behaviour options

7/27/2019 Behaviour Options

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BEHAVIOUR OPTIONS


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A group member has several behaviour options.The response could be a;

Rebellion: wherein the individual rejects allthe groups values and norms.

Opposition to one in authority or dominance.

A refusal of obedience or order.


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Creativeindividualism: theindividual

accepts onlypivotalnorms andrejects some

or all of therelevantones.


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Facts

Pivotal norms are those norms essential toaccomplishing organization's objectives.

peripheral norms are not essential toorganization's objectives but they supportand contribute to pivotal norms.


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Conformity: The group member accepts allof the groups values and norms.

Conformity is the act of matching attitudes,beliefs, and behaviours to group norms

Similarity in form or character; agreement:


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Conformity: Thegroup memberaccepts all of thegroups valuesand norms.

Conformity is theact of matchingattitudes, beliefs,and behaviors to

group normsSimilarity in formor character;agreement:


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Remember


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Knowledge of groups

norms may help anindividual decide whether ornot to join a particular

group.


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What is Norms?

Social norms are

described by

sociologists as being

laws that governsocietys behaviours.

Unwritten norms maybe just as important as

formal written norms.


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Classifications of norms in

four dimensions Affective relationships deal with personality

or impersonality of the relationships.

Control, decision-making authorityrelationships deal with equality or inequalityof power;

Status- Acceptance relationships deal with

the uniqueness or the position of theindividuals;

Achievement- Success relationships deal withthe matter of the prestige and rank.


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The longer agroups history is

the more is, themore the group

may be frozen

into set of norms


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Group Cohesions


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What is Cohesion?


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Factors affecting cohesiveness

Homogenity of the group: The more different

values or statuses , the more we experience

difficulty of becoming a cohesive unit.

Isolation: The more a group is isolated from

other groups, the more likely the members will

share common values and standards of

behaviour. Outside pressure: Reacting to outside pressure

is one of the fastest ways a group can developstrong solidarity.


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Size: if a group is too small, two or threemembers only. There may be not enough skillto perform the task. If too large we may notfind enough opportunity to satisfy their ownneed. Required number is Seven members.

Atmosphere or Climate:


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The more cohesive a group is, the greater thepossibility that its members will developsimilar attitudes, values and behaviouralpatterns. Accept the groups behaviouraldemand in order to accept the rewards.


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GROUP TASK, BUILDING, AND

MAINTENANCE OF ACTIVITIES


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What is the purpose

of a group?


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From organizational view point. The purposeof a group is to perform a task andaccomplish specific objectives.

But there exist a different degree ofcommitment to the task and unique personal

needs. Thus no single objective but amultiplicity of them.


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Process

Refers to the way inwhich the content is

handled or discussed.


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Different approaches to

describe group process. Group task activities: Refer to the iniating,

clarifying, coordinating or orienting the groupto its goals, giving and seeking information,and establishing contact with the outsidecommunity which all help the group to attainits primary goals and objectives.

Example, Project report analysis


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Group Building Activities: Allowthe group to build and maintain

itself by helping to satisfymembers needs and by fostering

trust and cooperation. Example, Basketball

tournament


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Self servicing activities: Help each member of agroup to his or her own sets of unique needs,values and goals.

For each group to be effective, it must addressitself to the task or content and do soconstructively by paying adequate attention togroup process.

Attempts to ignore the personal, emotional and

affective components of a group impede theprocess of meeting. Attention to a group processis a major way of improving behaviour byproviding information to others.


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Observing group process

Group process is concerned with the taskbeing accomplished.

Two basic areas of process What to look for a groups:

Criteria for effective feedback about groupprocess.


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What to look for in Groups.


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Participation

Who are high and the low participants?

Does participation shift?

Do high participators become quiet and vice

versa? Why do such shifts occur?

How are non- participants treated?

How is their silence regarded?

Who talks to whom? What may be the reason for the communications

pattern?


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Influence

Who is influential?

Who is not influential?

Is there any rivalry in the group?

Is there a struggle for leadership?

Who is listened to?

Who is not listened to?


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Style of influence

Is anyone autocratic in attempting to impose hisor her ideas or values?

Is there a peacemaker who supports other

members decisions? Does someone consistently try to avoid conflict

by pouring oil on troubled waters?

Is a group member indifferent towards other?

Is a member getting attention laissez faire or byapparently lacking involvement in the group?


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Decision-making procedures

Does Someone want to make a decision withoutchecking with others?

Does the topic of conversation drift?

Who changes the topic?

Who supports the suggestions and decisions ofothers?

Does such support result in two members decidingfor the entire group?


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Task Functions

Does someone ask for or suggest the best way toproceed?

Does anyone summarize ideas and have been

covered? Who gives or ask the facts , ideas, , opinions,

feeling, and feedbacks?

Who keeps the group from going off tangent?

Who keeps the group n target?


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Maintenance Functions

Who helps others get into discussion?

Does anyone cut off other members?

How ideas accepted?

Rejected?

Are there attempts to help others clarify theirideas?


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Memberships

Does any sub-grouping occur?

Do some members consistently agree or dis agree with one another?

Are there in groups? out groups?

How are outsiders in or out of the group?

How are outsiders treated?

What are the circumstances under which theseoccur?


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Feelings

Are feelings seen?

Do group members attempt to block theexpression of feelings, particularly negative ones?

How is this done?

Is this consistenly?


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Norms

Are certain areas avoided un the group?

How is avoidance reinforced?

How is it done?

Are group members overly polite or nice to oneanother?

Do members agree with one another too readily?

Are only positive feelings expressed?


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CRITERIA FOR EFFECTIVEFEEDBACK


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First what is Feedback?

Feedback is a process in which informationabout the past or the present influences thesame phenomenon in the present or future.As part of a chain of cause-and-effect thatforms a circuit or loop, the event is said to

"feed back" into itself.


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Characteristics of effective

feedback

Be Descriptive

Be specific

Take into a behaviour that can be controlled by thereceiver and giver of the feedback.

Focused into behaviour that can be controlled by thereceiver.

It is asked for rather than imposed feedback.

Timing

Feedback should be checked to ensure that thecommunication is clear.

Check the accuracy of the feedback.


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Temporary Groups

First what is a temporary group?

Temporary group is formed to solve aparticular problem but after it has performedits task. Matrix organizations, task forceand the collateral organizations.


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Matrix organizations

consists of primarily of project

teams created to solve a specific

problem. The project team hasrepresentatives from the different

groups that are involved with the

problem.


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Collateral Organizations

is a parallel continuously

coexisting organizations

organization focuses onknowledge problem.


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Collateral Organization is

characterized as follows.

All information channels are open.

Exchange of relevant information is complete andrapid.

Its norms encourage careful analysis and questioningof assumptions, methods, alternatives and goals.

Individual managers can get the problem solvingassistance from anyone in the organizations.

It operates parallel with the formal organizations,

and the formal organizations remain intact. The input to the formal organization consist of the

outputs from the collateral organizations. The finaldecision are made with the formal organizations.


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Other important factors are group cohesion,the degree to which the individuals need aremet. Productivity and satisfaction depends

on the number of complex interactingvariables.


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Leadership

Climate

Group membership Size

Communication

Characteristics of the members and the typeof the group among others.


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A group decision arrived at byconsensus and full participationmay result into a greater sense ofcommitment by its members thanone arrived at by majority vote.

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