MBA_SEM-1_Leadership & Organizational behaviour_U-3

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2 M.B.A LEADERSHIP & ORGANIZATIONAL LEADERSHIP & ORGANIZATIONAL BEHAVIOR BEHAVIOR ❑Course Code: 21MBA613 ❑Semester: First ❑e-Lesson: 3 ❑SLM Unit: 3 www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

TOPICS TO BE COVERED 3 ❖ Definition of Group LEADERSHIP & ❖ Definition of Team, Differences between Team and ORGANIZATIONAL BEHAVIOR Group ❖ Reasons behind forming Group ❖ Types of Group-Formal/ informal ❖ Group Formation Stages ❖ Punctuated-equilibrium Model www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

What is Group? 4 A group refers to the association of two or more persons interacting among themselves for the achievement of common goal. Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Group Behavior 5 Two or more people constitute a group if... ❖they have some common purpose or goal ❖there exist a relatively stable structure(a hierarchy,an established set of roles) ❖this collection of people see themselves as being part of that group www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Team: 6 ❖A group of people with different skills and different tasks, who work together on a common project, service, or goal, with a meshing of functions and mutual support. ❖A common definition of a team is that it comprises a group of people. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Group Behavior 7 ❖ In a group, work performance typically depends on the work of individuals while in a team, it depends on both individual contributions and collective efforts of team members. ❖ In a group it is individual performance and then leader is accountable. While in a team, the entire team is accountable. ❖ Group members may share a common goal, but team members share a common commitment to purpose. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Group Behavior Group Team 8 Members think they are Members recognize their Understanding grouped together for independence and administrative purposes understand both Ownership only. personal and team goals are best accomplished Creativity and Members tend to focus with mutual support. contribution on themselves because they are not sufficiently Members feel a sense of www.cuidol.in involved in planning the ownership for their jobs units objectives. and units, because they are committed to value Members are told what based common goals to do rather then being that they helped to asked what the best establish. approach would be. Members contribute to LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) the organization‘s success by applying their unique talents, knowledge and creativity to teaAmll origbhjteacretirveesesr.ved with CU-IDOL

Group Team 9 Trust Members distrust the motives of Members work in a climate of trust Conflict Resolution colleagues because they do not and are encouraged to openly understand the role of other express ideas, opinions, members. disagreements and feelings. Questions are welcomed Members find themselves in conflict Members realize conflict is a situations they do not know how to normal aspect of human resolve. Their leader may put off interaction and they view such intervention until serious damage is situations as an opportunity for done. new ideas and creativity. They work to resolve conflict quickly and constructively. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Characteristics of Groups 10 Size: To form a group, it must be having at least two members. Goals: Every group has certain goals, that are the reasons for its existence. Norms: A group has certain rules, for interacting with the group members. Structure: It has a structure, based on the roles and positions held by the members. Roles: Every member of a group has certain roles and responsibilities, which are assigned, by the group leader. Interaction: The interaction between the group members can occur in several ways, i.e. face to face, telephonic, in writing or in any other manner. Collective Identity: A group is an aggregation of individuals, which are separately called as members, and collectively called as a group. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Why do group form? 11 •Security: – By joining a group, individuals can reduce the feeling of insecurity of “standing alone ”. – By belonging to a group, people feel stronger, have fewer self-doubts, and are more resistant to threats. •Status: Inclusion in a group is viewed as important by others provides recognition and status for its members. •Goal achievement: Sometimes it takes more then one person to accomplish a particular task– there is a need to pool talents, knowledge or power in order to complete a job. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

12 • Self-esteem: In addition to conveying status to those outside the group, membership can also give feeling of worth to the group members themselves. • Affiliation: Groups can fulfill social needs when people enjoy the regular interaction with their group members. Power: What cannot be achieved individually often become possible through group action. There is power of numbers. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Formal Group 13 •Formal groups are deliberately created by the organization to achieve organizational goal. •Formal group is purposely designed to accomplish an organization objective or task. •It is created via a formal authority for some defined purpose. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

14 ❖ Command group: Command group composed of the individuals who report directly to the given manager. ❖ Task group: People working together to accomplish a job task. ❖ Standing committee It is a permanent committee in an organization to deal with some specific types of problems that may arise more or less on a regular basis. ❖ Task force / ad hoc committee It is a temporary committee formed by organizational members for any special purpose www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Informal Group 15 •Informal groups are the natural and spontaneous grouping of people whenever they work together over a period of time •Informal groups develop spontaneously among an organizations members without any direction from the organizational authority. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

16 Interest group People working together to attain a specific objective with which each is concerned. Friendship group: People brought together because they share some common interest. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Distinguish between Formal and 17 Informal groups ❖ Formation of groups: Formal groups are created deliberately and consciously in the organization by the organizer, but informal groups are created on account of prevailing sociopsychological environment at place of work. ❖ Objectives of groups: Formal groups are formed to achieve the legitimate objective of the organization, but informal groups are created by the members of the organization to fulfill their social and psychological requirements. ❖ Size of groups: Formal groups may be quite large in size, whereas informal groups tend to be small in size. ❖ Nature of groups: Formal groups are stable and may continue for a long period, whereas informal groups are quite unstable in its nature. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

❖ Number of groups: The number of both formal and informal groups may be quite large, but generally 18 informal groups are more than the formal groups. There may also be overlapping of membership. ❖ Flow of Authority in groups: In formal groups, the authority flows from higher to lower levels, whereas in the informal groups all members are equal. In informal organizations, some may command more authority by virtue of their personal qualities. ❖ Behavior of Group Members: The behavior of members in the formal groups is governed by formal rules and regulations, while in informal groups, the behavior of the members is governed by norms, beliefs and values of the groups. ❖ Media of Communication: In formal groups, the media of communication is prescribed, while in informal organizations, the communication pass through informal channels. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

❖ Abolition of Groups: Formal groups can be abolished at any time but it is very difficult to abolish informal 19 groups. Since the informal groups are the resultant of natural desire of interaction between human and an organization cannot have control over such groups. ❖ Nature of Leadership in groups: Formal organization has official leadership, while informal organization has its own leaders, own goals and own standards. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Five-Stage Model 20 Bruce Tuckman presented a model of five stages Forming, Storming, Norming, and Performing in order to develop as a group. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

21 I.Forming: The initial stage of group development, characterized predominantly by much uncertainty among the group members. At this stage, group members are learning what to do, how the group is going to operate, what is expected, and what is acceptable. II.Storming: Is the next stage that is characterized by a high degree of conflict among the members. This is the stage where the dominating group members emerge, while the less confrontational members stay in their comfort zone. Questions around leadership, authority, rules, policies, norms, responsibilities, structure, evaluation criteria and reward systems tend to arise during the storming stage. Such questions need to be answered .so that the group can move further on to the next stage www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

III. Norming: 22 The third stage in group development, characterized by close relationships and cohesiveness. In this stage, the group becomes fun and enjoyable. Group interaction are lot more easier, more cooperative, and productive, with weighed give and take, open communication, bonding, and mutual respect. IV. Performing: The fourth stage in group development, during which the group is fully functional. At this stage, the morale is high as group members actively acknowledge the talents, skills and experience that each member brings to the group. A sense of belongingness is established and the group remains focused on the group's purpose and goal. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

V. Adjourning: 23 The final stage in group development, after achieving the objectives for which it was created, starts to gradually dissolve itself. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

PUNCTUATED-EQUILIBRIUM MODEL 24 The equilibrium model emphasizes the degree to which group members complete tasks. It is dependent on the amount of time left to complete a specific mission. Timings for group composition and the manner in which changes are made must be consistent during the group growth stages. The following activities are needed to meet the requirements of the equilibrium model: i. Direction of the group ii. Inertia iii. Transitional stage from earlier pattern to new opportunities for achievement of result www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

• Direction of the group: At the group's first meeting, the members will decide how to set the group's 25 direction for achieving its goals. As a result of the emergence of behavior patterns and assumptions, various action plans are created. These action plans are expected to occur during the group's early stages of growth. • Inertia: When a group becomes blocked, this is referred to as inertia. The group cannot reevaluate its decisions, and the members of the group recall previous assumptions a • Transitional stage from earlier pattern to new opportunities for achievement of results: During this stage, the community goes through a transitional period in which it abandons old and conventional behavior patterns and assumptions in favor of new opportunities for achieving the goal. During this time, participants experience new developments, the removal of old habits, and the introduction of new methods.nd patterns of behavior. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Three Critical Periods during the Group 26 Development • Period I - Initial Period of Meetings: There is no structure defined in the early stages of groups, and leaders are often consulted. They are unclear about their positions and obligations • Period II - Midpoint: At this point, there is a lot of stress, and group innovation stagnates. During this time, there seems to be a lot of emotional and physical stress. • Period III - Crises Point: Task urgency causes the completion of defined tasks to be accelerated. Conflict resolution and an inconsistency between mission specifications and relationships are critical factors to consider www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

BENNIS AND SHEPARD MODEL OF GROUP 27 DEVELOPMENT: • Orientation: During this point, group members are concerned with the following activities: developing group structure, group rules, contact levels, group networks, relationships and dependence on one another, evaluating leadership positions, authority and responsibility management, and establishing a strategy for achieving goals. • Internal Problem Solving: This stage involves tasks such as detecting and managing member disputes, clarifying laws, establishing relationships between structures and priorities, and fostering a positive environment among group members. • Growth and Productivity: At this level, members are guided toward achieving objectives. It aids in the development of data and feedback systems. There is a sense of unity among the members of the party. • Evaluation and Control: This is the final step, and it relies heavily on the leaders' assistance in providing input and tracking actions. Inter-group dependencies and functions have been properly revised and strengthened. Members are highly motivated to accomplish their objective www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Application of Bennis Model of Group 28 Development: • It is the manager's responsibility to consider the type of leadership position that a group requires in order .to effectively guide the group toward the achievement of defined goals www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Summary 29 ❖ Group Behaviour: This term also refers to the interactions that occur in small groups. ❖ Types of groups: formal and informal. ❖ Forming: This is the first stage and only lasts a few days (or weeks). ❖ Norming: This stage emphasizes close relationships and group cohesiveness. ❖ Inertia: When a group is blocked, this is referred to as inertia www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

MCQ 1. ____________affects productivity. 30 a. Group behaviour b. Group dynamics c. Group cohesiveness d. None of the above 2. _______are formed when a group of employee’s bands together to seek some common objectives. a. Friendship groups b. Interest groups c. Reference groups d. Task groups 3. There are ____________stages of group development a. 3 b.4 c.5 d. 6 4. ________- stage emphasizes on proximate relations and togetherness in groups. a. Forming b. Norming c. Storming d. Performing 5. is the integration and coordination amongst members form the basic characteristic of this stage. a. Forming b. Norming c. Storming d. Performing Answers 1. (a) 2. (b) 3. (c) 4. (b) 5. (d) www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

FAQ’S 1. How do you define a group? 31 Ans :A group is a collection of individuals who interact with each other such that one person's actions have an impact on the others. In other words, a group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. 2.What are formal groups? Ans. Formal Groups: Groups that are formed consciously by the management , with an aim of serving an organizational objective. 3. Elaborate on Bruce Tuckman stages of group development ? Ans. Bruce Tuckman presented a model of five stages Forming, Storming, Norming, and Performing in order to develop as a group. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

REFERENCES 32 • R1, Marlene Caroselli, “Leadership Skills for Managers”, Tata McGraw-Hill Publication, New Delhi. • R2 Aswathappa A, “Organizational Behaviour – Text Cases and Games”, 13thEdition, Himalayan Publishing House, India. ISBN: 9789352990887. Textbooks: • T1 Kevin Dalton, “Leadership and Management Development: Developing Tomorrow’s Managers”, 1 st Edition, Pearson Education, India, ISBN: 9789332511194. • T2 George, J. and Jones, G.R, “Understanding and Managing Organization Behaviour”, 5 thEdition, Pearson Education, India, ISBN:9788131724965. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

33 THANK YOU For queries Email: [email protected] www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL