Introduction

Individuals form groups. They live in groups. They move in groups. They work in groups. Groups are important. They influence work and work behavior. They cannot be ignored. They exert significant influence on the organisation. They are inseparable from organisation. They are useful for the organisation. They form foundation of human resources. The study of group behavior is important. Individual and group behavior differs from each other. Group behavior affects productivity.

The importance of group behavior has been realized from time to time. Elton Mayo and his associates way back in 1920 conducted the famous Hawthorne experiments and came to know that the group behavior have major impact on productivity.

Human resources comprise individuals and individuals move in groups. Every manager must possess the knowledge of group behavior along with individual behavior. He must understand group psychology. He should understand individual behavior in the context of group behavior. Individual behavior is influenced by the group behavior.

An individual’s work, job satisfaction and effective performance is influenced by the group in which he moves. At lower level of the organisation it is the small groups of employees work as a team. They have the responsibility to finish a task assigned to them within a stipulated period of time.

If they come across a problem they tackle it by themselves. They get guidance from senior fellow workers in solving the problem and accomplishing it. It is needless to say that groups are important in employee’s life. They spend increasing proportion of time with the group at workplace.

Humans are social animals and hence, form groups wherever they are. This is true for organizations as well as familial and friendship networks wherein people tend to congregate in groups and be governed by the norms and rules of the group. For instance, familial groups impose a certain way of behavior in us as are the friendship groups that we form. Similarly, organizations are collections of people in groups which require the members to conform to laid down or explicit and informal or implicit rules of behavior. Indeed, organizations have laid down policies and procedures which enjoin the employees to adhere to such rules as part of their employment. For example, there are certain organizational policies that stipulate the timings, the dress code, following the rules governing work and contractual basis of employment. Moreover, such policies are also formed to ensure that the employees work together as a team to realize and actualize the organizational vision and mission.

What is Group Behavior ?

To fully understand the definition of group behavior, you need to know what constitutes a group and how it functions. When two or more individuals come together to achieve certain objectives, they form a group. Nearly all members of a group are interdependent and interact with one another. Groups are a fundamental part of our social lives. We form a group when:

• We have a shared purpose (for example, group projects)

• A social structure already exists (for example, employees already  work together in an office)

• We see ourselves as part of a collection of people (for example, the Indian population)

As part of a group, we’re often influenced by the behaviors, thoughts and feelings that others display. We act the way the rest of the group does and conform to norms. This may be because of the group’s power or social influence. When we behave like the others in a group, we participate in group behavior. For example, spectators at a cricket match rejoice collectively when their team wins.

Group Behavior In Organizations

Group behavior is a critical element at the workplace. We’re social animals and we’re bound to form and work in groups. In fact, an organization in itself is a large group where everyone is interdependent. Employees and departments must interact with each other and collaborate to achieve organizational goals. 

Group behavior in organizations tends to follow the organizational norms and rules wherein the employees are expected to be disciplined, follow orders, and work to the requirements of the organization rather than their own whims and fancies. Indeed, the extreme form of groups conforming to the common codes of behavior is the armed forces wherein all members at whatever level they are in are expected to follow the orders of their superiors. On the other hand, organizations such as Google and Facebook are less hierarchical and less structured with employees being allowed to work on their pet projects for a certain period every week. The difference here is that in the armed forces and many organizations, the boss is always right whereas in the startups and the new economy or the knowledge sector, the rules tend to be less rigid. Most organizations fall between these two extremes wherein the employees are encouraged, persuaded, and even ordered to conform to the norms of the group with some latitude and freedom being allowed for them to exercise their independence.

Advantages of Group Behavior

There are many advantages to organizations by ensuring that employees stick to the group rules and norms. For instance, organizations are formed for a specific purpose and if the employees are allowed free run and the free rein, more often than not, the result is chaos and anarchy. Moreover, employees need to conform to group norms since organizations are not charity shows and instead, the employees are being paid to follow the group norms and in turn, contribute to the success of the organizational principles and procedures.

Further, the very basis of the organizational survival is threatened if the employees do not conform to group norms since the organization exists to make profit and not to let employees be paid to have fun. This is not to say that organizations are like prisons or slave camps. Rather, there are obvious and less obvious benefits when employees conform to group norms. This is the reason why the evolution of the modern and the post modern corporations has been such that they impose and enjoin the employees to follow formal and informal norms of behavior.

There are many advantages of group behavior in organizations. Let’s look at some of the benefits of effective group work.

1. Productivity

When you see others around you work hard, you’re motivated to push your boundaries. Your productivity is enhanced because you want to match their performance standards.

2. Attendance

When you have people to talk to and collaborate with, it makes work more interesting and engaging. You also start looking forward to your workday. This improves your attendance.

3. Job satisfaction

Many modern organizations strive to make their employees feel like they’re a part of one big family. When a workplace culture is employee-driven, you feel more engaged and are happy about your contributions.

4. Attitude

At the workplace, we usually monitor our behavior by taking inspiration from our managers and leaders. We foster positive attitudes when organizational group behavior is constructive and supportive.

5. Well-being

Working in groups impacts our social relationships, allowing more opportunities to share stories and emotions. Being part of a group provides a heightened sense of belonging. Increased social interactions lead to better mental and physical well-being.

6. Learnings

When you work in groups, you’re exposed to different perspectives. Every person has something unique to contribute, which enhances the knowledge of other people in the group.

Characteristic features of group 

Suppose you belong to a group where you may observe some special features which you can accept or not. It may be good or bad, it may be healthy or unhealthy, it may be favourable or unfavourable, but some significant features exist there which you can say are the characteristic features of the group. These include the following:

1. A sense of we feeling

There is a feeling of belongingness among the members of the group. The members of the group help each other in performing their duties. They work collectively against the harmful powers. They treat others as outsiders. They always try to make the group self-sufficient. 

2. Common interest

Each and every member of the group has a common interest. There is a similarity among the members which promotes unity. The group includes those persons who are related to each other in such a way that they should be treated as one.

3. A feeling of unity

This is essential for every group. Each and every member of the group treats each other as their own and there develops a sense of sympathy among the family members.

4. Relatedness to each other

It is true that members of the group are inter-related and this social relation is called group. There is a reciprocal communication among the group members. Social relations are the fundamentals of the group life.

5. Affected by group characteristics

Each and every group has some social characteristics which separate it from similar and dissimilar groups. These characteristics affect the members of the group. The nature may be different for different persons, but still all the members are affected by the group.

6. Common values

The social values of the members of a family are common and are traditionally respected and communicated to the succeeding generation. They are expressed by the mutual behaviour of the members. Members of the social group are bound together by common values.

7. Control of group

In each group there are some customs, norms and procedures which are acceptable to everyone. In fact, without some norms, the existence of group life is practically impossible. It can be said that the reasons behind the similarity of behaviour in group life is that the actions of the members are controlled by the group.

8. Obligation

In family situation, all the members have complementary obligations to each other. Also, the relationships between the members of a group are strengthened through their mutual obligation and heir common social values.

9. Expectations

Not only mutual obligation, the members of the group expect love, sympathy, co-operation etc. from other members of the group. If mutual expectation is fulfilled, the group members are maintained in tact. A group can maintain its existence only if the constituent members fulfill their responsibility by satisfying the desires among themselves.

10. Social organisation 

Social organisation is the organisation of groups. The social groups are the units of the social organisation. Therefore, the integration and disintegration of social organisation are dependent upon the integration or disintegration of the groups. In group, social relationship is a very important factor. The first and foremost social relationship indicates the relationship among the family members. Thus, it can further be said that family is a very important social group. 

Every individual is one of the family members in his or her family. They interact with other family members in the family. There is a reciprocal relationship between the individual and others. Certainly the individual will have the sense of ‘we feeling’ as he or she belongs to that family. Among the family members of the family there are relationships such as husband-wife, father-son, brother-sister etc. and they all work together for the interests of the family in a mood of mutual co-operation. Each and every member of the family treats the other members as his or her own and in spite of differences of opinion they have some common ideals and values. It is mainly due to the common interest of the family which works as a well-knit unit.

For example one can state that “school is a social group” whose significant characteristics are 

• All children have common goal

• The students and the teacher are motivated for the achievement of a common goal

• School has an organised structure

• School offers excellent opportunities for group 

The Stages Of Group Formation

Now that we’ve established why groups are important for one’s personal and professional development, let’s look at the different stages of group formation.

In 1965, Bruce Tuckman, an American psychological researcher, identified five stages of group formation. Initially, there were four stages but Tuckman later added a fifth stage. He suggested that the five stages contribute to different types of group behavior necessary to deliver results successfully.

1. Forming

At this stage, individuals get to know each other but there’s no real openness though there isn’t any conflict either. A team leader may need to mediate communication.

2. Storming

Group members share their perspectives, opinions and ideas in this stage. Conflicts may arise and it’s important to manage intragroup conflict before things get difficult.

3. Norming

At this stage, everyone has a mutual understanding and abides by the group’s norms and procedures. There is acceptance, agreement and identification of common goals.

4. Performing

At this stage, group work leads to self-management. Members are not only cooperative but also autonomous and require less supervision. There is trust and loyalty.

5. Adjourning

People have completed their tasks and fulfilled their targets at this stage. They wrap up their activities and the group parts ways.

Types of Groups

Groups can be classified in many different ways on various bases.

1. Formal Groups

Formal groups are created as part of organisation structure to accomplish organisational tasks. A work group in a plant is the example of formal group. They are bound by hierarchical authority in the organisation. They have to follow rules, regulation and policy of the organisation. These groups are required by the system. The organisation provides a system of rules and regulation for attaining organisational objectives.

According to A.L. Stencombe, “a formal group is said to be any social arrangement in which the activities of some persons are planned by others to achieve a common purpose”.

Formal groups help in achieving goals without any difficulty. They facilitate coordination of activities and help in forming logical relationship among people and positions. They create group unity. Leonard R Sayles has subdivided formal group into command group and task group.

a. Command Group

Command group consists of subordinates who are directly responsible to a supervisor. Command groups are structured by the organisation. The subordinates working in enforcement department of a town planning authority are reporting to and directly responsible to the enforcement officer. This group is responsible for removal of encroachment on public land. There is a specific department established for the purpose and is busy throughout with its activities.

b. Task Group

Task group is formed to complete a project. This type of group is also known as task force. The job of the group is to complete the task within allotted time period. If one task is completed they are allotted new task to work with. Project teams, quality circles, audit teams are the examples of task group.

2. Informal Groups

Informal groups exist within the formal organisations and arise because of individuals’ social needs and desire to develop and maintain relations with people. Working at a plant or office leads to formation of informal groups. They work together and this leads to their interaction. Through interaction groups are formed. These groups are spontaneous and emotional. Keith Davis has defined informal group as, “the network of persons and social relations which is not established or required for formal organisation.”

These are the groups formed by the employees themselves at the workplace while working together. The organisation has not taken any active interest in their formation. According to M. Dalton, “informal groups are cliques.” Cliques are a group of people of different organisation levels coming together with a common interest. Cliques are horizontal, vertical, and random. Horizontal Cliques comprise people from the same rank and work area. Vertical Cliques consist of people of different organisation levels. Random Cliques are made up of employees from both horizontal and vertical lines coming together with a common interest.

Informal groups are very effective and powerful. Some managers view them harmful and disruptive to the interest of the organisation. They suspect their integrity and consider as a virtual threat. Some managers seek their help in getting the task completed quickly. They do not consider them as threat. The strength of these informal groups can be utilized for accomplishment of organisational objectives.

Informal groups are of following types:

a. Interest Group

A group of employees coming together for attaining a common purpose. Employees coming together for payment of bonus increase in salary, medical benefits and other facilities are the examples of interest group. The people with common interest come together.

b. Membership Group

A group of persons belonging to the same profession knowing each other e.g. teachers of the same faculty in the university.

c. Friendship Group

A group outside the plant or office, having similar views, tastes, opinions, belonging to same age group. They form clubs and associations based on the friendship.

d.Reference Group

It is a primary group where people shape their ideas, beliefs, values etc. They want support from the group. Family is an important reference group. A team of players playing a game is a reference group.

Again according to purposes groups can be classified into the following:

1. Vocational Groups

Association of the same vocation e.g.: Class I officers association, teachers association etc.

2. Instructional Groups

The people who have enrolled themselves for the same course e.g. students doing M. Tech in the same subject

3. Government Group

Association formed for the governing e.g. municipal council, management board.

4. Religious Group

People belonging to same religion coming together and forming a group.

5. Recreational Group

Group formed with a purpose of recreation e.g. football club, cricket club etc…

Group versus Team

A. Definition of Group

A group is an assemblage of persons who work, interact and cooperate with one another in achieving a common goal in a specified time. The identity of the group members is taken individually. The members share information and resources with other group members.

In an organisation, the groups are made on the basis of common interests, beliefs, experience in common fields and principles, so that they can easily coordinate with each other. There are two kinds of groups:

• Formal Group: These groups are created by the management of the organisation for performing a specific task.

• Informal Group: The formation of these groups is done naturally in an organisation, to satisfy the social or psychological human needs.

For example: Ethnic groups, trade unions, friendship circles, airline flight crew, etc.

B. Definition of Team

A group of people who are joined for achieving a common goal within a stipulated period, having collective accountability is known as the team. The agenda of the team is “one for all and all for one”. Apart from sharing information, the team members also share the responsibility of the team task. The team is always responsible for the outcome (i.e. Result of the collective efforts of the team members).

The team members have a mutual understanding with other members. They work jointly to maximize the strengths and minimize the weakness by complementing each other. The most important feature of a team is “synergy” i.e. the team can achieve much more as the members can achieve individually. The three key features of team functioning are:

• Cohesion

• Confrontation

• Collaboration

For example: Cricket team, team for accomplishing a project, team of doctors, management team etc.

Key Differences Between Group and Team

The difference between group and team in the workplace can be drawn clearly on the following grounds:

1. There is only one head in a group. A team can have more than one head.

2. The group members do not share responsibility, but team members share the responsibility.

3. The group focuses on achieving the individual goals. Conversely, the team members focus on achieving the team goals.

4. The group produces individual work products. As opposed to, the team who produces collective work products.

5. The process of a group is to discuss the problem, then decide and finally delegate the tasks to individual members. On the other hand, a team discusses the problem, then decide the way of solving it and finally do it collectively.

6. The group members are independent. Unlike a group, the team members are interdependent.