individual and group behavior by mudur rahman

7/31/2019 Individual and Group Behavior by Mudur Rahman

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Individual and Group Behavior

Rahib Maruf Iftekhar

Roll: 1

Muidur Rahman

Roll: 15

Asif Imtiaz

Roll: 29

Gaoher Aziz Hossainy

Roll: 43


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Individual Behavior

Each individual behavesdifferently

This means that at work, each

individual must be managed and

motivated differently

We study Individual behaviors

through the study of

Organizational Behavior (OB)

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What is Organizational Behavior? OB is the study of how people behave at work and within an

organization

Through OB we attempt to explain, predict and influence

employee behaviors

Figure: Psychological Factors Affecting Employee Behavior

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Important Organizational Behaviors

Employee Productivity: a performance measure of both efficiency andeffectiveness

Absenteeism:failure to show up to work. When absenteeism is high, profits fall,work builds up, employee morale is low, and productivity falls

Turnover: When turnover is high, productivity falls, work is disrupted, andrecruitment, selection and training costs are incurred

Organization Citizenship Behavior (OCB): discretionary behaviors whereemployees go above and beyond the call of duty to perform tasks that eventually helpthe organization

Job Satisfaction: an employees general attitude towards his work

Workplace Misbehavior: any intentional employee behavior that is disruptive ofwork and harmful to the organization or to individuals within the organization

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Attitudes

Attitudes are reflections of ones inner state ofmind

They show how one feels about something,

someone, some situation, etc

Attitudes are of importance to managers for they

show how employees feel about their work, co-

workers, superiors, subordinates, workenvironment

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Attitudes (Cont.)

Attitudes are made up of three components:

Cognitive:

the beliefs,

opinions or

information

held by aperson.

Affective:

the emotional

issues

Behavioral:

the intention to

behave in a

certain way

towardssomething or

someone

Cognitive: Stealing is wrong.Affective: I do not want to steal.

Behavioral: I do not work in that

department because the

employees there steal

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Factors affecting OB

GrowthAspects

Money talksResponsibility

&Accountability

Job Security Enjoyment Recognition

Enjoyment Co-workersWorking Hoursand Conditions

Perks

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Personality

Personality is a combination of emotional, thought andbehavioral patterns unique to each individual that affects

his/her reaction to situations and interactions with

others

Personality is usually expressed in terms of quantifiable

traits

There are two models of traits for explaining a persons

personality -

1. The Myers-Briggs Type Indicator (MBTI)2. The Big Five Model

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The Myers-Briggs Type Indicator (MBTI)

Social interaction: extrovert or introvert

Preference for gathering data: sensingor intuitive

Preference for decision making:feelingor thinking

Style of making decisions:perceptive orjudgmental

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The Big Five Model

1 Agreeableness (A)

2 Openness to Change (O)

3 Extraversion(E)

4 Conscientiousness(C)

5 Neuroticism(N)

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Other Personality Factors

Locus of control

Machiave

llianism S

elfmonitoringPersonality

Factors

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Emotions

Emotions are intense object/person specificfeelings

Emotions are important because they affect how

we react to people and situations

A manager must always be aware of the

emotions of his subordinates, his customers, and

his superiors

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Emotions

Figure : Plutchik's Wheel of Emotions in 2D and 3D models

Self awareness

Self management

Self motivation

Empathy

Social skills

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Perception

Perception is the process by which one givesmeaning to ones environment by organizing and

interpreting sensory impressions

An individuals perception is influenced bypersonality, attitudes, motives, interest,

experiences, and expectations

Managers are more concerned with howindividual perceive people than objects

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Attribution TheoryDistinctiveness:

whether an individualdisplays different

behavior in different

situations

Consensus:

whether everyone

behaves similarly insuch situations

Figure : Attribution Theory

Consistency:

is such behavior

regular and

consistent

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Groups

Groups are formed when two or moreinterdependent individuals come together to

achieve particular objectives.

Groups interact primarily to share informationand to make decisions to help each member do

his or her job more efficiently and effectively.

Groups may cooperate or compete with othergroups.

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Formal groups: Work groups that havedesignated work assignments and tasks

directed toward organizational goals

Informal groups:Groups that areindependently formed to meet the social

needs of their members

Types of Groups

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Security: By joining a group, individuals can reduce the insecurity of standingalone, feel stronger

Status: Inclusion in a group that is viewed as important by others providesrecognition and status for its members through association with the group

Self esteem: Groups can provide people with feelings of self worth

Power: What cannot be achieved individually often becomes possible throughgroup action. There is power in numbers

Goal Achievement: The wider skill and knowledge set of the group has adistinct advantage over that of the individual

Monitoring and Motivation: Each member of the group monitorsperformance, takes corrective action where possible, and motivates others do their

part

Why people Works in Groups?

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positive synergy

individual andmutual

accountability

complementaryskills

TEAM

Teams

A team is a group whose members work

intensely on a specific common goal

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How are Teams Formed and Developed?

FormingFirst stage of group development, characterized by muchuncertainty

At this stage the group is at its least effectiveness

Is this group going to accomplish

anything?Will I be accepted?Will my

contributions be valued?Will I enjoy it?Isthe leader competent?

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StormingHow are Teams Formed and Developed?(Cont.)

In the storming stage different ideas compete forconsideration

The team addresses issues such as what problems

they are really supposed to solve, how they will

function independently and together and whatleadership model they will accept

In the storming stage of a group, members are

(often unconsciously) testing to see how their group

will deal with conflict

Leaders must answer the questions posed during

this stage by skillfully turning the responsibility for

the answers over to the group itself

cdAikido Style of

ManagementEffective leaders deflect

the conflict energy back to

the group for resolution.

These leaders let the

group be in charge of the

task, yet stay present to

support members in

learning how to handle

conflict together. At key

points during this stage,leaders remind the group

of their common goals.

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NormingHow are Teams Formed and Developed?(Cont.)

A norm is a conscious or unconscious habit that a

group develops about the way it does its business

Team members adjust their behavior to each other as

they develop work habits that make teamwork seem

more natural and fluid

Team members often work through this stage by

agreeing on rules, values, professional behavior, shared

methods, working tools and even taboos

If the norming behaviors become too strong and begin

to stifle healthy dissent and the team begins to exhibit

groupthink

cdGroupthink

A type of thought

within a deeply

cohesive in-group,

whose members try tominimize conflict and

reach consensus

without critically

testing, analyzing, and

evaluating ideas.

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PerformingHow are Teams Formed and Developed?(Cont.)

Self-management

Creation and adhering to plans

Measurement and celebration of results

Role fluidity

Respectful treatment

Appreciation of and utilization ofmember differences

Hallmarks of high performing teams are:

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Adjourning

How are Teams Formed and Developed?(Cont.)

A group goes into the terminationstage whenever itspurpose is about to be achieved and its time together isending

The group prepares to disband and is no longer

concerned with high levels of performance.

One characteristic of the termination stage is aslowdown in production

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Figure 1: Group Development 25


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Additional Stages

Figure 2: Group Development, Alternate Model

Certain Experts (such as Stas

Kazmierski and Catherine Lilly) believe in

an alternate form of group developmentas shown in figure 2

This form is usually referred to as the

Group Organics Model

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Acceleration of Group DevelopmentThe following is a set of suggestions which may help in group formation

FocusClarification

The mouse

The loud-mouth

The written recordFeedback (negative)

Feedback (positive)

Handling failure

Handling deadlock

Sign posting

Avoid single solutions

Active communication 27


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Characteristics of Effective Teams

Clear unity of purpose

Open Communication Constructive Conflict

Effective Problem Solving and

Decision-making

Defined Roles, Responsibilities and

Accountability

Strong Relationships

Systems and Procedures

Experimentation and Creativity

Measurement and Self-assessment

Shared Leadership

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Roles are sets of expected behavior patterns attributed to

someone who occupies a given position in a social unit

Roles

Role Identity: Certain attitudes and behavior consistentwith a role

Role Perception: An individuals view of how he or she is

supposed to act in a given situation

Role Expectation: How others believe a person should actin a given role. Conflicts may arise when what people expect

of a role differs from what people in the role actually do

Role Conflict:A situation in which an individual isconfronted by divergent expectations, such as when role

perception and role expectation do not match with role

conflict

Role Ambiguity: uncertainty about role expectations29


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Conflict Conflicts are the perceived incompatible differences in a group resulting in some

form of interference with or opposition to its assigned tasks

Conflict can exist between fractions or groups within a team, with a leader or

manager, and with other teams or departments within the company

Figure : Conflict and Group Performance

Conflicts may be categorized

as :

Task conflict:

disagreements on the content

and goals of the work, what

must be done, what can be

avoided, etc.

Relationship conflict:disagreements due to

interpersonal relationships

Process conflict:

disagreements on how the

work gets done 30


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Causes of ConflictPoor or no communication

Lack of problem solving skills or getting to root cause

Lack of clarity in purpose, goals, objectives, team and individual roles

Uncertainty about or lack of resources and sources for help and support

Poor time management

Lack of leadership and management

Team members bored, not challenged, not really interested

Lack of skills and abilities in team members

Personality conflicts

Personal problems

Turnover31


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Positive & Negative Conflict

No decision is

reached and

problem still

exists

It diverts energy

away from morevalue-add

activities

It destroys the

morale of the

team members

It polarizes or

divides the team

NegativeconflictPeople change

and grow

personally from

the conflict

The conflict

results in asolution to a

problem

It increases

involvement of

everyone

affected by the

conflict

It builds

cohesiveness

among the

members of the

team

Positiveconflict

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Conflict Resolution

Figure : Conflict Resolution 33


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Thank You

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individual and group behavior by mudur rahman

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