Introduction
Within organizations, it is normal that most activities are carried out by individuals who are part of a group or team. However, managers are often unaware at first glance why the behavior of such groups varies so much from that of each individual individually.
For this reason, it is important for managers to understand that the behavior of a community is not the sum of the behavior of each individual, since they act differently when they are together than when they are alone.
So to understand organizational behavior, you must first understand the behavior of groups and work teams as they are the basis of the organization.
Nature of the groups
A group is understood as the relationship that exists between two or more people who come together to achieve a specific objective. These in turn can be formal or informal.
Formal groups are work groups that are defined by the organizational structure, which aim to carry out tasks and activities that lead to the achievement of the organization's objectives. Some examples of formal groups are as follows:
Command groups.
They are determined by the organization chart and are made up of some authority.
Task groups.
Group that aims to achieve a specific task. Once done, it usually disappears.
Cross-functional teams.
Group of individuals who possess knowledge and skills, capable of performing various functions.
Self-directed teams.
Independent set of individuals, who apart from carrying out their own tasks acquire other responsibilities within the organization.
Informal groups, on the other hand, are groups of a social nature that are formed naturally and daily in the workplace. In these groups, individuals share their experiences, expose their interests and foster friendship.
Group development
Although the groups have different characteristics that make them unique, they all have a similar formation and development process. Although it is a dynamic process, there is a pattern capable of describing how they evolve over time.
Training.
At this stage is when individuals for work or some other reason, meet to form the group. Next, the group's purpose, structure and leadership are defined. At this stage there is a great deal of uncertainty as they begin to relate to one another.
Storm.
This stage is characterized by conflict within the group, since hierarchy and leadership within it are at stake.
Setting standards.
At this stage is when the group develops close relationships and cohesion. A sense of group identity and belonging is created.
Performance.
At this stage the group has already established the role to be played by each individual, and becomes fully functional in view of the objective to be met.
For a permanent working group this will be their last stage, while temporary groups have a next one.
Suspension.
At this stage, the group is more concerned with the closure of its activities than with its performance, since it prepares for its disintegration.
In this final stage the members usually present different reactions, some may be satisfied with the work done, while others sad due to the consequent termination of constant contact with others.
These stages do not assume that all groups have the same cycle, because they are dynamic entities and their behavior is sometimes unpredictable. Thus, a group can present serious integration problems from the formation stage, resulting in its disintegration.
Behavior in working groups
There are different causes that determine the behavior of work groups. They determine the way they perform, the achievement of objectives, the scope of their achievements, failure and success.
The main variables that determine the performance of a group are the following:
External conditions imposed on the group
First, it needs to be made clear that a group is part of an organization, of a system. Therefore a group is considered as a subsystem that receives and is subject to influences from outside. For example, the behavior of a group depends on the policies and regulations of the company, the organizational culture, the resources available to the organization, etc.
Group Members' Resources
This point is important, because it determines the potential performance of a group. It is then up to each individual to contribute all the necessary resources so that the group can operate correctly.
These resources comprise the knowledge, abilities, skills, aptitudes and personality characteristics of each of the members.
Something that must be considered is that the sum of all these individual resources is not what determines the performance of the group, but it can establish a parameter of its effectiveness and behavior.
It could be assumed that a group made up of professionals specialized in their field have a high performance, but due to personality and ego problems, the group performance is undermined.
Group structure
Groups are not a set of disorganized individuals, on the contrary they have an internal structure that shapes the individual compartment within the group, as well as the performance within it.
This internal structure then defines the following aspects:
Roles
Within a group, each individual is expected to perform a series of behavior patterns according to the assigned position, which contribute to the achievement of the objectives or to the satisfaction of the members.
Something that happens frequently within a group is the conflict of roles, since each individual plays several roles, so it must adopt its own to that of the group.
Rules
Each group establishes its standards or expectations that all members consider acceptable and shared within it for the fulfillment of their tasks.
These rules are therefore established to determine the way in which members act. Thus they can dictate factors such as absenteeism, punctuality, productivity levels or rest.
Adaptation
This is the product of each individual's need to feel accepted by the other members of the group, so they are commonly susceptible to the pressure they exert on him.
Status systems
Status is called the level, position or degree of prestige that each individual has and that is perceived by others. Within a group there are hierarchical levels of status which determine the behavior of each member.
Status, therefore, is an important motivator that determines group functioning, since if an individual detects any inconsistency between the status actually perceived and conferred, questions are likely to arise towards authority.
Group size
Depending on the desired results, it can be stated whether the size of the group is a factor for its performance.
In this way, if what is sought is to collect information, a large group could finish the job in less time, on the other hand, if what is desired is to do something productive with that information, a small group would have better results.
Group cohesion
It is normal that in a group where disagreement and lack of cooperation prevail, performance is noticeably affected and decreased.
On the other hand, when group members identify with each other, agree, and cooperate with each other, the productivity of the group will be higher. There is group cohesion.
Group processes
This component concerns all processes that take place in a working group
Group decision making
It is common that many of the decisions that are made within an organization have been the product of group work and not individual.
An example of this is clearly seen in the decisions that are made in the committees, at the Board meeting or shareholders meeting, study teams or other similar groups.
Much of the time, groups within an organization are dedicated to identifying problems, developing ideas to create solutions, and determining how they will be carried out.
Advantages of group decisions over individual ones
1. They generate more complete information and knowledge.
As a group, individuals contribute their experiences and perspectives in the decision-making process. Instead a single individual limits their own.
2. They generate more diverse alternatives.
A group has more diversity of information and finds it easier to obtain it to generate a large number of alternatives.
3. Increase acceptance of a solution.
Since the group jointly develops solutions, they refuse to weaken or reject it.
4. Increase legitimacy.
When a decision is made in a group, it is usually more accepted or considered more legitimate than a decision made by a single person.
Disadvantages of group decisions
1. They require time.
Groups usually require more time to find a solution than an individual.
2. Minority domain.
Commonly within a group there is a dominant minority that puts pressure on the others.
3. Pressures to adapt.
The tendency to follow a certain opinion within a group commonly harms individual thinking to think differently.
4. Ambiguous responsibility.
As members of a group they share responsibility, diluting individual responsibility.
Depending on the criteria used to evaluate the result in decision-making, it is how you can establish whether groups or a single individual are more effective.
Formal and informal groups and teams
Conflict management
One process that groups must perform is conflict management. Inevitably, as the group carries out its established tasks, disagreements will appear.
Conflict is understood as those discrepancies that are perceived by the members of the group that cause disagreements or opposition. That is, if any of the members perceives a discrepancy whether or not it is real, then a conflict will arise.
A conflict can range from a very subtle form of disagreement to something large like strikes or clashes.
Postures in the presence of conflicts.
1. Traditional point of view of the conflict.
This position establishes that all conflict is bad and that therefore it must be avoided.
2. Point of view of the conflict regarding human relations.
This position establishes that conflict is a natural consequence of the group and that it cannot be avoided, although it is not necessarily negative, but can be seen and addressed as something positive that contributes to group performance.
3. Point of view of the conflict regarding the interaction.
This position goes further than the previous one, since it establishes that the conflict must not only be approached as something positive for the benefit of the group, but that it is absolutely necessary that the conflict arise for the group to perform effectively.
Types of conflicts
1. Functional conflicts.
They are those disagreements that support the objectives of the group and consequently improve their performance.
2. Dysfunctional conflicts.
They are those discrepancies of a destructive nature that prevent a group from achieving its objectives.
3. Task conflict.
These are directly related to the content and objectives of the work.
4. Relationship conflict.
This type of conflict focuses on interpersonal relationships.
5. Conflict of processes.
They arise due to discrepancies in the way the work is done.
Group tasks
Depending on the tasks that the group is performing will be the impact of all group processes on group performance and individual satisfaction.
This will depend on the type of task performed, that is, a task can be considered as simple or complex. Simple tasks can be easily solved leaving aside deep group involvement, while complex tasks require the full participation of each member.
In the same way, a task can represent a high degree of interdependence to be executed, which favors a high degree of group participation and interaction.
Both cases complexity and interdependence in the tasks lead to a greater benefit in the performance of the group.
From work group to work team
What makes a work team different from a work group?
Nature of the teams
According to Robbins and Coulter, work teams are "groups whose members work intensively on a common and specific objective using their positive synergy, individual and mutual responsibility, and complementary skills."
This means that in a team the effort of each member will create, together with that of the others, a positive synergy, resulting in a higher level of performance than the sum of the contributions of each member.
Types of equipment
Work teams are capable of carrying out any type of activity, from designing products, improving services, making agreements and negotiations, and making decisions.
Four different types of equipment can commonly be found in an organization.
1. Team to solve problems.
This type of team can be made up of twelve members from the same department or functional area, in order to solve specific problems or improve work activities.
2. Self-directed work team.
This team is characterized in that it is capable of operating without a manager so it can be self-directed and presents a high degree of responsibility to complete a process or work segment.
3. Cross-functional team.
It is a group made up of different experts in various specialties in order to work together to serve more areas.
4. Virtual team.
This team relies on technology and computing devices to work together regardless of the physical location of each member.
Characteristics of effective teams
Clear objectives
Team members who stand out for performing with a high degree of effectiveness share a group vision of what they want to achieve and how to make it possible.
Important skills
Each member of the group has technical and interpersonal skills to contribute to the fulfillment of the primary objective, while working together.
Mutual trust
For a team to be effective, it is essential that each member trust the abilities, skills and character of the others.
Unified commitment
It refers to the degree of dedication and effort that each member of the team and together dedicate to the fulfillment of their functions to achieve success.
Good communication
It is necessary to establish good communication between team members, since it is in the transmission of information and ideas that the team is supported.
Negotiation skills
In a team there will always be disagreements, the one that does not affect them will consist of the way in which each member can confront them and reconcile them with the others.
Adequate leadership
The leader of a team will have the baton to set the right course, he will be able to develop and increase confidence and individual and joint potential.
Internal and external support
For a team to be effective it must have internal support, that is, it must have the necessary infrastructure, and externally with the contribution of resources by the organization. Both will allow the achievement of the team's objectives.
Final comment
The groups and work teams are a reality, so much so that the organizations rely on them to achieve the objectives. However, they also represent a challenge for organizations, due to the high complexity of their behavior.
Understanding the behavior of a group or work team, therefore, has become a task that organizations have been developing, since what they want is to make them really effective.
Bibliographic references
- Chiavenato, I. (2001). Introduction to the general theory of administration. Mexico: McGraw-Hill.Koontz, H., & O'Donnel, C. (1979). Modern administration course. Mexico: McGraw-Hill de México. Reyes Ponce, A. (2002). Modern Administration. Mexico: Limusa Robbins, S., & Coulter, M. (2005). Administration. Mexico: Prentice Hall.
