Organisational Behaviour-Aku

 

ORGANIZATIONAL BEHAVIOUR [OB]

Organizational behaviour [OB] is the study of how people behave both individually and within informal and formal groups. Every organization’s performance is ultimately dependent on the motivational levels of its human resources and the willingness and ability of people to work harmoniously and effectively towards the accomplishment of shared goals.

NATURE OF ORGANIZATIONAL BEHAVIOUR

·         A Humanistic and Optimistic Approach

·         A Normative Science

·         A Separate Field of Study and not a Discipline Only

·         A Total System Approach

·         An Applied Science

·         An Interdisciplinary Approach

GOALS OF ORGANIZATIONAL BEHAVIOUR

Organizational Behaviour is "the study of human behaviour in organizational settings, the

interface between human behaviour and the organization, and the organization itself."

The objectives of OB are:

·         To establish a social system in the organization.

·         To determine the motivation level of employees.

·         To encourage the people to work enthusiastically in the organization.

·         To create an environment for the development of effective leadership.

·         To develop effective group behaviour among the employees.

·         To identify the reasons for conflict and to resolve the conflict.

·         To find out the reasons for frustration and reduce or eliminate the reasons.

·         To increase the moral of employees of the organization.

·         To maintain the organizational environment favourable for the work.

·         To find out the ways for effective organizational development.

WHAT IS AN ORGANISATION?

An organization is a collection of people working together in a division of labour to achieve a common purpose.

According to L. Urwick,” Organisation is to determine the activities to accomplish a job and arrange the distribution of activities among the people”

According to Gary Johns, "Organizations are social inventions for accomplishing goals through group efforts". This definition covers wide variety-of groups such as businesses, schools, hospitals, fraternal groups, religious bodies, government agencies and so on.

 

MODERN APPROACH TO ORGANIZATIONAL BEHAVIOUR

The four approaches are – human resources approach, productivity approach, and systems

approach.

1. Human Resources Approach: The human resources approach is concerned with the growth and development of people towards higher levels of competency, creativity and fulfillment, because people are the central resource in any organization.

2. Contingency Approach: A contingency approach to organizational behaviour implies that different situations require different behavioural practices for effectiveness instead of following a traditional approach for all situations.

3. Productivity Approach: Productivity is considered to be improved, if more outputs can be produced from the same amount of inputs.

4. Systems Approach: Within the organization 'people' employ 'technology' in performing the 'task' that they are responsible for, while the 'structure' of the organization serves as a basis for co-ordinating all their different activities. The 15 systems view emphasizes the interdependence of each of these elements within the organization, if the organization as a whole is to function effectively.

 

MODELS OF ORGANISATION BEHAVIOUR

A. Autocratic model

B. Custodial model

C. Supportive model

D. Collegial model

E. Systems model

1. Autocratic Model: This model relies on power. For example, managers have the ability, authority to control their employees and the employee’s performance in this stage will be much lower than expected. Example: Defence team. This model:

1. Depends on power

2. Managerial orientation is authority

3. Employee orientation is obedience

4. Employee psychological result depends on boss

5. Employee needs met is subsistence

6. Performance result is minimum.

In long run, the employees may develop frustration and may be prone to stress conditions. There physical or mental health may get affected. The organization may also begin to face such behavioural problems as a high rate of absenteeism, low morale, high rate of labour turnover and so on.

2. Custodial Model: This model depends on economic resources (money). For instance, managers can simulate their employees by offering them facilities, and benefits, but in this model the employee’s won’t work as a team (Less sharing with others) because everyone will depend on his self to get more benefits than the others.

1. Depends on economical resource

2. Managerial orientation is money

3. Employee orientation is security and benefit

4. Employee psychological result depends on organization

5. Employee needs met is security

6. Performance result is passive cooperation

Example: Garments factory, because here it is based on economical resource. Here labors execute their job for security and benefit, again here if an organization do well then employee get better benefit.

3. The supportive model. This model relies on leadership. For example, managers support their employees by encouraging, and supporting them to perform a better job, get along with each other and as well as developing their skills. The Performance results will be awakened drives. Example: Software firm, because here leaders support there employee to perform their tasks or their project.

1. Depends on leadership

2. Managerial orientation is support

3. Employee orientation is job and performance

4. Employee psychological result is participation

5. Employee needs met is status and recognition

6. Performance result is awakened drives

4. Collegial Model: This model means that employees depend on each other cooperatively and work as a team to do the task. Everyone will be having a normal enthusiasm self-discipline, and responsible Behaviors towards their tasks

1. Depends on partnership

2. Managerial orientation is teamwork

3. Employee orientation is responsible Behaviour

4. Employee psychological result is self discipline

5. Employee needs met is self actualization

6. Performance result is moderate enthusiasm

5.System model: This model is based on trust, self-motivation, and the performance results will be more than expected, because employees will be committed to do their tasks as expected, and as well as organizational goals. Example: Some corporate firm which are based on trust or community where employees are self motivated and committed for organizational goals.

1. Depends on trust, community, understanding

2. Managerial orientation is caring, compassion

3. Employee orientation is psychological ownership

4. Employee psychological result is self motivation

5. Employee needs met is wide range

6. Performance result is passion, commitment, organization goal

 

	Autocratic	Custodial	Supportive	Collegial
Basic difference in approach.	Authoritative nature of the management	Organisation takes care of the needs of employees.	The employee is assisted by the manager.	The employee and the manager work as a team.
Position of the subordinate	Total dependence on the manager.	Safe and secured	Can get help from the superior.	Can secure the participation of the superior in work.
Needs of employees met.	Subsistence	Security	Recognition	Self-Fulfilment
Performance level of subordinates.	Minimum	Passive Co[1]operation	Greater scope to perform well	Higher performance level

 

PERCEPTION

Perception is the process by which individuals organize and interpret information about his environment in order to give meaning to their environment. Perception is the process of receiving, selecting, organizing, interpreting, checking, and reacting to sensory stimuli or data.

Perception is much more complex and much more boarder than sensation. Perception is an important cognitive process deciding how a person will behave. Through this complex process people interpret world to themselves.

Sensation	Perception
The process through which the senses pick up visual, auditory, and other sensory stimuli and transmit them to the brain; sensory information that has registered in the brain but has not been interpreted.	The process by which sensory information is actively organized and interpreted by the brain.

 

PERCEPTUAL PROCESS

 The perceptual process is the sequence of psychological steps that a person uses to organize and interpret information from the outside world

The steps are:

·         Objects are present in the world.

·         A person observes.

·         The person uses perception to select objects.

·         The person organizes the perception of objects.

·         The person interprets the perceptions.

·         The person responds

PERCEPTION PROCESS

1. Receiving Stimuli – Picking up all external and internal factors.

2. Selecting Stimuli – Selecting the stimuli which will be most important – This is where the introduction of new employees is important, they need to be presented in a way where the selected stimuli are positive.

3. Organising – Grouping and selecting which are the perceptions to keep.

4. Interpreting – Fundamental Attribution Error, stereotyping, Halo Effect and projection.

5. Response – The perception is then turned into attitudes, motivation, feelings and beliefs, which will change the behaviours of the individuals.

 

Perceptual Selection:

 Perceptual selection is driven by internal and external factors. Internal factors include: Personality - Personality traits influence how a person selects perceptions. For instance, conscientious people tend to select details and external stimuli to a greater degree. Motivation - People will select perceptions according to what they need in the moment. They will favour selections that they think will help them with their current needs, and be more likely to ignore what is irrelevant to their needs. Experience - The patterns of occurrences or associations one has learned in the past affect current perceptions. The person will select perceptions in a way that fits with what they found in the past.

EXTERNAL FACTORS INCLUDE

·         Size - A larger size makes it more likely an object will be selected

·         Intensity - Greater intensity, in brightness, for example, also increases perceptual

selection.

·         Contrast - When a perception stands clearly out against a background, there is a

greater likelihood of selection.

·         Motion - A moving perception is more likely to be selected.

·         Repetition - Repetition increases perceptual selection.

·         Novelty and familiarity - Both of these increase selection. When a perception is new, it stands out in a person's experience. When it is familiar, it is likely to be selected  because of this familiarity.

 

Personality can be defined as dynamic and organized set of characteristics possessed by a person that uniquely influences his or her cognitions, motivations, and behaviours in various situations.

WHAT IS SELF-ESTEEM?

·         The degree to which a person has a positive self-evaluation.

·         People with high self-esteem have favourable self-images.

·         People with low self-esteem have unfavourable self-images.

·

Big Five Personality Traits

 

WHAT IS ATTITUDE?

Attitude is defined as a mental state of readiness; organize to through experience which exerts a directive or dynamic influence on the responses on a individual to all objects and situations with which the individual is related. Each of these beliefs is a predisposition that results in some preferential response towards the object or the situation. Attitudes:

·         Are influenced by values and are acquired from the same sources as values.

·         Are more specific and less stable than values.

·         An attitude is a predisposition to respond in a positive or negative way to someone or something in one’s environment.

Parts of an attitude

·         Cognitive: perceptions and beliefs about an attitude object

·         Affective: feelings about an attitude object

·         Behavioral intentions: how the person wants to behave and what a person says  about an attitude object

 

WHAT IS COGNITIVE DISSONANCE?

Cognitive Dissonance - a state of tension that is produced when an individual experiences conflict between attitudes and behavior.

What Are Values?

Values are different for each person. While one person might value honesty, another might value wealth. Values have been defined as ideals or beliefs that a person holds desirable or undesirable. For example, a person might have to let their values towards honesty slip a little when it involves increasing their wealth.

The Importance of Values

Values are part of the makeup of a person. Since you value family, it would be hard to value a high-powered job that might take you away from your family. Thus, all values exist in a balance within us. That is not to say that, over time, values cannot change. As we grow and change as individuals, we will begin to value different aspects of life. If we value family when we are younger, as our children get older, we might start to value success in business more than family so we can pay for things like college, cars, etc.

 

MOTIVATION

Motivation is one of the most crucial factors that determine the efficiency and effectiveness of an organization with its help a desire is born in the minds of the employees to achieve successfully the objective of the enterprise.

NATURE OR CHARACTERISTICS OF MOTIVATION

·         Motivation Can Be Either Positive Or Negative: Positive motivation or the carrot approach offers something precious to the person in the form of additional pay, incentives, recognition etc., Negative motivation or stick approach emphasizes penalties while controlling performance.

·         Motivation Changes: Motivation of each individual changes from time to time. For e.g. A temporary worker may produce more in the beginning to become permanent, when made permanent he may continue to produce more, this time to gain promotion and so on.

·         Motivation Is A Constant Process: Human needs are infinite. As soon as a person has satisfied one need, he seeks to satisfy another. Motivation cannot be time bound process.

·         Motivation is determined by human needs: A worker will perform the desired activities only so long as he sees his actions as a means of continued fulfillment of his strongly felt needs.

·         Motivation Is Personal And Individual Feeling: Motivation is a psychological concept. It is an inducement of inner feeling of an individual. It cannot be forced upon from outsider.

·         Motivation Is Total: A motivation device which promises fulfillment of some needs of workers and not other will fall short of its objectives of producing total commitment of workers

 

Motivational Theories

v  Maslow's Hierarchy of Needs is a psychological theory proposed by Abraham Maslow in 1943, which suggests that human motivation is driven by a series of hierarchical needs. These needs are often depicted as a pyramid, with the most basic needs at the bottom and the more complex psychological and self-fulfillment needs at the top. The idea is that people are motivated to fulfill these needs in a specific order, from the most basic survival needs to the highest level of personal growth.

1. Physiological Needs (Basic Needs)

• Description: These are the most basic, essential requirements for human survival.
• Examples: Air, water, food, shelter, sleep, and warmth.
• Importance: These needs must be satisfied first before any higher-level needs become relevant.

2. Safety Needs (Basic Needs)

• Description: Once physiological needs are met, the need for safety becomes important. People seek security and protection from physical and emotional harm.
• Examples: Physical safety (e.g., from violence, accidents), financial stability, health, and well-being.
• Importance: Safety needs provide a sense of stability and predictability in life.

3. Love and Belongingness Needs (Psychological Needs)

• Description: After safety needs are satisfied, humans seek love, affection, and a sense of belonging.
• Examples: Friendships, family, intimate relationships, and social groups.
• Importance: Humans are social creatures, and the desire for interpersonal relationships and connection is fundamental to mental and emotional health.

4. Esteem Needs (Psychological Needs)

• Description: These include the need for self-esteem, self-respect, and the respect of others. People are driven by a desire to feel accomplished and recognized.
• Examples: Confidence, achievement, recognition, status, and feeling valued.
• Importance: Satisfying esteem needs leads to feelings of self-worth, strength, and capability.

5. Self-Actualization (Self-Fulfillment Needs)

• Description: This is the highest level of Maslow’s hierarchy. It represents the realization of an individual’s full potential and personal growth.
• Examples: Creativity, problem-solving, pursuing personal passions, seeking knowledge, and self-improvement.
• Importance: At this level, individuals strive to become the best version of themselves, realizing their unique talents and capacities.

Characteristics of Maslow's Theory:

• Progression: The theory suggests that individuals must satisfy lower-level needs before higher-level needs can be addressed.
• Deficiency vs. Growth Needs: The first four levels are considered "deficiency needs," meaning that their lack motivates individuals to meet them. Once these are satisfied, people can focus on "growth needs," like self-actualization, which drives personal development.

Criticisms:

• Rigidity: Critics argue that people do not always follow this strict order, as different individuals may prioritize needs differently depending on their circumstances.
• Cultural Variation: The model is considered Western-centric, assuming a universal hierarchy, which may not apply to all cultures.

Maslow’s hierarchy provides a useful framework for understanding human motivation and personal development, even though later research has modified and expanded on his ideas.

 

·         Herzberg's Two-Factor Theory (also known as the Motivation-Hygiene Theory) is a concept developed by Frederick Herzberg in the 1950s, which identifies two distinct factors that influence employee motivation and satisfaction in the workplace: motivators and hygiene factors. Herzberg conducted research through interviews and surveys to understand what makes people feel satisfied or dissatisfied in their jobs. His findings led to the conclusion that these two types of factors operate independently of each other.

Key Components of Herzberg's Theory:

1. Motivators (Satisfiers): Factors that lead to job satisfaction and motivation.

• Description: Motivators are intrinsic factors related to the actual content of the job. They are directly linked to the work itself and provide positive satisfaction.
• Examples:
• Achievement: A sense of accomplishment and reaching goals.
• Recognition: Receiving acknowledgment for one’s efforts and contributions.
• Work Itself: Finding the tasks or responsibilities interesting and engaging.
• Responsibility: Having control over one's work and making decisions.
• Advancement: Opportunities for promotion or career growth.
• Personal Growth: The chance for self-development and learning new skills.
• Effect: When these motivators are present, employees are more likely to feel satisfied and motivated. Their absence, however, does not necessarily lead to dissatisfaction but rather to a lack of satisfaction.

2. Hygiene Factors (Dissatisfiers): Factors that prevent job dissatisfaction but do not actively motivate.

• Description: Hygiene factors are extrinsic elements related to the job environment rather than the job itself. While they don't lead to positive satisfaction or increased motivation, their absence can cause dissatisfaction.
• Examples:
• Salary: The amount of financial compensation.
• Company Policies: Rules, regulations, and administrative systems within the organization.
• Supervision: The quality of supervision or management support.
• Working Conditions: The physical environment, such as office space, equipment, and safety.
• Job Security: Assurance that one’s job is stable and secure.
• Interpersonal Relationships: Relations with colleagues, supervisors, and subordinates.
• Work-Life Balance: The ability to balance professional and personal life.
• Effect: If hygiene factors are inadequate or absent, dissatisfaction increases. However, even when these factors are adequate, they do not actively lead to high satisfaction or motivation—employees simply don’t feel dissatisfied.

Herzberg’s Conclusions:

• Dual Impact: According to Herzberg, the factors that cause satisfaction and the factors that cause dissatisfaction are distinct. Addressing dissatisfaction (by improving hygiene factors) will not necessarily lead to motivation, and increasing motivation (by enhancing motivators) will not eliminate dissatisfaction.
• Motivation is Internal: Herzberg argued that true motivation comes from intrinsic factors related to the job itself, like opportunities for growth, responsibility, and recognition. In contrast, extrinsic factors only reduce dissatisfaction but don't create motivation.

 

 

·         McClelland's Theory of Motivation, also known as the Three Needs Theory, is a psychological framework developed by David McClelland. It suggests that human motivation is driven by three primary needs: achievement, affiliation, and power.

Need for achievement

Achievement based individuals tend to avoid both high risk and low risk situations. Low risk situations are seen as too easy to be valid and the high risk situations are seen as based more upon the luck of the situation rather than the achievements that individual made. This personality type is motivated by accomplishment in the workplace and an employment hierarchy with promotional positions.

Need for affiliation

People who have a need for affiliation prefer to spend time creating and maintaining social relationships, enjoy being a part of groups, and have a desire to feel loved and accepted. People in this group tend to adhere to the norms of the culture in that workplace and typically do not change the norms of the workplace for fear of rejection. People who have a need for affiliation work well in areas based on social interactions like customer service or client interaction positions.

Need for power

A person motivated by this need enjoys status recognition, winning arguments, competition, and influencing others. With this motivational type comes a need for personal prestige, and a constant need for a better personal status.

 

·         Lawler Model of Motivation

It builds on Expectancy Theory and focuses on how people evaluate rewards and their fairness, aligning their effort and performance accordingly.

Key Elements of the Lawler Model

The Lawler Model of Motivation is structured around the following components:

1. Effort-Performance Relationship:
• Individuals believe their effort will lead to a certain level of performance.
• Confidence in this belief depends on skills, abilities, and past experiences.
2. Performance-Rewards Relationship:
• Individuals expect that good performance will lead to desirable rewards.
• Rewards can be intrinsic (personal satisfaction) or extrinsic (monetary or tangible benefits).
3. Value of Rewards:
• The attractiveness or value of the rewards to the individual plays a crucial role in motivation.
• The perceived fairness of the reward system also impacts motivation.
4. Perceived Fairness (Equity) in Rewards:
• Employees compare their rewards to others performing similar roles.
• Perceived inequity (unfairness) may reduce motivation, leading to decreased effort or dissatisfaction.

Strengths of Lawler's Model

• Emphasizes the importance of individual perceptions in motivation.
• Incorporates equity and fairness, crucial in modern organizational settings.
• Provides a dynamic framework for designing effective reward systems.

Limitations of Lawler's Model

• Relies heavily on subjective perceptions, which can vary significantly between individuals.
• Focuses on rational decision-making, potentially underestimating emotional and intrinsic motivators.
• Requires consistent monitoring and adjustment of reward systems to maintain fairness.

 

Leadership style refers to the way a leader guides, motivates, and manages their team or organization. Leadership styles influence how decisions are made, how work is approached, and how leaders interact with their followers. Different leadership styles are suited to different situations and can affect the overall culture, performance, and morale of a team.

Here are some of the most recognized types of leadership styles:

1. Autocratic Leadership (Authoritarian Leadership)

• Description: In this style, the leader makes decisions unilaterally, without consulting the team. The leader retains full control and expects strict compliance from subordinates.
• Characteristics:
• Leader-centered decision-making.
• Limited input from team members.
• Clear and direct orders are given.
• Followers have little autonomy.
• When It Works:
• During crises or when quick decisions are necessary.
• In environments requiring strict adherence to protocols (e.g., the military, manufacturing).
• Potential Downsides:
• Can stifle creativity and innovation.
• May lead to low morale and high turnover if used excessively.

2. Democratic Leadership (Participative Leadership)

• Description: This style emphasizes collaboration and open communication. Leaders seek input from their team and encourage participation in the decision-making process.
• Characteristics:
• Decisions are made collectively.
• The leader values team members' opinions and feedback.
• Fosters engagement and commitment.
• Encourages creativity and diverse ideas.
• When It Works:
• In creative industries or organizations that value innovation.
• In teams with skilled, motivated members who can contribute meaningfully.
• Potential Downsides:
• Decision-making can be slow.
• May lead to indecision if there is no clear consensus.

3. Laissez-Faire Leadership (Delegative Leadership)

• Description: Leaders take a hands-off approach, giving team members a high degree of autonomy and responsibility for their own work. The leader provides minimal direction and trusts the team to manage itself.
• Characteristics:
• Little to no direct supervision.
• Team members have full autonomy.
• The leader provides resources and support as needed.
• When It Works:
• With highly skilled, self-motivated, and experienced teams.
• In creative industries or research where innovation thrives on freedom.
• Potential Downsides:
• Can lead to a lack of direction and coordination.
• May result in lower productivity or missed deadlines if not well-managed.

4. Transformational Leadership

• Description: Transformational leaders inspire and motivate their followers by creating a vision for the future and encouraging personal and professional growth. They lead by example and create a positive, energetic atmosphere.
• Characteristics:
• Inspires and motivates team members toward a shared vision.
• Focuses on innovation and change.
• Supports team members’ personal development.
• Leads by example and fosters strong relationships.
• When It Works:
• In organizations undergoing change or in need of innovation.
• When leaders need to motivate a team to achieve higher goals.
• Potential Downsides:
• May overlook short-term goals and focus too much on the big picture.
• Can lead to burnout if team members are constantly pushed to improve.

5. Transactional Leadership

• Description: This style is based on structured tasks, rewards, and penalties. Transactional leaders provide clear goals and expectations and use rewards and punishments to manage performance.
• Characteristics:
• Clearly defined tasks and expectations.
• Rewards for meeting goals and penalties for underperformance.
• Focus on routine operations and efficiency.
• When It Works:
• In organizations that need strict control and predictable results.
• In environments where clear rules, structure, and processes are critical (e.g., sales teams, production).
• Potential Downsides:
• May stifle creativity and innovation.
• Can create a focus on short-term goals at the expense of long-term growth.

6. Charismatic Leadership

• Description: Charismatic leaders rely on their charm, persuasion, and personal appeal to inspire followers. Their enthusiasm and energy can motivate others to achieve exceptional results.
• Characteristics:
• Strong communication skills and emotional appeal.
• Leaders are seen as role models.
• Often create an emotional connection with followers.
• When It Works:
• In organizations that require significant buy-in for a vision or change.
• When leading social movements or campaigns.
• Potential Downsides:
• Can become overly dependent on the leader’s presence and personality.
• Risk of focusing too much on the leader’s image rather than long-term goals.

7. Servant Leadership

• Description: Servant leaders prioritize the needs and well-being of their team over their own objectives. They focus on serving their followers and helping them grow and succeed.
• Characteristics:
• Emphasis on empathy, listening, and community building.
• Focus on developing others and putting their needs first.
• Creates a culture of trust and mutual respect.
• When It Works:
• In nonprofit organizations, community groups, or environments with a strong focus on ethics.
• In organizations that value employee development and empowerment.
• Potential Downsides:
• May be perceived as too "soft" in environments that require strong direction.
• Can lead to a lack of authority or control.

8. Bureaucratic Leadership

• Description: Bureaucratic leaders focus on rules, procedures, and formal structures to manage their teams. They follow strict processes and ensure everyone adheres to the policies.
• Characteristics:
• Strong adherence to rules and policies.
• Clear hierarchy and defined roles.
• Limited flexibility.
• When It Works:
• In highly regulated industries or government agencies.
• In environments where safety and compliance are critical.
• Potential Downsides:
• Can be inflexible and slow to adapt to change.
• May lead to frustration among employees who want more autonomy.

 

WHAT IS GROUP?

Every organization is a group unto itself. A group refers to two or more people who share a common meaning and evaluation of themselves and come together to achieve common goals. In other words, a group is a collection of people who interact with one another; accept rights and obligations as members and who share a common identity.

A group may be defined as, “a number of individuals who join together to achieve a goal. People join groups to achieve goals that cannot be achieved by them alone”-Johnson & Johnson (2006)

FACTORS AFFECTING GROUP BEHAVIOUR

The success or failure of a group depends upon so many factors.

1. Group member resources, structure (group size, group roles, group norms, and group cohesiveness),

2. Group processes (the communication, group decision making processes, power dynamics, conflicting interactions, etc.) and

3. Group tasks (complexity and interdependence).

Group	Team
A group is the collection of people who are located, grouped or gathered together. People are often put in groups, such as a department, or groups are created by the same culture or objectives within an organisation.	A team in an organisation is defined to be more competitive than a group, with the intention of this grouping of people to be able to achieve a common goal, reach the same objectives.

 

 

WHAT IS A TEAM?

A team is “two or more people who share a common definition and evaluation of themselves

and behave in accordance with such a definition.”

Effective Teams

Effective teams do not just happen, they are meticulously put together consisting of a group  of highly skilled, highly motivated individuals who have a clear picture of their goals and can  receive clear and tangible evidence of their achievements. A highly charged environment will attract high performers who are looking for success. Success builds on success, therefore, a group’s reputation is also a major selling point. There must be an opportunity for individual success within the framework of the group’s goals. There must be recognition of professionalism from co-workers, peers and the outside world. These are the factors that contribute to winning sports teams and there is no reason to think that other groups will respond any differently.

 

·         COMMAND GROUP: The command group are formed by subordinates reporting directly to the particular manager and are determined by the formal organizational chart. (e.g an assistant regional transport officer and his two transport supervisors form a command group .

·         FORMAL GROUP: It refers to those which are established under the legal or formal authority with the view to achieve a particular end result ( e.g people making up the airline flight crew).

·         INFORMAL GROUP: It refers to the aggregate of the proposal contacts and the interaction and the network of relationships among the individuals obtained in the formal groups.

·         FRIENDSHIP GROUP :The friendship group are formed by people having one or more common features

·         INTEREST GROUP : The interest group involves people who come together to accomplish a particular goal with which they are concerned .( e.g office employees )

·         MEMBERSHIP GROUP : The membership group is those where the individual actually belongs .

·         PRIMARY GROUP :The primary groups are characterized by small size ,face to face interactions and intimacy among the members .The examples are family groups.

·         PSYCHOLOGICAL GROUP : It may be defined as one in which the two or more persons who are interdependent as each members nature influences every other person, members share an ideology and have common tasks . ( e.g Families , friendship circles ).

·         REFERENCE GROUP : The reference is one which they would like to belong .

·         SECONDARY GROUP : The secondary group are characterized by large size and individuals identification with the values and beliefs prevailing in them rather than actual interactions . ( e.g occupational association and ethnic groups )

·         SOCIAL GROUP: It may be defined as integrated system of interrelated psychological groups formed to accomplish a defined function or objective .( e.g political party ).

·         TASK GROUP: The task group are composed of people who work together to perform a task but involve a cross command relationship .

DIFFERENCE BETWEEN FORMAL GROUP AND INFORMAL GROUP

In every organisation along with formal groups there exists informal groups which emerge naturally due to the response and common interests of the members who can easily identify with the goals or independent activities of the informal groups. Sometimes the efforts may be driven by a common goal that may compliment or work against the goals of the formal group.

An informal group can be defined as a group that evolves spontaneously, not shown in the organization’s structure, with the objective of fulfilling personal and social need of its members.

Formal groups: are work units developed by the organisation either temporarily or permanently to accomplish organisational tasks. Formal groups such as departmental groups, task groups or teams, task forces, committees, and informal organisational groups are going to be discussed. Ex are family, social, special interest, and therapy groups.

 

EIGHT CS FOR TEAM BUILDING

1. Clear Expectations

2. Commitment

3. Competence

4. Control

5. Collaboration

6. Communication

7. Creativity

8. Coordination