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1. LOGO
GROUP & TEAM BEHAVIOR
Group members:
NGUYEN PHUONG UYEN
QUACH MINH THANH
HUYNH LAM HAI
ORGANIZATIONAL BEHAVIOR

2. LOGO
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Contents
Group and Types of Groups1
Group behaviors2
Team and Types of Teams3
Team behaviors4
Role and Role Conflicts5

3. LOGO
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GROUP
 Definition
Two or more employees who interact with each other
in such a manner that the behavior and/or
performance of a member is influenced by the
behavior and/or performance of other members.

4. LOGO
TYPES OF GROUPS
Formal Group
GROUPS
Informal Group

5. LOGO
FORMAL GROUP
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 Types of Formal Groups:
Command Group:
• Specified by the organization
chart, comprises the
subordinates who report
directly to a given supervisor.
Task Group:
• Comprises the employees who
work together to complete a
particular task or project.
Definition:
Groups created by managerial decision to accomplish
stated goals of the organization.

6. LOGO
 Definition:
Groups that arise from individual efforts and develop around
common interests and friendships rather than deliberate
design.
Friendship Groups:
• Established by members having something in common,
such as age, gender, political beliefs, desire to play the
same sport, or ethnic background.
Types Of Informal Groups:
Interest Groups:
Individuals who may not be
members of the same
command or task group may
affiliate to achieve some
mutual objective.
INFORMAL GROUP

7. LOGO
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Five Stages Group Development Model
Performing
Norming
Storming
Forming
4
3
1
getting acquainted stage
2
Adjourning5
conflicts between members in a group
work more effectively together
accomplish goals & be an
efficient unit
disband after the goals and
tasks have finished

8. LOGO
The Punctuated Equilibrium Model
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The punctuated equilibrium model presents group development as a
three-phase concept.

9. LOGO
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The Punctuated Equilibrium Model
The third phase: The final phase to accomplish
tasks.
The Punctuated
Equilibrium Model
The first phase: Occurs when groups define
tasks, establish goals and consider various
ways to execute the steps of the plan or project.
 The second phase: The group decides
to change its perspectives and take
action.

10. LOGO
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CHARACTERISTICS OF GROUPS
Norms Cohesiveness
A set of
expected
behavior
patterns
attributed to
someone
occupying a
given
position in a
social unit.
Generally
agreed-upon
standards of
individual and
group behavior
developed as a
result of
member
interaction over
time.
Strength of
group
members’
desires to
remain in the
group and their
commitment to
the group.
•Groupthink
Roles
Status & Size

11. LOGO
 Social loafing: When individuals within a group hold
back what they contribute to the group’s effort and
performance.

12. LOGO
TEAM
 Definition
- Team are small size and have members with
skills who have reached the performing stage.
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TYPES OF TEAMS
Problem- Solving Teams
Consisting of individuals from the same
department or area to address a specific
problem.
Virtual Teams
A team- interactive technology to work
together (email, message, teleconference, etc)
Cross- Functional Teams
Individuals from different departments or work
that come together on task or project basis.
Self- Directed Work Teams
Individuals who take on the long – term
responsibilities

14. LOGO
Virtual Teams
• The best practices
 - Focus on social skills
 - Encourage self
leadership across
team
 - Arrange face- to- face
meetings
 - Foster a global
mindset among team
members
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Self- Directed Work
Teams
Comprise individuals- take on
the long- term responsibilities
Focus on:
•Business requirements,
values and goals
•Competencies
•Culture

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WHY TEAMS ARE FORMED
TEAM
Enhanced Productivity
Improved Quality Flattening Organizations
Flexibility and Quicker Decisions
Increased Customer Satisfaction
Workforce Diversity

16. LOGO
Flattening
Organizations
 Work teams provide the
flexibility to manage
unneeded forms of
redundant functions.
 Any function does not
support the effort of
front-line work teams
can be considered an
option for elimination.
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Enhanced
productivity
• Technical or functional
skills
• Problem- Solving and
Decision- Making Skills
• Interpersonal Skills
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17. LOGO
Need for Flexibility and Quicker Decisions
 Self- directed work teams
have skills, the
knowledge, the
innovation to quickly
adapt to the changes.
 The use of teams
provides the best of long-
term vision and greater
flexibility for quicker
short-term decisions.

18. LOGO
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Workforce Diversity
1
Information
Diversity:
The difference in
knowledge bases
and perspectives
that members bring
to group.
-> contribute to
group effectiveness.
2
Social Category
Diversity:
Different race,
gender, ethnicity.
-> satisfaction,
remain to
commitment,
perceived
performance.
3
Value Diversity:
Member’s opinion
about task, goal,
mission.
-> decrease group
members
performance and
employee morale.

19. LOGO
Improved Quality
 Team members perform both
technical and administrative
functions can gain the
commitment, experience, and
skills to improve the quality at
work.
Increased Customer
Satisfaction
Team work promote
customer satisfaction
through quick
response and
improved quality.

20. LOGO
HOW TO BUILD AN EFFECTIVE TEAM?
1Top-level Commitment &
Provision of Clear Goals
Management- Employee Trust
2
3
Willingness to Take Risks & Share
Information
4
Time, resource & a Commitment to Training
There are 4
requirements
for building
effective
teams

21. LOGO
ROLE & ROLE SET
ROLE
An organized set of behaviors expected of individual in a
specific position.
Multiple Roles & Role Sets
-Multiple Roles: roles performed simultaneously because the
individual holds many positions in a variety of organizations and
group.
- Role Sets: Others’ expectation for behavior of a person in
particular role.

22. LOGO
MULTIPLE ROLES
Worker
Husband
Son
Team
member
Colleague
Parent
YOUR
ROLES

23. LOGO
ROLE SETS
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24. LOGO
ROLE CONFLICT
Person- Role conflict
Role requirement
violate basic
values, attitudes
and needs of the
individual
occupying the
position.
Different
individuals define a
role according to
different set of
expectations.
An individual
simultaneously
perform many
roles, some with
conflicting
expectations.
Intrarole conflict Interrole conflict

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