SUBMITTED TO: DR KAMRAN SHAHZAD

SUBMITTED BY: MUDASSIR RAMZAN

ROLL NUMBER: BUSB51F22R029
ORGANIZATIONAL BEHAVIOUR CLASS: BBA-REG-6TH
ASSIGNMENT NO 2
DATE OF SUBMISSION: 20/05/2025
SUMMARY OF CHAPTERS
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SUMMARY CHAPTER #09

FOUNDATIONS OF GROUP BEHAVIOUR
1. Definition of a Group

A group is defined as two or more individuals who interact with one another and are
interdependent, working toward a common goal. Groups can be classified into:

• Formal Groups: These are created by the organization to fulfill specific tasks (e.g., work
teams, committees).
• Informal Groups: Naturally formed due to social interactions and common interests
(e.g., lunch groups, friendships).

2. Stages of Group Development

Stephen Robbins discusses two models of group development:

a. Five-Stage Model

1. Forming: Group members get to know each other and define the group’s purpose.
2. Storming: Conflict arises as members push boundaries and challenge leadership.
3. Norming: Cohesion develops, norms are established, and roles are accepted.
4. Performing: The group is fully functional and works towards goals effectively.
5. Adjourning (for temporary groups): The group disbands after achieving objectives.

b. Punctuated-Equilibrium Model (for temporary groups with deadlines)

• Describes how groups often go through periods of inertia, followed by bursts of activity
and change around the midpoint of the timeline.

3. Group Properties and Their Influence

a. Roles

• The expected behavior of individuals in a group.

• Includes role identity, role perception, and role expectations.
• Role conflict occurs when an individual is confronted with divergent role expectations.
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b. Norms

• Acceptable standards of behavior shared by group members.

• Norms influence behavior and performance (e.g., work pace, dress code, respect).
• Conformity: People often align their behavior with group norms, as shown in studies like
Asch’s conformity experiment.

c. Status

• A socially defined position or rank given to groups or group members.

• Can impact behavior, influence, and interactions.
• High-status individuals are often more assertive, may deviate from norms with less
consequence.

d. Group Size

• Affects performance and interaction.

• Smaller groups: Faster at completing tasks and more efficient.
• Larger groups: Better at problem-solving due to diverse input but may face coordination
issues and social loafing (reduced effort by individuals).

e. Group Cohesiveness

• The degree to which members are attracted to each other and motivated to remain in the
group.
• High cohesiveness + strong performance norms = high productivity.
• If norms are low, high cohesiveness can lead to poor performance.

f. Group Diversity

• Refers to differences in race, gender, background, and experience.

• Can increase creativity and decision quality but may lead to more conflict in the early
stages.

4. Group Decision-Making

a. Strengths of Group Decision-Making:

• Greater diversity of views.

• Increased acceptance of a solution.
• More complete information and knowledge.
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b. Weaknesses:

• Time-consuming.
• Can lead to conformity pressures.
• Group think: When group pressures lead to poor decisions due to a desire for harmony.
• Group shift: Tendency of group members to adopt more extreme positions than
individuals would alone.

c. Decision-Making Techniques:

• Brainstorming: Encourages creative ideas without criticism.

• Nominal Group Technique: Structured method where members generate ideas
independently, which are then discussed and ranked collectively.

Conclusion

Understanding the foundations of group behavior helps managers enhance team performance and
navigate group dynamics effectively. The chapter highlights that group structure, development,
norms, and decision-making processes significantly influence individual and organizational
outcomes.
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SUMMARY-CHAPTER #10
UNDERSTANDINGS WORK TEAMS
Robbins emphasizes that while all teams are groups, not all groups are teams. The distinction
lies in interdependence, shared responsibility, and collective performance outcomes.

🔶 1. Why Organizations Use Teams

Teams are now vital because of:

• Complex work environments that require diverse skills and collaboration.

• The need for speed, flexibility, and responsiveness.
• A shift from hierarchical structures to flat, collaborative models.

Groups vs. Teams:

Group Team
Focus on individual contributions Focus on collective work
Performance = sum of individual efforts Performance = synergy (greater than sum)
Accountability is individual Accountability is both individual and shared

🔶 2. Types of Teams and Their Characteristics

🔸 A. Problem-Solving Teams

• Typically formed within a single department or function.

• Meet regularly to analyze work problems, offer suggestions.
• Limited autonomy: Can recommend but not implement changes.
• Example: Quality Circles in manufacturing.

🔸 B. Self-Managed Teams

• Operate without direct supervision.

• Share responsibility for planning, scheduling, assigning tasks, and even evaluating
performance.
• Can improve efficiency and motivation, but may suffer from internal power struggles or
unclear leadership roles.
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🔸 C. Cross-Functional Teams

• Composed of members from different work areas or disciplines.

• Often temporary, formed to solve specific issues or projects.
• Useful for innovation and problem-solving but difficult to manage due to conflicting
functional priorities and cultures.

🔸 D. Virtual Teams

• Members work from different physical locations using technology (email, video
conferencing, collaborative software).
• Advantages: Global talent, reduced travel costs.
• Challenges:
o Building trust without physical interaction.
o Miscommunication due to lack of social cues.
o Need for clearly defined roles and regular communication.

🔶 3. What Makes Teams Effective?

Robbins outlines a model of team effectiveness structured around three main categories:

🟢 A. Contextual Factors (The environment in which the team operates)

1. Adequate Resources
o Teams need timely access to tools, data, and support systems.
o Lack of resources reduces performance regardless of team effort.
2. Leadership and Structure
o Even in self-managed teams, clarity in responsibilities is crucial.
o Effective teams balance freedom and structure.
3. Climate of Trust
o Members must trust each other’s competence and integrity.
o Trust encourages openness, risk-taking, and constructive feedback.
4. Performance Evaluation and Reward Systems
o Teams thrive when rewards are aligned with group output, not just individual
performance.
o Hybrid systems (individual + team-based incentives) often work best.
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🟢 B. Team Composition (Who is in the team and what they bring)

1. Abilities of Members
o Cognitive, technical, and interpersonal skills are all needed.
o Teams benefit from complementary strengths.
2. Personality
o Traits like conscientiousness, agreeableness, and openness correlate with team
performance.
o Diversity in personality fosters creativity, but extreme differences can cause
conflict.
3. Role Allocation
o Assigning roles based on strengths ensures effectiveness.
o Balanced roles include idea generators, implementers, coordinators, and finishers.
4. Diversity
o Brings variety in perspectives but may slow cohesion initially.
o Long-term, diverse teams are more innovative and resilient.
5. Team Size
o Optimal size: 5–9 members.
o Too small = skill gaps; too large = coordination and communication problems.
6. Member Flexibility & Preference
o Members should be adaptable and prefer working collaboratively.
o Reluctant team players can drag down morale and output.

🟢 C. Team Processes (How the team operates internally)

1. Common Purpose
o A clear, meaningful goal that unifies the team.
o Successful teams translate this into specific action plans.
2. Specific Goals
o Break the common purpose into measurable benchmarks.
o Helps track progress and stay motivated.
3. Team Efficacy
o The belief that the team can succeed.
o Builds confidence, resilience, and willingness to take risks.
4. Conflict Levels
o Task conflict (focused on ideas) can improve outcomes.
o Relationship conflict (personal tension) typically harms team performance.
5. Social Loafing
o The tendency of individuals to exert less effort in a group.
o Can be reduced through accountability, peer pressure, and rewarding
contributions.
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🔶 4. Developing Team Players

Since not all employees naturally thrive in team environments, managers should:

• Select individuals who have team-oriented traits and values.

• Train employees in team skills: active listening, giving/receiving feedback,
collaboration.
• Reward team contributions visibly and consistently.

Also, developing a team-supportive culture (open communication, shared leadership, mutual

respect) is key.

🔶 5. When to Use Teams – And When Not To

Teams are most effective when:

• Tasks are complex and interdependent.

• Multiple perspectives or skill sets are needed.
• The organization has time and resources to invest in team development.

Avoid using teams when:

• The task is simple or routine.

• Speed and individual accountability are more important than collaboration.
• Organizational culture doesn't support teamwork.

✅ Conclusion

Work teams are powerful tools for achieving organizational goals when built and managed
correctly. This chapter emphasizes the need for alignment among structure, members, and
internal processes to unlock team potential. Successful managers must not only understand
what makes teams function but also know when and how to apply the team approach in their
organization.

THANKS……….