes, leader
behavior, power dynamics, conflict interactions.
• It refers to the understanding of the behavior of people

in groups.
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GROUP TASKS
DECISION MAKING
• Large groups facilitate the pooling of information about
complex tasks.
• Smaller groups are better suited in coordinating and facilitating
the implementation of complex tasks.
• Simple tasks reduce the requirement that the group possesses
to be effective in order to perform well.
DR. S.V.
Team
• A small number of members with shared leadership who
perform interdependent jobs with both individual and group
accountability, evaluation, and rewards.
• A team is...like a car in that it consists of multiple parts joined
together to accomplish a particular task.
• A team is a group of people who come together temporarily to
achieve a purpose.
DR. S.V.
Benefits of Team
• In organizations that have reorganized the workplace into teams,
results have improved and costs have declined.
• Reduced costs
• Quality of result has improved and service provided
• Increases employee involvement
• Reduces absenteeism and improves continuity
• Reduces conflict
• Enhances creativity and innovation
• Creates better adaptability and flexibility in the organization
DR. S.V.
Group
Two or more members with a clear leader who perform
independent jobs with individual accountability,
evaluation, and rewards.
A collection of people who interact with one another,
accept rights and obligations as members and who
share a common identity.
Example- Group of people waiting at a bus stop.
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Roles in Group
Task-oriented roles
Roles performed by group members to ensure that the tasks of the group
are accomplished
Maintenance roles
Roles performed by group members to maintain good relations within the
group
Individual roles
Roles performed by group members that are not productive for keeping the
group on task
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Team vs Group
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Team Work
VISION
Team vision is the optimal place you want your team to be. It is what you strive for — and
will achieve.
Six C’s of Team Building
 Clear Expectation
 Context
 Commitment
 Competence
 Character
 Control
DR. S.V.
Obstacle for Effective Team Performance
Office Politics
 Personality clashes
 Competition b/w members
 Win/Loose attitude
 That can lead to:
 Delayed decisions and deadlocks
 Prevents consideration of options
 Generate conflict/defensive reactions
 Limits group ownership of decisions
DR. S.V.
Contemporary Issues in Managing Teams
TEAMS AND TOTAL QUALITY MANAGEMENT
The teams should:-
1. Be small enough to be efficient and effective.
2. Be properly trained in the skills their members will need.
3. Be allocated enough time to work on the problems they plan to address.
4. Be given the authority to resolve the problems and implement corrective action.
5. Each have a designated champion whose job it is to help the team get around roadblocks
that arise.
TEAMS AND WORKFORCE DIVERSITY
Managing diversity on teams is a balancing act .Diversity typically provides fresh perspectives
on issues ,but it makes it more difficult to unify the team and reach agreements.
DR. S.V.
Inter Group Problems in
Organizational Group Dynamics
Intergroup Conflict – refers to the overt expressions of hostility between
groups and intentional interference with each other’s activities.
Causes of Intergroup Conflict
Coordination of Work – the most common source of intergroup conflict
among several different departments.
1. Sequential Task Interdependence
a. Task Interdependence – the amount of reliance a work group has to put
on other organizational units to complete its projects.
b. Sequential Task Interdependence – the product (output) of one group
becomes the raw material (input) of another group.
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2. Reciprocal Task Interdependence – some outputs of each
group become inputs of the other group.
3. Task Ambiguity – Lack of clarity over job responsibilities.
4. Differences in Work Orientation – the ways in which
employees go about their work and deal with others.
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Organizational Reward Systems – The way in which an organization monitors group
performance and distributes resources (e.g. money, equipment).
1. Resource Interdependence – Frequently, groups are relatively interdependent of
each other in getting their work done but compete with each other for resources.
2. Conflicting Reward Systems – Sometimes the ways in which reward systems in
organizations are designed create a situation in which one group can only accomplish
its goal at the expense of other groups.
3. Competition as a Motivational Strategy – Managers sometimes use competition
between groups as a way of motivating workers. The rationale behind this strategy is
that people will produce more under pressure, and that competition between groups is
healthy for the organization.
DR. S.V.
Management of Conflict
Conflict management techniques include changing organizational
structures to avoid built-in conflict, changing team members,
creating a common “enemy,” using majority rules, and problem
solving. Conflict management styles include accommodating
others, avoiding the conflict, collaborating, competing, and
compromising. People tend to have a dominant style. At times it
makes sense to build in some conflict over ideas if none exists.
DR. S.V.
Conflict-Handling Styles
• Individuals vary in the way that they handle conflicts. There are five
common styles of handling conflicts. These styles can be mapped onto
a grid that shows the varying degree of cooperation and assertiveness
each style entails. Let us look at each in turn.
DR. S.V.
Avoidance
The avoiding style is uncooperative and unassertive. People exhibiting this style seek to avoid conflict
altogether by denying that it is there. They are prone to postponing any decisions in which a conflict may
arise. People using this style may say things such as, “I don’t really care if we work this out,” or “I don’t think
there’s any problem. I feel fine about how things are.” Conflict avoidance may be habitual to some people
because of personality traits such as the need for affiliation.
Accommodation
The accommodating style is cooperative and unassertive. In this style, the person gives in to what the other
side wants, even if it means giving up one’s personal goals. People who use this style may fear speaking up
for themselves or they may place a higher value on the relationship, believing that disagreeing with an idea
might be hurtful to the other person. They will say things such as, “Let’s do it your way” or “If it’s important to
you, I can go along with it.”
Compromise
The compromising style is a middle-ground style, in which individuals have some desire to express their own
concerns and get their way but still respect the other person’s goals. The compromiser may say things such
as, “Perhaps I ought to reconsider my initial position” or “Maybe we can both agree to give in a little.” In a
compromise, each person sacrifices something valuable to them. For example, in 2005 the luxurious
Lanesborough Hotel in London advertised incorrect nightly rates for £35, as opposed to £350. When the
hotel received a large number of online bookings at this rate, the initial reaction was to insist that customers
cancel their reservations and book at the correct rate.
DR. S.V.
Competition
People exhibiting a competing style want to reach their goal or get their solution adopted regardless of
what others say or how they feel. They are more interested in getting the outcome they want as opposed to
keeping the other party happy, and they push for the deal they are interested in making.
Collaboration
The collaborating style is high on both assertiveness and cooperation. This is a strategy to use for achieving
the best outcome from conflict—both sides argue for their position, supporting it with facts and rationale
while listening attentively to the other side. The objective is to find a win–win solution to the problem in
which both parties get what they want. They’ll challenge points but not each other. They’ll emphasize
problem solving and integration of each other’s goals. For example, an employee who wants to complete
an MBA program may have a conflict with management when he wants to reduce his work hours.
DR. S.V.
DR. S.V.

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BBA-I SEM

Unit-4 : Organization Behavior

 Dynamics means a force from organizational

 The social process by which people interact

Norms : Norms Acceptable standards of behavior within a group that are

1. The degree of attachment of the members to their

• Group processes refers to the communication patterns

• It refers to the understanding of the behavior of people

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