TABLE OF CONTENTS1 Introduction........................................................................................................................21.1 Objectives of the Study...............................................................................................21.2 Background.................................................................................................................31.3 Methodology...............................................................................................................41.4 Scope..4 1.5Limitation 52 iterature !evie"...............................................................................................................#2.1 Organi$ational Behavior Overvie".............................................................................#2.2 %rou& Behavior...........................................................................................................#2.3 %rou& 'ur&ose and (y&es...........................................................................................)2.4 Stages of %rou& *or+ation.........................................................................................)2.# %rou& Social,-+otional Behavior..............................................................................)3 .iscussionand /nalysis ofOB at %rou&evel............................................................103.1 .ata /nalysis............................................................................................................113.2 !esults and .iscussions............................................................................................12CHAPTER_I1 INTRODUCTION/i+ing for the grou& &roductivity is the +ost challenging task in every organi$ation. It isthrough the &roductive andefficient "orkgrou&,tea+that a fir+can easilybringinsustainable success in its business o&eration and thereby i+&rove its &otential and &osition inthe industry. /ccordingly1 the survey of grou& behavior vis232vis &erfor+ance needs to be continuouslya&&raised to identify the areas that de+ands to &olish and i+&rove. (hough the intention isfullyacade+icandfor the&artial fulfill+ent of thecourseOrgani$ational behavior anddevelo&+ent1 the study tries to a&&raise the grou& level behavior in 4M5 and its i+&act onthe grou& &erfor+ance thereby to dra" a concrete conclusions and reco++endations for thega&s identified. 1.1 OBJECTIVES OF THE STUDY%enerally s&eaking1 any business organi$ation6s continuity and sustainable gro"th relies onthe &resence of &roductive "ork tea+s,grou&s. (he general intent of the study is1 therefore7 (o a&&raise the grou& level behavior and its link "ith &roductivity in4M5 fro+ the theoretical and educational +aterials &oint of vie".S&ecifically1 the study targeted at assessing7 (he grou& level behavior in the 4M5 and its link "ith organi$ational&erfor+ance1 (he understanding of the +anage+ent about the "ork grou& and itsbehavior1 (helinkbet"eengrou&level behavior in4M5anditstheoreticalco+&onents 8"hat literatures say91 %rou& level behavioral challenges and factors that affect grou&&roductivity1 %rou& for+ation and its +anage+ent in an organi$ation1 2 Individual understanding of the grou& and the "ay differences+anaged1 and (o for"ard reco++endations and suggestions based on the findings.1.2 BACKGROUND4ational Motors 5or&oration "as foundedin 1::3 and is one of the +odern &rivateco+&anies "hich is engaged in the i+&orts and sales of light and heavy duty (rucks1 'ick2u&s1 *our "heel utility ;ehicles1 /uto+obiles and their S&are &arts.4M5 envisioned being an auto asse+bly &lant in the country "hich enhances local s+allscale auto2&art +anufacturers "ould have the o&&ortunity to share in the +anufacturing ofco+&onents and"ill hel&thecountrytosaveforeigncurrency. 4M5corevalues areIntegrity1 5o++it+ent1 /dding value and never being satisfied.(heOrgani$ational structureof theco+&anyisakindof *unctional structure"hichisorgani$ed according to an individual6s &ur&ose "ithin the organi$ation. It is arranged in sucha "ay that de&art+ents focus on a single function or goal. 4M5 is organi$ed as 5o++ercial.e&art+ent1 after sales de&art+ent and /d+inistration de&art+ent re&orting to the %eneralManager of the co+&any. 4M5is anauthori$ed agent for 5hevrolet and Isu$u and it re&resents the follo"ingreno"ned industries of auto+otive +anufacturers1 covering /+erica1 -uro&e and /sia that is%eneral Motors 5or&oration 4orth /+erica for 5hevrolet ;ehicles and Isu$u Motors &ectations and rules on each individual +e+ber of the tea+ "hich can e>&ose the "eaker+e+ber6s lack of shared res&onsibilities. (his can affect the "orking tea+s set goals that +ustbe +et by everyone involved in the grou&6s effort to get every detail finished andacco+&lished.-+&loyer6s vie"s on %rou& Behavior Duality Manage+ent Syste+s "ithin the "ork&lace "illbeco+e the key ele+ent that "ill +easure the success or failure of an organi$ation. Individualattitudes "ithin the "ork&lace can reflect a &erson6s likes,dislikes to"ard other co2"orkers./lthough so+e scholars distinguish "ork tea+s and "ork grou&s 8Aat$enbach E S+ith1 1::391for our current &ur&ose no such distinction "ere considered and the ter+s "ere usedinterchangeably. Others distinguish dyads or triads fro+larger tea+s. /lthough "eackno"ledge that intra2tea+ &rocesses increase in co+&le>ity "ith +ore tea+ +e+bers. @orktea+s andgrou&s co+einavarietyof ty&es andsi$es1 cuttingacross different conte>ts1functions1 internal &rocesses1 ande>ternal linkages. ?o"ever1 several features &rovide afoundation for a basic definition. @ork tea+s and grou&s7 8a9 are co+&osed of t"o or +oreindividuals18b9"hoe>istto&erfor+organi$ationallyrelevanttasks1 8c9share one or+oreco++on goals1 8d9 interact socially1 8e9 e>hibit task interde&endencies 8i.e.1 "orkflo"1 goals1outco+es91 8f9 +aintain and +anage boundaries1 and 8g9 are e+bedded in an organi$ationalconte>t that sets boundaries1 constrains the tea+1 and influences e>changes "ith other units inthe broader entity 8/lderfer1 1:))F ?ack+an1 1:C)F ?ollenbeck1 Ilgen1 Sego1 ?edlund1 Major1E 'hilli&s1 1::#F Ao$lo"ski1 %ully1 Mc?ugh1 Salas1 E 5annon2Bo"ers1 1::BaF Ao$lo"ski1%ully1 4ason1 E S+ith1 1:::F Salas1 .ickinson1 5onverse1 E(annenbau+1 1::29.+2.3 GROUP PURPOSE AND TYPES/ grou&isdefinedast"oor+oreindividualsinteractingandinterde&endent1 "hohaveco+e together to achieve &articular objectives. %rou&s can be either for+al or infor+al. By a!"#$%& '#"()*"e +ean one defined by the organi$ation6s structure1 "ith designated "orkassign+ents and established tasks. In contrast1 an+,!"#$%& '#"()is neither for+allystructurednororgani$ationallydeter+ined. Infor+al grou&sarenatural for+ationsinthe"ork environ+ent that a&&ear in res&onse to the need for social contact. (hree e+&loyeesfro+different de&art+ents"horegularlyhavelunchor coffeetogether areaninfor+algrou&. (hese ty&es of interactions a+ong individuals1 though infor+al1 dee&ly affect theirbehavior and &erfor+ance.(he need to for+ and be the +e+ber of a grou& originates fro+ different social needs andindividual &ers&ectives. /+ong others1 the si+ilarity of individuals in the need for Security1Status1 Self2estee+1 /ffiliation1 'o"er1 and %oal /chieve+ent are fe" first co+ing +otivesin for+ing the grou&. 2.4 STAGES OF GROUP FORMATIONF"#$+,' S-%'.7 (he first stage in the &rocess of grou& develo&+ent is the issues of +uchuncertainty a+ong +e+bersS-"#$+,' S-%'./(he second stage in grou& develo&+ent1characteri$ed by intergrou&conflictN"#$+,' S-%'.7 (he third stage in grou& develo&+ent1 characteri$ed by close relationshi&sand cohesivenessP.#!"#$+,' S-%'./(he fourth stage in grou& develo&+ent1 "hen the grou& is fullyfunctionalA01"(#,+,' S-%'./(he final stage in grou& develo&+ent for te+&orary grou&s1characteri$ed by concern "ith "ra&&ing u& activities rather than &erfor+ance2.5 GROUP SOCIAL2EMOTIONAL BEHAVIOR@hileit has beenhistoricallynotedthat grou&s &ossess bothtaskandsocial,e+otionalco+&onents 8Bales1 1:#091 attention has &ri+arily been directed to"ard understanding thesetasks rather than e+otional ele+ents. (he construct of grou& e+otion and shared e+otion,a+ong grou& +e+bers has been broadened in recent years. In +uch of early grou& research1if affectiveco+&onents"ere+entionedat all1 it "as intheconte>t of individual2levelsatisfaction1 +orale1 or cohesion. Morerecently1 thesocial natureof e+otionshasbeene+&hasi$ed8'arkinson1 1::B91 andaffect hasbeene>&licitlyrecogni$edasani+&ortantsti+ulus in a grou&6s environ+ent 8?ack+an1 1::29. (his recognition has increased as theconstruct of affect "ithin grou&s1 and in the "ork&lace in general1 has been e>&anded andrefor+ulated1 offeringa +ore co+&lete understanding of its role ins+all grou&s andorgani$ations. @hiletheconce&t ofagrou&e+otionhasalonghistory1thereisnooneco++on definition. One can define grou& e+otion as the grou&6s affective state that arisesfro+ the co+bination of its Gbotto+2u&H co+&onentsIaffective compositionaleffectsIandits Gto&2do"nHco+&onentsIaffectivecontext8BarsadeE%ibson1 1::C9. (hat is1 grou&e+otion results fro+ both the co+binations of individual2level affective factors that grou&+e+bers &ossess as "ell as fro+ grou&2 or conte>tual2level factors that define or sha&e theaffectivee>&erienceof thegrou&. (heconce&t of grou&e+otionhasbeensho"ntobereliablyrecogni$edbygrou&+e+bersandoutsideraters1bothon2siteandthroughvideoratings8Barsade1 2000F BartelESaavedra1 2000F (otter dell1 Aellet1 (euch+ann1 EBriner11::C91 and has been reliably+easuredthrough a varietyof statistical techni=ues. @es&ecifically describe the &osited &rocesses behind this affective co+&ositional and affectiveconte>t effectsandofferanorgani$ingstructure"ithin"hichtoe>a+inetheseaffectivefactors. (he affective influences in grou&s can be described in a general in&ut1 &rocess1 andout&ut for+1 "herein&utsrefertoaffectiveantecedentstothegrou&e>&erience1 &rocessrefers to ho" affect is s&read a+ong other grou& +e+bers1 and out&ut refers to the resultinggrou& e+otion and its effects on grou& life.(he affective co+&ositional effects begin"ith the varietyof individual2level affectiveco+&onents +e+bers bring "ith the+ into the grou& interaction. /shforth and ?u+&hrey81::#9 defined affects broadly and inclusively as a Gsubjective feeling stateH that can rangefro+diffuse +oods to intense e+otions. %rou& +e+bers bring their individual levele+otional e>&eriences1 such as dis&ositional affect1 +oods1 e+otions1 e+otional intelligence1and senti+ents1 "ith the+ to a grou& interaction. (hrough a variety of e>&licit and i+&licit&rocesses1theseaffectivein&uts are co++unicated to other grou&+e+bersandfor+the-affective co+&ositional grou& effects. ->&licitly conscious &rocesses include various for+sof sociallyinducedaffect1 suchas thedeliberatecreationor +aintenanceof e+otionale>&erienceingrou&+e+bers throughaffectiveinfluenceand"hat is ter+edGaffectivei+&ression +anage+ent.H I+&licit &rocesses include auto+atic affective transfer &rocesses1such as e+otional contagion1 feeling affect vicariously1 and behavioral entrain+ent1 that leadto the s&read of individual2level +oods and e+otions to other grou& +e+bers. (hrough theset"o ty&es of e+otional sharing &rocesses1 individual2level +oods and e+otions are s&readandsharedandfor+theGbotto+2u&H&rocess of affectivetea+co+&osition8BarsadeE%ibson1 1::C9.On the other hand Gto&2do"nH factors in the grou&6s affective conte>t are factors that +ayi+&ose an affective tone on the grou& or a+&lify or constrain the "ays in "hich a grou&e>&eriences or e>&resses e+otion.S&ecifically1 organi$ational e+otion nor+s1 local grou&nor+s1 and the grou&6s e+otional history together can be considered as i+&ortant conte>tvariables.(heco+binationoftheaffectiveconte>tandthegrou&6saffectiveco+&ositionleadstothegrou&e+otionat eachgiven+o+ent. %rou&e+otioncanrefer tos&ecifice+otional states1 suchasgrou&jealousyorenvy1to+orediffusefeelingstates1 suchas&leasant or un&leasant grou& +oods. (he grou& e+otion then feeds back into the affectiveantecedents and the affective conte>t1 leading to a dyna+ic affective syste+ in the grou&. .CHAPTER_ III3 DISCUSSION AND ANALYSIS OF OB AT GROUP LEVEL(o get the "ider insight of the organi$ational behavior at grou& level1 "e have looked intovarious literatures and research findings. (hen the =uestionnaire &re&ared on the basis of thelikert2scale "as distributed to the e+&loyees of 4M5 to assess the grou& level behavior insa+econsideringit asa&ri+arystrategytoobtaintheneededinfor+ation. (hroughtheco+bination of survey and intervie"1 the current situation of grou& behavior in theorgani$ation under consideration has been assessed. /ccordingly1 fe" concrete &oints fro+ the survey of literature have been &resented in theliterature revie" &arts. (he infor+ation gained fro+ distributed =uestionnaire 8on a rando+lytaken #1 individual e+&loyees9 "as further analy$ed through tabular &resentation1 &ie chartsand gra&hs "hereby the discussion &oints and results "ere dra"n. @e1 as a researcher1 havevie"edtheindividuals6 behaviorasa+e+berofthegrou&andthegrou&levelbehaviori+&act on individual &erfor+ance and organi$ational achieve+ent. *or further concreti$ing the findings of the study1 the &ersonal intervie" has been conducted"ithoneofthe+anage+ent +e+ber ofthe4M5. (heintervie"hasgot a&ur&osetorecogni$ethevariousstrategiesandtheirstrong&ointstocreateand+aintainthehigher%rou& 'erfor+ance and cohesiveness. 1/3.1 DATA ANALYSISItemCriterion for evaluationS-#",'&3D+4%'#..D+4%'#..N"O)+,+",A'#..S-#",'&3A'#..1 #$% has healthy organizational culture that proides !ene0ts to team cohesieness- - - 65% 35%2 1nyour department employees fosters open communication and recognizes indiidual contri!utions- - - 65% 35%3#$% has fair motiation system that inspires teams for !etter performance- - 33% 40% 27%4 #$% organization is structured in such a way that mem!ers receie 0rst hand and up to date information- - - 82% 18%51 !eliee that team wor" and its performance is a)ected !y indiidual attitudes- - 12% 76% 12%+ 1n this organization & group e)orts are always fruitful compared to indiidual e)orts- - 6% 94% -,#$% performance measurement system enhances group performance- - 31% 56% 13%-2roup structure is more alued than indiidualism- - 29% 53% 18%. 1n my organization& ma3or rewards are !ased on only performance e)ectieness- - - 67% 33%1/ 1n my organization su!ordinates are e*pected to o!ey their !oss without 4uestion6% 12% 18% 29% 35%11 1n this organization& managers encourage group loyalty een if indiidual failedto achiee goals.7% 7% 7% 71% 7%12 1n this organization& a person5s in6uence is !ased primarily on one5s a!ility andcontri!ution to the organization- 47% - 35% 18%T%5&. 6 1 T7. R.4)",4. R.4(&- A,%&34+411It is clearly de&icted on the table above that the &ercentage res&onse of the res&ondents on average sho"s that the 4M5 has develo&ed a better grou& and their res&onse "ere as such found to be in favor of their co+&any. 3.2 RESULTS AND DISCUSSIONS(he &ri+ary data collected has been further analy$ed through &ie charts and bar gra&hs follo"ed by discussions of the findings. /ccordingly1 feedbacks of the res&ondents collected through =uestionnaires dis&atched to rando+ly selected individuals "ere &resented as follo"s. %. 81 T7. P#.4.,9. "! H.%&-73 O#'%,+:%-+",%& C(&-(#. !"# T.%$ C"7.4+;.,.44+57357#$% has healthy organizational culture that proides !ene0ts to team cohesienessStrongly 8isagree 8isagree #o 9pinion:gree Strongly :greeC7%#- %#0 C7%#- ut& 317 ofrespondents hae shown reseration on the issue. ,17 of the respondents agreed that their organization gies a !etter aluetogroupstructurethanindiidualism. 2.7of respondentshaeshownreseration on this issue. 1//7 of the respondents agreed on performance e)ectieness to ta"e a!etter alue in reward proision. .%. 81B*11*12 B"44 O5.3.0 W+-7"(- 8(.4-+",*G#"() L"3%&-3 %&>%34 E,9"(#%'.0 %,0 A5+&+-3C C",-#+5(-+", %#. B%4+4 "! P.#4",%& I,!&(.,9. C7%#- ut the remaining 3+7 respondents disagree with the issue. ,-7 of the respondents !eliee that their managers encourage the groupperformance een in time of indiidual failures in achieing theirrespectie goals. >ut the remaining respondents disagree with the idea. 9nly 537 of respondents agreed on the presence of the indiidual a!ilityandcontri!utionthat in6uencetheother mem!ers of theteam. Theremaining i.e.& the ma3ority of the respondents disagree with issue.CHAPTER_ IV4 F+,0+,'4* C",9&(4+",4 %,0 R.9"$$.,0%-+",44.1. S($$%#3 "! -7. F+,0+,'4(hetheoretical thought factorsthat influencethegrou&for+ationandits&erfor+ance"eretaken into consideration in analy$ing the finding of the study. /ccordingly1 a+ong others1 factorslike the&sychological factors8interest1 attitude1 &ersonality1 &erce&tion91social factors8socialclass1 culture1 religion91 security factors 8ne" &lace1 ter+ination of job1 etc.91 econo+ic factors8shortage of +oney for house construction1 +edical care E other needs91 &ro>i+ity1 interaction1interest and influence "ere so+e of the ele+ents considered for co+&arison. *ollo"ing are1therefore1 the su++ary of the findingsF 4M5 has develo&ed an organi$ational culture that "ill &ositively i+&act thecohesiveness of the tea+ as favored by +any of the res&ondents. (he other areaobserved to bestrong side oftheco+&any "as the &resence ofgoodco++unicationa+ongthee+&loyeesandthebetter recognitiongiventoindividualcontribution. (he co+&any1 ho"ever1 failed to i+&ress its e+&loyees in establishing the fair+otivational syste+ "here one third of the res&ondents found to have reservation. (he better infor+ation flo" in the co+&any +ay be another success area of the co+&any"here al+ost all res&ondents o&ted for the &resence of u&to date and firsthandinfor+ation disse+ination. So+ething good "as also the understanding individual e+&loyees got on the i+&act ofindividual attitude to tea+ "ork and its &erfor+ance as the +ajority ans"ered in favorof the issue.1- (he +anage+ent &rinci&le that says Jthe total is greater than the su+ of its &arts6 is "ellunderstood as the o&inions of the +ajority of the res&ondents agreed on grou& effort tobe better &roductive. (he idea of the &erfor+ance +easure+ent i+&roves the grou& &erfor+ance "ere agreedu& on by +any. But large enough res&ondents have sho"n reservation on the issue. (he grou& structure has been valued better in an organi$ation. Ket the issue observed not"ell addressed as al+ost one third of the res&ondents have sho"n reservation on thisissue. (hough the +ajority agreed on &erfor+ance effectiveness takes a better value in re"ard&rovision fe" have failed to res&ond. Obeying the "ithout =uestion is al+ost "hat &racticed by all as +ajority o&ted for thatthough fe" disagree "ith the idea. (he +anagers encourage the grou& &erfor+ance even in ti+e of individual failures inachieving their res&ective goals though not ade=uate enough. (he &ersonal influence in the co+&any is believed to be based not +ainly on individualskill and contribution as the +ajority assured. 4.2. C",9&(4+",4In conclusion1 the co+&any can be said to have a better grou& for+ation and +anage+ent as &er the findings of the =uestionnaire survey. -ither through thoughtful strategy or by chance the co+&any "as evaluated at higher rate by +any criteria.?o"ever1 not fe" that indicated for the need of i+&rove+ent in so+e areas. (he &oints for further i+&rove+ent "ere1 therefore1 listed in the under +entioned to&ic. 4.3. R.9"$$.,0%-+",@e1 as the study grou&1 reco++end the follo"ing to the co+&any to bring better+ent in areas of identified "eaknessesF 5onductingacontinuouse+&loyees6satisfactionsurveyon+otivational syste+andtherebyres&onding to the ga&s identified. (he +anage+ent needs to design +echanis+s other than &erfor+ance +easure+ent to i+&rove&roductivity like introducing different +otivational sche+es1 establishing effective ME-+echanis+s and others that i+&rove grou& and individual &erfor+ance. %ivinggrou&structureabettervaluetocreategoodtea+s&irit andi+&rovinga&racticeof&erfor+ance effectiveness based re"ard is also +ajor areas that need +anage+ent attention. 5reatinga &artici&atory"orkenviron+ent "ithfree flo"of infor+ationandideas "here&ersonal ability and contributions are +ain factor of influence. 1.!eferences71. Ste&hen '. !obbinsISan .iego State LniversityF (i+othy /. change1 .evelo&+ent 5li+ate1 and 5hange 'rocess 5haracteristics1H Applied Psychology: An International Review #)1 no. 2 8200C9.#. A. e"in1 *ield (heory in Social Science 84e" Kork7 ?ar&er E !o"1 1:#19B. @. @. %. .yer1 @. %. .yer1 and