Definition of Group Behaviour
Group behaviour refers to the ways in which individuals interact, communicate, and perform tasks as part of a collective unit. It is the coordinated effort of group members to achieve common goals or respond to external influences. Group behaviour is influenced by the dynamics of the group, including norms, roles, cohesion, and leadership.
Classification of Groups
Groups can be classified into various types based on their nature, purpose, and formation:
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1) Formal Groups: These groups are deliberately created by organizations to achieve specific goals or tasks. They have clearly defined structures, roles, and responsibilities.
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2) Informal Groups: Informal groups form naturally based on personal relationships, shared interests, or mutual goals without official organizational support.
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3) Primary Groups: These are small, close-knit groups with strong emotional connections and long-lasting relationships.
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4) Secondary Groups: Larger, more impersonal groups formed to accomplish specific objectives. Relationships are task-focused rather than personal.
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5) Task Groups: Groups formed to complete a specific task or project, often disbanded after achieving their objective.
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6) Interest Groups: Groups formed by individuals who share a common interest or passion, not necessarily tied to an organization.
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7) Reference Groups: Groups that individuals use as a standard to evaluate their own behaviours, beliefs, and attitudes, even if they are not part of the group.
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8) Command Groups: Groups that exist within an organizational hierarchy, where members report to a designated leader or authority.
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9) Friendship Groups: Groups formed based on personal affinity and camaraderie, often independent of organizational or task-based needs.
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10) Virtual Groups: Groups that collaborate or interact primarily through digital platforms rather than face-to-face meetings.
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Group Structure
A group’s structure is the internal framework that defines members’ relations to one another
over time. The most important elements of group structures are size, roles, norms, values, communication patterns, cohesiveness, and status differentials.
- Group Size: Group size can vary from 2 people to a very large number of people. Group size will affect not only participation but satisfaction as well.
- Role: A role can be defined as a tendency to behave, contribute and interrelate with others in a particular way. Roles may be assigned formally, but more often are defined through the process of role differentiation
- Norms: Group norms are the informal rules that groups adopt to regulate members’ behaviour. Norms refer to what should be done and represent value judgments about appropriate behaviour in social situations.
- Values: Group values are goals or ideas that serve as guiding principles for the group. Like norms, values may be communicated either explicitly or on an ad hoc basis. Values can serve as a rallying point for the team.
- Communication Patterns: Communication patterns describes the flow of information within the group and they are typically described as either centralized or decentralized. With a centralized pattern, communications tend to flow from one source to all group members. Centralized communications allows consistent, standardization information but they may restrict the free flow of information. Decentralized communications allows information to be shared directly between members of the group.
- Cohesiveness: Cohesiveness refers to the bonding of group members and their desire tore main part of the group. Many factors influence the amount of group cohesiveness. Cohesiveness in work groups has many positive effects, including worker satisfaction, low turnover and absenteeism, and higher productivity. However, highly cohesive groups may be detrimental to organizational performance if their goals are misaligned with organizational goals.
- Status Differentials: Status differentials are the relative differences in status among group members. Status can be determined by a variety of factors, including expertise, occupation, age, gender or ethnic origin.
Types of Group Structures
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1. Hierarchical Structure: A top-down structure where authority and decision-making responsibilities are clearly defined and flow from higher to lower levels.
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2. Flat Structure: A decentralized structure with few or no levels of middle management, allowing for more direct communication and collaboration.
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3. Functional Structure: Groups organized based on specialized roles or functions to achieve specific objectives.
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4. Matrix Structure: A hybrid structure that combines aspects of hierarchical and functional structures, allowing members to report to multiple leaders (e.g., functional and project managers).
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5. Network Structure: A decentralized structure where independent entities or individuals collaborate to achieve common goals, often facilitated by technology.
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6. Circular Structure: A structure where authority and communication flow in a circular manner, emphasizing equal participation and shared responsibilities.
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Group Decision-Making
Definition: It is a process where multiple individuals collectively analyse problems or situations, consider and evaluate alternative courses of action, and select from among the alternatives a solution or solutions.
Process of Group Decision-Making
Techniques to Improve Group Decision-Making
- Brainstorming: Encouraging free-flowing ideas without immediate criticism to foster creativity.
- Nominal Group Technique: Combining independent idea generation with group discussion to prioritize solutions.
- Delphi Technique: Gathering input from experts through multiple rounds of questionnaires to reach a consensus.
Advantages & Disadvantages of Group Decision-Making
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Advantages |
Disadvantages |
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Diverse Perspectives: Bringing together individuals with varied experiences and viewpoints can lead to more comprehensive and creative solutions. |
Time-Consuming: Reaching a consensus can be slower than individual decision-making. |
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Enhanced Acceptance: Decisions made collectively are more likely to be accepted and supported by group members, facilitating smoother implementation. |
Risk of Groupthink: The desire for harmony may lead to poor decisions as dissenting opinions are suppressed. |
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Improved Understanding: Group discussions can lead to a better understanding of the issues at hand and the rationale behind decisions. |
Diffusion of Responsibility: Individuals may feel less accountable for the outcomes, leading to less commitment to the decision. |
Team
A team is a collection of interdependent people who join together with a shared goal. Team members have individual and shared accountability for the team’s success or failure. They work together to solve problems, create new products or fulfill other assignments. There are several different types of teams, such as cross-departmental, self-managed and process teams.
Group vs. team
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Basis |
Group |
Team |
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Definition |
A group is a collection of individuals who come together for a common purpose or shared interest. The members of a group may share certain characteristics, such as being part of the same organisation, having a common hobby, or being connected through a specific context or goal. However, they may have individual goals and responsibilities that are not necessarily aligned with each other. |
A team is a more structured and cohesive form of a group. It is characterised by a higher degree of interdependence, coordination, and collaboration among its members. Unlike a group, a team has a clear and defined purpose or mission, specific goals to achieve, and a collective responsibility for reaching those goals. Team members often have complementary skills, expertise, or roles that contribute to the overall performance and success of the team. |
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Roles and Responsibilities |
Members may have different roles and responsibilities, but these roles may not be specifically defined or coordinated. |
Members have clearly defined roles and responsibilities that are coordinated to ensure effective collaboration and goal attainment. |
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Communication and Collaboration |
Communication and collaboration among members may vary and may not be a primary focus. |
Communication and collaboration are essential within a team, with regular interactions, information sharing, and collective decision-making. |
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Accountability |
The members of a group are only accountable to themselves and their superiors. |
In contrast, besides tracking their own goals and reporting to managers, the members of a team are also accountable to one another. |
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Leadership
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A single leader takes control of a group of people to assign individual tasks and manage meetings. |
The leader of a team is a facilitator who helps people achieve their shared goals through collaboration. A team may also have multiple leaders to guide and assist its members. |
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Output
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In a group, members create separate work for managers to judge separately. For example, a group might work in a shared space and have the same tasks, but each person is responsible for their own work. |
Meanwhile, the members of a team create a single, collective work or project that managers assess in its entirety. A software development team, for instance, might work together to create a single computer application. |
Contemporary issues in managing teams
- Remote and Hybrid Work Dynamics: Remote and hybrid work settings challenge traditional management practices. Leaders must address issues like maintaining productivity, ensuring equitable participation, and fostering engagement among team members who work in different locations and on varied schedules. Digital communication becomes the primary mode, requiring enhanced skills and tools for clarity and efficiency.
- Diversity and Inclusion: Diverse teams bring together individuals from different cultural, ethnic, generational, and professional backgrounds. While diversity enhances creativity and problem-solving, it also requires careful management of differences in communication styles, work ethics, and perspectives to create an inclusive environment where all voices are heard and valued.
- Technology Integration and Adaptation: The rapid pace of technological advancement demands that teams quickly learn and adopt new tools. This often disrupts established workflows, requiring members to stay adaptable and continuously update their skills. Resistance to change and the pressure of constant learning are common challenges in this context.
- Managing Cross-Functional and Multidisciplinary Teams: Cross-functional teams comprise members from different departments, each with distinct goals, expertise, and priorities. Aligning these diverse perspectives while maintaining a shared focus on team objectives requires effective communication and the resolution of conflicts that may arise from clashing work styles or expectations.
- Employee Engagement and Retention: Engaging team members and retaining top talent is increasingly difficult in competitive job markets. Factors like lack of career development opportunities, unaddressed stress, and limited recognition can lead to disengagement. Leaders need to keep team morale high and foster a sense of purpose to retain employees.
- Agile and Flexible Team Structures: Agile methodologies and flexible team setups are now common in modern organizations, promoting adaptability and rapid response to change. However, these setups can create ambiguity in roles and goals, requiring teams to stay organized and aligned even when priorities shift frequently.
- Generational Differences in the Workplace: Teams today often consist of members from multiple generations, such as Baby Boomers, Millennials, and Gen Z. Differences in work styles, technology preferences, and values can lead to misunderstandings and conflicts, making it necessary for leaders to bridge generational gaps and leverage each group’s strengths.
- Managing Mental Health and Well-Being: Mental health is now a critical concern in the workplace. Team members often face stress, burnout, or other mental health challenges due to high workloads or personal pressures. Managing teams effectively requires recognizing these issues and creating a supportive environment that prioritizes well-being.
- Global and Virtual Team Management: Global teams include members working across time zones and cultural contexts. This setup complicates coordination, as differences in work hours, languages, and cultural norms can lead to delays and misunderstandings. Managers must be adept at navigating these complexities to ensure seamless collaboration.
- Ethical and Social Responsibility: With increasing focus on corporate ethics and social responsibility, teams are expected to align their actions with broader organizational values. Balancing profitability with ethical practices and meeting stakeholder expectations for sustainability and transparency are ongoing challenges.
Intergroup problems in organizational group dynamics
Intergroup problems in organizational group dynamics arise when two or more groups within an organization interact in ways that create conflict, misunderstandings, or inefficiencies. These problems often stem from differences in goals, values, priorities, or communication styles, and can negatively impact organizational performance.
- Goal Incompatibility: Different groups may have conflicting objectives. For instance, a sales team might prioritize increasing customer acquisitions, while a finance team focuses on cost control. These misaligned goals can lead to tension and reduced collaboration.
- Competition for Resources: Limited organizational resources such as budgets, manpower, or equipment often lead to competition between groups. This competition can foster animosity and reduce the willingness to cooperate.
- Communication Barriers: Differences in terminology, communication styles, or hierarchical structures can result in misunderstandings between groups. For example, technical teams and marketing teams may struggle to convey their needs and expectations clearly to each other.
- Stereotyping and Bias: Groups often develop stereotypes about other groups, leading to negative assumptions and reduced trust. For example, a production team might stereotype the research team as impractical, while the research team sees the production team as resistant to innovation.
- Lack of Coordination: Intergroup coordination can be challenging, especially when there are unclear roles or processes. Poor coordination may result in missed deadlines, duplicated efforts, or gaps in responsibility.
- Power Imbalances: When one group holds more authority or influence than another, it can lead to resentment and feelings of unfairness. For instance, decision-making power concentrated in one department can marginalize other groups.
- Differences in Values or Culture: Groups may have distinct subcultures based on their functions or locations, which can lead to clashes. For example, an innovative and risk-taking R&D team may conflict with a conservative and risk-averse legal team.
- Resistance to Change: Groups may resist changes that they perceive as benefiting another group at their expense. For example, implementing new technology that one group finds advantageous might be resisted by another group due to perceived disruption or increased workload.
- Dependence and Interdependence Issues: Groups that are highly dependent on each other for resources or information may face friction if one group perceives the other as unresponsive or inefficient. Similarly, excessive independence can lead to siloed operations and a lack of collaboration.
- Lack of Shared Goals: When groups focus solely on their individual objectives rather than a common organizational vision, they may struggle to work together effectively.
Conflict Management
Conflict management refers to the way that you handle disagreements. On any given day, you may have to deal with a dispute between you and another individual, your family members, or fellow employees.
Types of Conflicts
Understanding the type of conflict is the first step in managing it effectively:
- Task Conflicts: Disagreements about goals, processes, or work content.
- Relationship Conflicts: Personal disputes due to differences in personalities or values.
- Process Conflicts: Disagreements about the best way to accomplish a task.
How to resolve conflicts
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· Acknowledge the problem. If someone comes to you with a dispute that seems trivial to you, remember it may not be trivial to them. Actively listen to help the other person feel heard, then decide what to do about the situation. · Gather the necessary information. You can’t resolve a conflict unless you’ve investigated all sides of the problem. Take the time you need to understand all the necessary information. This way, you’ll choose the best conflict management style and find an optimal resolution. · Set guidelines. Whether discussing a conflict with a spouse or intervening for two employees, setting guidelines before you begin is essential. Participants should agree to speak calmly, listen, and try to understand the other person’s point of view. Agree up front that if the guidelines aren’t followed, the discussion will end and resume later. · Keep emotion out of the discussion. An angry outburst may end a conflict, but it’s only temporary. Talk things out calmly to avoid having the dispute pop up again. · Be decisive. Once you’ve discussed a dispute and evaluated the best approach, take action on the solution you’ve identified. Letting others in on your decision lets them know you care and are moving forward. |