bonddonraj
Par 100 posts (V.I.P)
AND YAAA KAL SE EXAMS CHAALUUUUU
ORGANIZATION BEHAVIOUR
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bonddonraj
Par 100 posts (V.I.P)
The Rational Decision-Making Model is a process for making logically sound decisions.[1] The model comes from Organization behavior.
The Rational Decision Making Model is a model which emerges from Organizational Behavior. The process is one that is logical and follows the orderly path from problem identification through solution. The Rational Decision Making Model is a seven step model for making rational and logical reasons.
- Define the problem: the very first step which is normally overlooked by the top level management is defining the exact problem. Though we think that the problem identification is obvious it is not the many a times. Rational decision making model is a group based decision making process. If the problem is not identified properly then we may face a problem as each and every member of the group might have different definition of the problem. Hence, it is very much important that the definition of the problem of all group members is same. Then only it is possible for the group members to find alternate sources or problem solving in a manner. - Generate all possible solutions: the next step in the rational decision making process is after defining the exact problem try and generate all the possible solutions of the problem. This activity is to be done in groups as different people may have different ideas or alternatives to the problem. If you are not able to explore more and more solutions to then there is a chance that you might not arrive at a optimal or a rational decision. For exploring the alternatives it is necessary to gather information. To gather this information the use of technology is done.
- Generate objective assessment criteria: after going thoroughly through the process of defining the problem, exploring for all the possible alternatives for that problem and gathering information the third step says evaluate the information and the possible options to anticipate the consequences of each and every possible alternative that is thought of. At this point of time we have to also think over for optional criteria on which we will measure the success or failure of our decision taken.
- Choose the best solution which we have already generated: based on the criteria of assessment and the analysis done in step 3 choose the best solution which we have generated. Once we go through the above steps thoroughly, implementing the fourth step is easy job. These four steps form the core of the Rational Decision Making Model.
- Implement the chosen decision
- Evaluate the “success” of the chosen alternative
- Modify the decisions and actions taken based on the evaluation of step 6.
However, there are a lot of assumptions, requirements without which the rational decision model is a failure. Therefore, they all have to be considered. The model assumes that we have or should or can obtain adequate information, both in terms of quality, quantity and accuracy. This applies to the situation as well as the alternative technical situations. It further assumes that you have or should or can obtain substantive knowledge of the cause and effect relationships relevant to the evaluation of the alternatives. In other words, it assumes that you have a thorough knowledge of all the alternatives and the consequences of the alternatives chosen. It further assumes that you can rank the alternatives and choose the best of it. The following are the limitations for the Rational Decision Making Model:
- It requires a great deal of time. - It requires great deal of information - It assumes rational, measurable criteria are available and agreed upon. - It assumes accurate, stable and complete knowledge of all the alternatives, preferences, goals and consequences. - It assumes a rational, reasonable, non – political world.
• The Bounded Rational Decision Making Model: A Realistic Approach
The Rational Decision Making Model, amongst its many assumptions assumes that there is a single, best solution that will maximize the desired outcomes.
Now, the bounded rationality model says that the problems and the decisions are to be reduced to such a level that they will be understood. In other words, the model suggests that we should interpret information and extract essential features and then within these boundaries we take a rational decision.
The model turns towards compromising on the decision making process though it is a structured decision making model. The decision maker takes the decision or is assumed to choose a solution though not a perfect solution but “good enough” solution based on the limited capacity of the group leader to handle the complexity of the situation, ambiguity and information. The steps involved in the decision making are alike to the rational decision making process the model assumes that the perfect knowledge about all the alternatives are not possible for a human being to know. Hence, based on the limited knowledge he takes a good enough knowledge though not a perfect decision.
To cut the long story short we can say that the decision that is taken is rational but is taken in a bounded area and the choice of alternatives is though not perfect is nearer to the perfect decision. In rational process the assumption is that the exact problem, all the alternatives, should be thoroughly known to the decision maker. However, the realistic approach of human limitation is overlooked in rational decision making, but the same approach is considered mainly in the bounded rational decision making process.
Hence, it is also called as a Realistic Approach for Rational Decision Making Process.
Assumptions of the Model
Problem clarity.
Known options.
Clear preferences.
Constant preferences.
No time or cost constraints.
Maximum payoff.
The Rational Decision Making Model is a model which emerges from Organizational Behavior. The process is one that is logical and follows the orderly path from problem identification through solution. The Rational Decision Making Model is a seven step model for making rational and logical reasons.
- Define the problem: the very first step which is normally overlooked by the top level management is defining the exact problem. Though we think that the problem identification is obvious it is not the many a times. Rational decision making model is a group based decision making process. If the problem is not identified properly then we may face a problem as each and every member of the group might have different definition of the problem. Hence, it is very much important that the definition of the problem of all group members is same. Then only it is possible for the group members to find alternate sources or problem solving in a manner. - Generate all possible solutions: the next step in the rational decision making process is after defining the exact problem try and generate all the possible solutions of the problem. This activity is to be done in groups as different people may have different ideas or alternatives to the problem. If you are not able to explore more and more solutions to then there is a chance that you might not arrive at a optimal or a rational decision. For exploring the alternatives it is necessary to gather information. To gather this information the use of technology is done.
- Generate objective assessment criteria: after going thoroughly through the process of defining the problem, exploring for all the possible alternatives for that problem and gathering information the third step says evaluate the information and the possible options to anticipate the consequences of each and every possible alternative that is thought of. At this point of time we have to also think over for optional criteria on which we will measure the success or failure of our decision taken.
- Choose the best solution which we have already generated: based on the criteria of assessment and the analysis done in step 3 choose the best solution which we have generated. Once we go through the above steps thoroughly, implementing the fourth step is easy job. These four steps form the core of the Rational Decision Making Model.
- Implement the chosen decision
- Evaluate the “success” of the chosen alternative
- Modify the decisions and actions taken based on the evaluation of step 6.
However, there are a lot of assumptions, requirements without which the rational decision model is a failure. Therefore, they all have to be considered. The model assumes that we have or should or can obtain adequate information, both in terms of quality, quantity and accuracy. This applies to the situation as well as the alternative technical situations. It further assumes that you have or should or can obtain substantive knowledge of the cause and effect relationships relevant to the evaluation of the alternatives. In other words, it assumes that you have a thorough knowledge of all the alternatives and the consequences of the alternatives chosen. It further assumes that you can rank the alternatives and choose the best of it. The following are the limitations for the Rational Decision Making Model:
- It requires a great deal of time. - It requires great deal of information - It assumes rational, measurable criteria are available and agreed upon. - It assumes accurate, stable and complete knowledge of all the alternatives, preferences, goals and consequences. - It assumes a rational, reasonable, non – political world.
• The Bounded Rational Decision Making Model: A Realistic Approach
The Rational Decision Making Model, amongst its many assumptions assumes that there is a single, best solution that will maximize the desired outcomes.
Now, the bounded rationality model says that the problems and the decisions are to be reduced to such a level that they will be understood. In other words, the model suggests that we should interpret information and extract essential features and then within these boundaries we take a rational decision.
The model turns towards compromising on the decision making process though it is a structured decision making model. The decision maker takes the decision or is assumed to choose a solution though not a perfect solution but “good enough” solution based on the limited capacity of the group leader to handle the complexity of the situation, ambiguity and information. The steps involved in the decision making are alike to the rational decision making process the model assumes that the perfect knowledge about all the alternatives are not possible for a human being to know. Hence, based on the limited knowledge he takes a good enough knowledge though not a perfect decision.
To cut the long story short we can say that the decision that is taken is rational but is taken in a bounded area and the choice of alternatives is though not perfect is nearer to the perfect decision. In rational process the assumption is that the exact problem, all the alternatives, should be thoroughly known to the decision maker. However, the realistic approach of human limitation is overlooked in rational decision making, but the same approach is considered mainly in the bounded rational decision making process.
Hence, it is also called as a Realistic Approach for Rational Decision Making Process.
Assumptions of the Model
Problem clarity.
Known options.
Clear preferences.
Constant preferences.
No time or cost constraints.
Maximum payoff.
bonddonraj
Par 100 posts (V.I.P)
Models of decision making
All models of decision making consider it to be a rational concept. E.g., Herb Simon's model:
Intelligence activity: search the environment for conditions calling for decision making
Design activity: invent, develop, and analyze various courses of action from which to choose
Choice activity: select a particular course of action from options available.
Henry Mintzberg's model:
Identification phase: recognize a problem or opportunity and make a diagnosis
Development phase: search for existing standard procedures or design a new tailor-made solution (involves trial & error)
Selection phase: choose a solution either by judgment of the decision maker, by logical analysis of the choices, or by bargaining when the selection involves a group of stakeholders.
Classical model
Decisionmaking is a rational process that seeks to maximize the chances of achieving the desired outcome by considering all possible alternatives, exploring all consequences thereof, and then making a decision. It assumes that the decisionmaker has perfect information, knows all alternatives and their possible consequences, and possesses a criterion for making the decision that involves maximizing the desired objective. There are 6 steps in the process:
Identifying the problem (recognize it, determine optimum level of performance, divide into subproblems, specify the problem in terms of the gap between actual and optimal - cf. Rossett)
Generating alternatives (consider them all, no matter how ridiculous - brainstorm)
Evaluating alternatives (consider all possible intended and unintended outcomes, assess them, then assess the likelihood of each outcome - positive and negative - to each alternative)
Choosing an alternative (rank your alternatives and select the best one - hopefully one with a high probability of positively valued outcomes and a low probability of negatively valued ones)
Implementing the decision (sell it to those affected by it)
Evaluating the decision (measure actual performance against performance objectives).
Behavioral Model
Rationality is bounded. Your information is incomplete, you can't generate all possible solutions, you can't accurately predict all consequences, and it's impossible to determine exactly which alternative is optimal. Here are your options:
Satisficing: choose the first alternative that satisfies minimal standards of acceptability
Contextual rationality: choose the best decision mediated by polilcies, conflict-resolution requirements, distribution of power and authority, and the limits of human rationality
Procedural rationality: focus on the procedures used to make the decision, such as operations research, systems analysis, strategic planning, etc., and use whatever information they furnish
Retrospective rationality: devote your energy in justirying the rationality of decisions you have already made
Incrementalizing: make small changes incrementally in the existing situation and "muddle through"
Garbage Can Model: members of your team collect solutions; they mix problems, solutions, and decision participants and come up with some patterns of interaction that the rational model won't predict.
Vroom-Yetton Normative Model
This identifies five decision making styles, identifies criteria for choosing among them, and describes attributes of the problems that determine which levels of suboordinate participation are feasible. Finally, it offers rules for making the final choice.
Decision feasibility: quality, acceptance, and timeliness
Decision quality: is it effective?
Decision acceptance: are they accepted by your subordinates?
Timeliness: if short-time, be autocratic; if lots of time, be participative.
There are five decision making styles:
AI: autocratic (make the decision yourself)
AII: get information from subordinates, then make the decision yourself
CI: consultative (share the problem individually with subordinates, then make the decision yourself)
CII: share the problem as a group with your subordinates and make the decision yourself
GII share the problem and reach a consensus decision.
If there's not enough information and you require good decision quality, eliminate AI.
If decision quality is important and subordinates won't buy in, then eliminate GII.
For unstructured problems, choose CII or GII.
If acceptance by subordinates is crucial, eliminate AI and AII.
If acceptance is crucial and there's a lot of disagreement, eliminate the first three.
If negotiation is critical to determine what is fair and equitable, choose only GII.
If acceptance is critical and the subordinates want equal partnership in the decisionmaking process, choose only GII.
Benefits of shared decisionmaking
Since group decisionmaking is the product of interpersonal decisionmaking processes and group dynamics, an administrator must lead the group from a collection of individuals to a collaborative decisionmaking unit. Research is ambiguous between the relative effectiveness of individual vs. participative decisionmaking. The benefits of shared decisionmaking over individual decisionmaking are:
Decision quality is better because there's more information available
Groups provide a greater number of approaches to a problem
Participation in the decisionmaking process promotes buy-in
Group participation increases understanding of the decision
Groups are more effective at evaluating alternatives because of the increased knowledge and viewpoints available
Major errors tend to be avoided.
Problems in shared decisionmaking
One big one is groupthink. It has 8 symptoms:
Illusion of invulnerability
Rationalization based on past decisions
A belief in the inherent morality of the group
Stereotyping of oppositino leaders
Direct pressure against dissenting voices
Self-censorship of any deviations from consensus
Shared illusion of unanimity (assuming silence means consent)
Appointing mindguards that might shatter their shared complacency
Groupthink occurs primarily when
the group is cohesive
the group is insulated from qualified outsiders
the leader promotes her own favored suggestion.
Nine suggestions to avoid groupthink:
assign the roles of critical evaluators to all members
leaders should be impartial at the outset
set up several independent groups to look at the same problem
divide into independent groups when feasibility and effectiveness of alternatives are being examined
periodically discuss the group's deliberations with trusted outsiders
invite qualified outside experts to each meeting
assign the role of devil's advocate to at least one member
survey warning signals from rivals and construct alternative scenarios
call on all members to express their doubts before making a final choice
Risky Shift
Stoner's research shows that group decisions are consistently riskier than individual decisions because responsibility is shared, group leaders are greater risk takers than individuals, gorup discussion leads to a more thorough examination of the pros and cons of the outcomes, and riskk taking is socially desirable in our culture.
Escalation of commitment
There is a tendency of groups to escalate commitment to a course of action in order to justify their original decision.
Shared decision-making techniques
Brainstorming: generate a wide variety of new ideas. Do not evaluate them or discuss alternatives, do not consider any idea outlandish, welcome large quantities of ideas, try to combine similar ideas.
Nominal group: generate and evaluate ideas: post them on a flip chart and allow members to evaluate them silently, elicit one new idea from each member, discuss each idea on the flip chart in order, preliminary vote on importance of each item, analyze and discuss voting patterns, and then take a final vote and close the decision process. (This is what we do at RMC.)
Delphi technique: identify a panel of experts, send the problem to each one individually, each one solves the problem, a central location compiles all these comments, each panelist receives a copy of the whole thing, each expert provides feedback on all the other comments, and the last 2 steps are repeated until consensus is reached.
Devil's advocacy: after a planning group has developed alternative solutions to a problem, the plan is given to one or more staff members with instructions to find fault with it.
Dialectical inquiry: form two or more homogeneous but totally divergent gorups to present the full range of views on the problem, have each group meet independently to identify its own assumptions and rate them, have them debate the other groups and defend their position, analyze information from all groups, and then attempt to achieve consensus among all groups. Needless to say, a full consensus does not always follow, though this is a good way to get rid of groupthink.
priyamagrawal
New member
hey Task and emotional responses
As you can see, there are twelve categories, which fall into two principal groups:
4 to 9 being concerned with the task itself; these are further subdivided into two categories:
4 to 6 are concerned with giving information
7 to 9 are concerned with asking for information
1, 2, 3 and 10 ,11, 12 being concerned with emotional responses; these are also subdivided into two categories:
1 to 3 are positive emotional responses
10 to 12 are negative emotional responses
Paired categories
All of the categories can also be grouped in pairs:
a) 6 & 7: orientation - setting out the problem and giving factual information
b) 5 & 8: opinion - evaluation: 'Have we done that?' We ought to make sure that we do this.' etc., generally any comment that involves summarizing the issues that have to be faced, taking stock of the situation
c) 4 & 9 control - 'I think we ought to do this', 'How do you think we ought to tackle this?' etc. In fact, asking for suggestions, so 'control' seems an odd word to use. Actually, though, making suggestions in this way is tantamount to getting the other group members to commit themselves. Since that would limit their future choices, it may be felt as a method of bringing them under control and may therefore be resented.
d) 3 & 10 acceptance or rejection
e) 2 & 11 emotional responses only - Bales gives the example here of a member sighing heavily and examining his fingernails
f) 1 & 12 integration - how well do the group members cohere? Here Bales gives (as 12) the example of a man who makes an offensive remark directed at another member; however the laughter which follows is classified under 2
(cited in Sprott (1958))
Observation chart
The observer is provided with an observation chart on which all the participants' contributions are recorded (if you haven't already seen such a chart based on Bales' IPA, it's worth taking a quick look: ). This will be supplemented by some method of recording the direction of the communications, such as a sociogram.
General findings
It emerges from such observation that a group has two tasks:
reaching agreement on a solution
maintaining the group cohesion
As you can see, there are twelve categories, which fall into two principal groups:
4 to 9 being concerned with the task itself; these are further subdivided into two categories:
4 to 6 are concerned with giving information
7 to 9 are concerned with asking for information
1, 2, 3 and 10 ,11, 12 being concerned with emotional responses; these are also subdivided into two categories:
1 to 3 are positive emotional responses
10 to 12 are negative emotional responses
Paired categories
All of the categories can also be grouped in pairs:
a) 6 & 7: orientation - setting out the problem and giving factual information
b) 5 & 8: opinion - evaluation: 'Have we done that?' We ought to make sure that we do this.' etc., generally any comment that involves summarizing the issues that have to be faced, taking stock of the situation
c) 4 & 9 control - 'I think we ought to do this', 'How do you think we ought to tackle this?' etc. In fact, asking for suggestions, so 'control' seems an odd word to use. Actually, though, making suggestions in this way is tantamount to getting the other group members to commit themselves. Since that would limit their future choices, it may be felt as a method of bringing them under control and may therefore be resented.
d) 3 & 10 acceptance or rejection
e) 2 & 11 emotional responses only - Bales gives the example here of a member sighing heavily and examining his fingernails
f) 1 & 12 integration - how well do the group members cohere? Here Bales gives (as 12) the example of a man who makes an offensive remark directed at another member; however the laughter which follows is classified under 2
(cited in Sprott (1958))
Observation chart
The observer is provided with an observation chart on which all the participants' contributions are recorded (if you haven't already seen such a chart based on Bales' IPA, it's worth taking a quick look: ). This will be supplemented by some method of recording the direction of the communications, such as a sociogram.
General findings
It emerges from such observation that a group has two tasks:
reaching agreement on a solution
maintaining the group cohesion
GROUP DYNAMICS
A group is: “two or more people who share a common definition and evaluation of themselves and behave in accordance with such a definition”
It is also a collection of people who interact with one another, accept rights and obligations as members and who share a common identity. The relationship here is reciprocal.
a group include:
• formal social structure
• face-to-face interaction
• 2 or more persons
• common fate
• common goals
• interdependence
• self-definition as group members
• recognition by others
Important Characteristics of Group/ Reasons for group formation:
1. Interaction: Human being a social animal tends to interact to each other. Leading to a face to face conversation & thus developing a good communication skill.
2. Activities: They together participate in seminar, organized company meeting, program
3. Norms: The area set of informal guidelines, rules of behavior makes member to confirm to the group activities. It can be basically the behavioral norms or the work norms where they have to achieve the organizational productivity.
4. Cohesiveness: An individual by himself will be less productive where as cohesion enhances members satisfaction and improve organizational performance due to strong motivation to maintain good, close relationship with other members.
5. Personal Characteristics: The people with similar nature, opinions always tend to move together forming a group.
6. Interest & Goals: People with common interest, desire tend to form a group in order to achieve their goals effectively and efficiently
7. Security & Protection: Individual being alone get tensed but when associated within a group get secured and is protected.
Group Dynamics
Definition: “Group dynamics is a study of forces operating within a group”
“It is a social process by which the members develop interaction within
each others”
It helps in understanding the behavior of individuals in groups. It also helps to study how groups are formed. It further says of how they interact with each other. They interact and influence each other, groups develop a number of dynamic processes that separate them from a random collection of individuals
COMPONENTS OF GROUP DYNAMICS
(A) Group Formation & Development: Concept of group
Importance of group
Types of group
(B) Group Strucutre : Norms
Status relationship
Power relationship
Cohesiveness
(C) Group Process : Communication
Decision making
Motivation
Leadership
Roles
A. Group Formation & Development:
Concept & Importance of Group: When people come together they form different norms & group is formed. Group development helps manager in understanding behavior of individuals in groups. It also increases the performance of the groups. It helps in team building.
Bruce Tuckman (1965) developed a 4-stage model of group development.
1. Forming: It is the first stage in group development process. The group comes together and gets to initially know one other and form as a group. Individuals gather the information and impressions - about each other, and about the scope of the task and how to approach it. They here comes to know the expected roles to be played.
2. Storming: Individuals in the group can only remain nice to each other for so long, as important issues start to be addressed. Some people's patience will break early, and minor confrontations will arise that are quickly dealt with or glossed over. The manager here has to resolve the conflict in this stage. To deal with the conflict, individuals may feel they are winning or losing battles, and will look for structural clarity and rules to prevent the conflict persisting. Management has to change the behavior of the members in order to do this the manager has to impose some norms i.e. rules of behavior or code of conduct.
3. Norming: It refers to the cohesion and information exchange within a group. Eventually agreement is reached on how the group operates (norming). Having had their arguments, they now understand each other better, and can appreciate each other's skills and experience. Individuals listen to each other, appreciate and support each other, and are prepared to change pre-conceived views: they feel they're part of a cohesive, effective group. However, individuals have had to work hard to attain this stage, and may resist any pressure to change - especially from the outside - for fear that the group will break up, or revert to a storm.
4. Performing: The group practices its craft and becomes effective in meeting its objectives. Not all groups reach this stage, characterized by a state of interdependence and flexibility. Everyone knows each other well enough to be able to work together, and trusts each other enough to allow independent activity. Roles and responsibilities change according to need in an almost seamless way. Group identity, loyalty and morale are all high, and everyone is equally task-orientated and people-orientated. This high degree of comfort means that all the energy of the group can be directed towards the task(s) in hand. Thus here their performance leads to overall organizational effectiveness.
Types of Group :
I . Formal group: They are formed on the basis of organizational relationships. They are formed for accomplishing certain tasks and accomplishment of certain goals & deliberately created by the higher levels of management with clear line of authority. They can further classify as:
• Command group which consists of a superior and his immediate subordinates, who
directly report to him in respect of official activities. It is relatively permanent work
group.
• Task group, it consists of members who come together to undertake certain specific
work. Particularly they are with a fixed job description. for e.g.: defence, navy
• Team group which have group of members who have definite roles such as Sales team
marketing team
• Technology group as the name suggest are basically the group of experts
• Strategy group which consist of executive mainly involve with long term planning
II. Informal group: Informal group arise spontaneously through interactions among people who are in frequent contact with each other and share some common values. They do not have specific tasks to be formed. They may or may not have common goals to achieve. There is lot of power & politics involved in Informal group. They can be of 2 types:
• Friendship groups which often develop because the individual member have one or
more common characteristics. They normally exist in peers or either in family, friends
or relatives or frequently extend outside the work situation.
• Interest groups are formed to accomplish certain common interests or based on some
social norms. A group of employee may join together to seek improved working
conditions in an organization.
III. Open group: Membership here in open groups is not constant. It might contain
hundred or even more. For e.g. Employee association, student association, unions,
World trade organization which consist of 144 member union
IV. Closed group: Membership here is stable. It consist of few members or constant
number as required. For e.g.: Board of Directors, Lok Sabha & Rajya Sabha members
V. Reference Group: They have direct or indirect influence on attitudes or behavior of
people. It might be forming further into a Primary group or secondary group.
• Primary group consists of few members who share common values, beliefs, interest &
common goals. They have continuous interaction to people. E.g. employee union
• Secondary group is comparatively large group consisting of several primary groups.
They normally have less interaction. E.g. professional groups, doctors association.
B. Group Structure
Group structure is a pattern of relationships among the group members which influences the group outcomes.
I . Group Norms: It refers to the standards of expected behavior and performance of
group members. They are the set of informal guidelines for controlling the activities of
group members.
• Behavioral norm which conveys that how should a person be at work place. It defines
the day to day behavior of the members by using polite language, being disciplined,
punctual and giving respect to seniors
• Work norms states to complete the work given correctly on time. They are concerned
with the productivity of the organization. Productivity here means to be done
efficiently & effectively. Efficiency is to achieve the target within the budgeted cost.
Effectiveness is to what extent the person works i.e within the time limit.
II. Status & Power relationship: Status is ranking associated with each members of the
group. It is determined on the basis of authority. It is also determined on the terms of
individual characteristics & the authority. Power relationships the person has the
power, the ability to influence people through his knowledge.
III. Group Cohesiveness: It refers to the ability of a group to remain united. Cohesiveness
helps to develop a team spirit. They are the more efficient than the non cohesive
groups due to their team spirit. It reflect the spirit of solidarity among the members of
the groups. It is a strength of the members to remain in groups. It provides a sense of
willingness to work & motivate the employees to each other. It is mostly helpful to all
during the work stress environment.
C. Group Process:
Group process refers to the understanding of the behavior of people in groups, such as task groups that are trying to solve a problem or make a decision.
I. Communication: It is a network or channels through which information flows.Group
members communicate & interact with each other to perform their roles or tasks. The group members may also communicate with members if other groups. It is further
classified into formal & informal communication network.
Formal Communication network: It is a duty- task oriented. It’s a vertical communication process. It mainly concentrates on routine work. The different formal
communication networks are Chain network, Y network & Star or wheel network.
Informal Communication network: It develops social interaction among the group members. It is free to flow in any direction. It is either horizontal or lateral communication. It handles the complex task. It skips authority level and is faster.The different types of informal communication network is Circle network & All channel network.
II Decision making: It is the process of selecting the best course of action from the
available alternative. The group members pool their expertise and experience to arrive
at balanced decisions so as to solve the problems faced by the organization.The
different techniques are Brain storming technique, Nominal group technique, delpi
technique, Quality circles.
III Leadership: It is one of the important aspect of management. Effective leadership is
required to lead and guide the subordinates to perform organizational tasks effectively
and efficiently. It is the activity of influencing people to strive willingly for group
objectives.
IV Motivation: Motivation refers to the inner drive or intention that makes a person to
do something or to behave in certain way. It is the act of stimulating someone or
oneself to get desired course of action, to push the right one to get a desired reaction.
It reduces wastages, breakages and facilitates innovation, reduce accidents and
improve morale of the employee.
V Role: They are the set of activities which are identified with position. A set of expected behavioural pattern occupying by the pattern in social unit. The different types of roles are self oriented role, task oriented role & maintenance oriented role.
A group is: “two or more people who share a common definition and evaluation of themselves and behave in accordance with such a definition”
It is also a collection of people who interact with one another, accept rights and obligations as members and who share a common identity. The relationship here is reciprocal.
a group include:
• formal social structure
• face-to-face interaction
• 2 or more persons
• common fate
• common goals
• interdependence
• self-definition as group members
• recognition by others
Important Characteristics of Group/ Reasons for group formation:
1. Interaction: Human being a social animal tends to interact to each other. Leading to a face to face conversation & thus developing a good communication skill.
2. Activities: They together participate in seminar, organized company meeting, program
3. Norms: The area set of informal guidelines, rules of behavior makes member to confirm to the group activities. It can be basically the behavioral norms or the work norms where they have to achieve the organizational productivity.
4. Cohesiveness: An individual by himself will be less productive where as cohesion enhances members satisfaction and improve organizational performance due to strong motivation to maintain good, close relationship with other members.
5. Personal Characteristics: The people with similar nature, opinions always tend to move together forming a group.
6. Interest & Goals: People with common interest, desire tend to form a group in order to achieve their goals effectively and efficiently
7. Security & Protection: Individual being alone get tensed but when associated within a group get secured and is protected.
Group Dynamics
Definition: “Group dynamics is a study of forces operating within a group”
“It is a social process by which the members develop interaction within
each others”
It helps in understanding the behavior of individuals in groups. It also helps to study how groups are formed. It further says of how they interact with each other. They interact and influence each other, groups develop a number of dynamic processes that separate them from a random collection of individuals
COMPONENTS OF GROUP DYNAMICS
(A) Group Formation & Development: Concept of group
Importance of group
Types of group
(B) Group Strucutre : Norms
Status relationship
Power relationship
Cohesiveness
(C) Group Process : Communication
Decision making
Motivation
Leadership
Roles
A. Group Formation & Development:
Concept & Importance of Group: When people come together they form different norms & group is formed. Group development helps manager in understanding behavior of individuals in groups. It also increases the performance of the groups. It helps in team building.
Bruce Tuckman (1965) developed a 4-stage model of group development.
1. Forming: It is the first stage in group development process. The group comes together and gets to initially know one other and form as a group. Individuals gather the information and impressions - about each other, and about the scope of the task and how to approach it. They here comes to know the expected roles to be played.
2. Storming: Individuals in the group can only remain nice to each other for so long, as important issues start to be addressed. Some people's patience will break early, and minor confrontations will arise that are quickly dealt with or glossed over. The manager here has to resolve the conflict in this stage. To deal with the conflict, individuals may feel they are winning or losing battles, and will look for structural clarity and rules to prevent the conflict persisting. Management has to change the behavior of the members in order to do this the manager has to impose some norms i.e. rules of behavior or code of conduct.
3. Norming: It refers to the cohesion and information exchange within a group. Eventually agreement is reached on how the group operates (norming). Having had their arguments, they now understand each other better, and can appreciate each other's skills and experience. Individuals listen to each other, appreciate and support each other, and are prepared to change pre-conceived views: they feel they're part of a cohesive, effective group. However, individuals have had to work hard to attain this stage, and may resist any pressure to change - especially from the outside - for fear that the group will break up, or revert to a storm.
4. Performing: The group practices its craft and becomes effective in meeting its objectives. Not all groups reach this stage, characterized by a state of interdependence and flexibility. Everyone knows each other well enough to be able to work together, and trusts each other enough to allow independent activity. Roles and responsibilities change according to need in an almost seamless way. Group identity, loyalty and morale are all high, and everyone is equally task-orientated and people-orientated. This high degree of comfort means that all the energy of the group can be directed towards the task(s) in hand. Thus here their performance leads to overall organizational effectiveness.
Types of Group :
I . Formal group: They are formed on the basis of organizational relationships. They are formed for accomplishing certain tasks and accomplishment of certain goals & deliberately created by the higher levels of management with clear line of authority. They can further classify as:
• Command group which consists of a superior and his immediate subordinates, who
directly report to him in respect of official activities. It is relatively permanent work
group.
• Task group, it consists of members who come together to undertake certain specific
work. Particularly they are with a fixed job description. for e.g.: defence, navy
• Team group which have group of members who have definite roles such as Sales team
marketing team
• Technology group as the name suggest are basically the group of experts
• Strategy group which consist of executive mainly involve with long term planning
II. Informal group: Informal group arise spontaneously through interactions among people who are in frequent contact with each other and share some common values. They do not have specific tasks to be formed. They may or may not have common goals to achieve. There is lot of power & politics involved in Informal group. They can be of 2 types:
• Friendship groups which often develop because the individual member have one or
more common characteristics. They normally exist in peers or either in family, friends
or relatives or frequently extend outside the work situation.
• Interest groups are formed to accomplish certain common interests or based on some
social norms. A group of employee may join together to seek improved working
conditions in an organization.
III. Open group: Membership here in open groups is not constant. It might contain
hundred or even more. For e.g. Employee association, student association, unions,
World trade organization which consist of 144 member union
IV. Closed group: Membership here is stable. It consist of few members or constant
number as required. For e.g.: Board of Directors, Lok Sabha & Rajya Sabha members
V. Reference Group: They have direct or indirect influence on attitudes or behavior of
people. It might be forming further into a Primary group or secondary group.
• Primary group consists of few members who share common values, beliefs, interest &
common goals. They have continuous interaction to people. E.g. employee union
• Secondary group is comparatively large group consisting of several primary groups.
They normally have less interaction. E.g. professional groups, doctors association.
B. Group Structure
Group structure is a pattern of relationships among the group members which influences the group outcomes.
I . Group Norms: It refers to the standards of expected behavior and performance of
group members. They are the set of informal guidelines for controlling the activities of
group members.
• Behavioral norm which conveys that how should a person be at work place. It defines
the day to day behavior of the members by using polite language, being disciplined,
punctual and giving respect to seniors
• Work norms states to complete the work given correctly on time. They are concerned
with the productivity of the organization. Productivity here means to be done
efficiently & effectively. Efficiency is to achieve the target within the budgeted cost.
Effectiveness is to what extent the person works i.e within the time limit.
II. Status & Power relationship: Status is ranking associated with each members of the
group. It is determined on the basis of authority. It is also determined on the terms of
individual characteristics & the authority. Power relationships the person has the
power, the ability to influence people through his knowledge.
III. Group Cohesiveness: It refers to the ability of a group to remain united. Cohesiveness
helps to develop a team spirit. They are the more efficient than the non cohesive
groups due to their team spirit. It reflect the spirit of solidarity among the members of
the groups. It is a strength of the members to remain in groups. It provides a sense of
willingness to work & motivate the employees to each other. It is mostly helpful to all
during the work stress environment.
C. Group Process:
Group process refers to the understanding of the behavior of people in groups, such as task groups that are trying to solve a problem or make a decision.
I. Communication: It is a network or channels through which information flows.Group
members communicate & interact with each other to perform their roles or tasks. The group members may also communicate with members if other groups. It is further
classified into formal & informal communication network.
Formal Communication network: It is a duty- task oriented. It’s a vertical communication process. It mainly concentrates on routine work. The different formal
communication networks are Chain network, Y network & Star or wheel network.
Informal Communication network: It develops social interaction among the group members. It is free to flow in any direction. It is either horizontal or lateral communication. It handles the complex task. It skips authority level and is faster.The different types of informal communication network is Circle network & All channel network.
II Decision making: It is the process of selecting the best course of action from the
available alternative. The group members pool their expertise and experience to arrive
at balanced decisions so as to solve the problems faced by the organization.The
different techniques are Brain storming technique, Nominal group technique, delpi
technique, Quality circles.
III Leadership: It is one of the important aspect of management. Effective leadership is
required to lead and guide the subordinates to perform organizational tasks effectively
and efficiently. It is the activity of influencing people to strive willingly for group
objectives.
IV Motivation: Motivation refers to the inner drive or intention that makes a person to
do something or to behave in certain way. It is the act of stimulating someone or
oneself to get desired course of action, to push the right one to get a desired reaction.
It reduces wastages, breakages and facilitates innovation, reduce accidents and
improve morale of the employee.
V Role: They are the set of activities which are identified with position. A set of expected behavioural pattern occupying by the pattern in social unit. The different types of roles are self oriented role, task oriented role & maintenance oriented role.
pinochhiofat
New member
gr8 work
can u post something on
1. man power planning at micro level
2. need for training and development
can u post something on
1. man power planning at micro level
2. need for training and development
pinochhiofat
New member
also for temporary groups there is a fifth stage called adjourning..
drhiteshshah2003
New member
Dear Sir,
Excellent material,Thanks,can you send me the study material for MBA please.
My email id is [email protected]
Regards
Dr Hitesh Shah
Excellent material,Thanks,can you send me the study material for MBA please.
My email id is [email protected]
Regards
Dr Hitesh Shah
mybmm.co.nr
Rutul Naik
Nice work..... A good collection of very useful OB notes.
jitenmazee
Banned
WEll i think organizational behavior is the analysis of both equally group and particular person efficiency and task within an company. For more details, you should check my presentation.
bhautik.kawa
Bhautik Kawa
Hey Buddy,
I read your article on Organizational Behaviour and really liked it. I am also uploading a document where you will get more information on Fundamentals of Organizational Behaviour.
Thank you!