Organization Behaviour by Iipm Bangalore

8/9/2019 Organization Behaviour by Iipm Bangalore

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Work groups are not unorganized mobs. They

have a structure that shapes the behavior of

members

Makes it possible to predict the behavior of a

large portion of individual behavior within

the group itself


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All the worlds stage, and all the men and women

are merely players

Meaning:

Set of behavior patterns of someone occupying

a position in a social unit.

Every member plays diverse roles on and off

the field.


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On the job Off the Job

ELECTRICAL INDUSTRIES EMPLOYEE SON

MEMBER OF MIDDLE MANAGEMENT HUSBAND

ELECTRICAL ENGINEER FATHER

COMPANY SPOKESPERSON CITIZEN

PLANT MANAGER ELECTRICAL INDUSTRIES


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The attitudes and behavior that are based on

the Role being performed

Since roles are dependent on the positions

held attitudes change when positionschange

Example: Union Stewards change in attitude

once promoted to supervisory positions


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Ones view on how one is supposed to act in a

given situation or for a given position

Based on the interpretation of our beliefs

Beliefs/Perceptions come from

STIMULI

FRIENDS BOOKS MOVIES TELEVISION


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What others believe as to how you should act

in a given situation

Based on the role defined

Example:

U.S. Federal Judge: Propriety and Dignity

Football Coach: Aggressive, Dynamic and

Inspirational


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PSYCHOLOGICAL CONTRACT

An unwritten agreement between Employer

and Employee

This gives a clear picture as to what theManagement expects from employees

ORGANIZATION EMPLOYEE

Treat employees justly Demonstrate a Good attitude

Provide acceptable working conditions Follow directions

Clearly communicate what is the days

work

Show Loyalty

Given Feedback on how the employee is

doing


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A situation in which an individual is

confronted by divergent role expectations

Exists when an individuals compliance of one

role makes it difficult to comply the other

Opportunity of relocation for better job

prospects

Positive For Career / Difficult For Family


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THEY DERIVE THEIR POWER FROM THE

POSITIONS THEY OCCUPY

THEY MAY OR MAY NOT ALSO BE INFORMALLEADERS IN THE GROUPS THEY FUNCTION


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Golfers dont speak while their partners are

putting on the green or the employees dont

criticize their bosses in public

Why?

NORMS!!!


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Norms are acceptable standards of behavior

that are shared by the group members

They tell what is expected of you in certainsituations

They even influence the behavior of the

group members Smokers are not allowedto smoke in the office premises


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CLASSES OF NORMS RELATION TO

PERFORMANCE How hard should you

work

APPEARANCE How appropriate youshould dress

SOCIAL ARRANGEMENT On and off the job

relations with group

members

ALLOCATION OF

RESOURCES

Assignment of difficult

jobs, allocation of new

tools and equipments,

PAY


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Conformity Groups can place strong

pressures on individual members to change

their attitudes and behaviors

Reference Groups When a groups norms are

clashing , they conform to important groups

in which they belong or hope to belong


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Calculates the impact the pressures of

conformity have on an individuals judgment

and attitude


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Antisocial actions by members of the groupthat intentionally violate established norms

Co-worker spreads malicious rumors aboutsomeone

A member starts yelling and screaming out of

frustration on the team members when the teamis confronted with a problem

A dental hygienist quits after constantly sexuallyharassed by her employer


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Socially defined position or rank given togroups or group members by others

Vague attempts to be egalitarianNo success to build a classless society

Even the smallest groups develop roles,rights and rituals to differentiate itsmembers

Status acts as a motivator

There is always a difference between onesperception upon ones own status and others

perception on that very status


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Status has had effects on the power of norms

High status people are given more freedom

to deviate from norms

They are better able to resist conformity

pressures


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Status equity: Refers to matching the status

with the ability of the employee holding it

If A is selected for promotion because he/sheis better prepared comparing B, then equity

is maintained.

If B is selected only because she is the

daughter of the CEO, then disequilibriumoccurs


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Importance of status does vary among cultures

An American manager not understanding that

office space is no measure of a Japaneseexecutives position is likely to

unintentionally offend his Japanese

counterpart, affecting their interpersonal

relation


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Size affects the overall behavior of the group

Smaller groups are faster in completing

tasks, than larger groups

In case of problem solving and fact finding,

larger groups are more effective


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Social Loafing

The tendency of individuals to expend less effortwhen working collectively than when workingindividually

When the performance of members as a groupcannot be accurately measured as in case ofindividuals, their efficiency reduces

ConclusionsOdd number groups are preferable to Even

Groups made up of 5 or 7 can extract benefits ofboth small and big groups


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Heterogeneous groups are preferable

Diversity simulates conflict that leads to

improved decision making

However, Heterogeneous groups have more

difficulty in learning to work with each other


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Group Demography

The degree to which members of a group share a commondemographic attribute, such as age, gender, race,educational level, or length of service in the organization,

and the impact of this attribute on the turnover

Cohorts

Groups and organizations are composed of cohorts.

If a group of members are born on 1970, they belong to the

same age. This means they all have faced commonexperiences

The Logic: Turnover will be high from members of a group whoare from dissimilar circumstances, because communicationwould be difficult


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Degree to which group members are attracted toeach other and are motivated to stay in a group

How to increase group cohesiveness

Make the group smaller Encourage the agreement with group goals

Increase the time members spend together

Increase group status and admissiondifficulty

Stimulate competition with other groups

Give rewards to the group and not individuals

Physically isolate the group


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Synergy

An action of two or more substances that

results in an effect that is different from

the individual summation of thesubstances

Social facilitation effect

The tendency for performance to improve

or decline in response to the presence of

others


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Level 1: Task awareness: getting the job done

Level 2: Structural awareness: having clearobjectives, plans and time schedule

Level 3: Role awareness: having a co-ordinator and amix of challengers, doers, thinkers and supporters.

Level 4: Behavioral awareness: reaching consensus bylistening, developing other peoples ideas, give and

take behavior.

Level 5: Emotional awareness: being on the sameemotional wavelength, expressing feelings honestlyand openly


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+

=


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Decision-making

Large groups facilitate the pooling of information

about complex tasks.

Smaller groups are better suited to coordinatingand facilitating the implementation of complex

tasks.

Simple, routine standardized tasks reduce the

requirement that group processes be effective in

order for the group to perform well.


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Many decisions in the organizations all over the

world are made by groups, teams and committees

Question? - - - - -

Does that imply that group decisions are preferable

to those made by an individual alone?

Answer Depends on a number of factors


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Generate more information

Bring more input

Offer increased diversity of views

Opportunity for more approaches and

alternatives

Outperforms even the best individual

Increased acceptance of Solution


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Time consuming compared to individuals

Conformity pressures

Some members want to be treated as ASSETS

Dominated by one or two members


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Meaning of Effectiveness in Groups

Degree of Acceptance a Solution achieves

Meaning of Efficiency in Groups

At what cost (all factors), the decision is made

Groups make better decisions, but at the cost of

time

Groups are more effective, but less efficient

comparing individuals Exception: Analyzing data from diverse sources to

come to a solution


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If the group is comprised of more

individuals with diverse backgrounds,the alternatives generated should be

more extensive, and the analysis

more critical


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Most common form

Members meet face to face

However, members censor their opinions

after being pressurized by the acceptance ofother opinions

In order to overcome pressures of conformity

(acceptance), BRAINSTORMING is used


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How does it take place?

Half a dozen people sit around a table

Group leader states the problem clearly

Members give as many alternatives as they

can, if appealing enough are taken for future

Members asked to think the unusual

This generates ideas from everybody


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No discussion takes place

Group members work independently

Each member presents his/her idea to the group

Group then discusses ideas for clarity

Each group member ranks each idea

This permits groups to meet together, and work

independently at the same time


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MEANING

Up to 50 members sit around a horse shoe

table

Series of computer terminals in front of them Issues are presented on screen, and members

type their responses

Finally, individual comments and aggregate

votes are displayed on screen


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Participants can anonymously type any

message

Members can be brutally honest

Unnecessary chit chat in between can beavoided

Many can talk at once, instead of stepping on

others toes

Future of group meetings will undoubtedlyneed this technology


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Each has its PROS and CONS

Choice is based on

Which criteria you want to emphasize

Cost benefit Trade off

Technique Used for

Interacting Building group cohesiveness

Brainstorming Keep social pressures to minimum

Nominal Inexpensive way to generate many ideas

Electronic Process ideas fast


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Members might feel like speaking, but decide

against it. Sometimes because of shyness.

Mostly because of pressures

Members are more charmed to seek

acceptance

Do not appraise alternative courses of action

Occurs in groups that already have a positive

image about them: Example: NASA


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Deterioration in

Mental efficiency

Reality Testing

Moral judgments

Symptoms

They try reducing any resistance

Apply direct pressure to those who express doubts If someone doesnt speak, his/her answer is YES


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Monitor Group size

Leaders should be impartial

Appoint one member to play DEVILs

ADVOCATE

Make members first focus on negatives


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Special case of Group Thinking

Final Decision is reflected by the dominant

decision making norm

Out of conservative members that focus on

greater caution, (vs) aggressive members

that focus on greater risk; decision comesout of the dominant decision making body


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FAIZAN

RAGESH

VIPIN

ARVIND

HAMSAWednesday, April 07, 2010

Organization Behaviour by Iipm Bangalore

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