Page 240 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes 10.10.1 Basic Elements of Group Behaviour

The three basic elements which are generally of use in understanding the behaviour of a
group are activities, interactions and sentiments.
By activities we mean the physical movements which people make and which can be
observed by an outsider; for example, talking, daydreaming, dictating a letter, making a sale
or running a machine. When we look at the activity of a group, we should observe the nature
of its members’ action, compare the similarity of one action to another, evaluate the output
of the activity and measure its efficiency.

By interaction we mean the mutual response of people participating in an activity. The
stimulating activity may be either verbal or non-verbal. Two men talking to each other is
an example of the former; two men simply shaking hands is an example of the latter. When
we observe interactions, we should look for three aspects, namely, (a) frequency, (b) duration,
and (c) order. When we look for frequency, we wish to know how often people interact. Ten
times a day? Once a month or so on. When we look for duration, we wish to know how
long the interaction goes on, when it does go on. Do people interact for 10 minutes or for
an hour? The order of an interaction has to do with who initiates it. Does X always approach
Y or does Y always approach X or do they share the initiative to some extent?
By sentiments we mean all the internal feelings, attitudes and drives that exist within a
person about his work and others involved in it. Unlike most activities and interactions,
they are not directly observable but must be inferred from the activities and interactions
which express them. We infer that someone is angry from how his face looks, what he is
saying and how he is saying it. We infer from his observable behaviour that which lies
within him. When we analyze sentiments, we should look at the number of people who
share them, the degree of conviction they have and the intensity they feel. For example,
a group of 10 men may share the feeling that a certain management practice is wrong. They
may be absolutely convinced that they are right but still may not feel very intensely about
the matter personally.

10.10.2 Group Cohesiveness
The cohesiveness of a group refers to the degree to which its members are attracted to the
group, are motivated to remain in the group, and mutually influence one another. Researchers
have shown that members of highly cohesive groups are more energetic in group activities,
are less likely to be absent from group meetings, and are happy when the group succeeds
and sad when it fails whereas members of less cohesive groups are less concerned about the
group’s activities. Studies have also shown that members of highly cohesive groups are more
likely to conform to group pressures than are members of low-cohesive groups.
The individual’s attractiveness to the group is determined to a very large extent by the
several incentive properties of the group, such as attractiveness of the group members,
similarities among members in interests, attitudes, values and beliefs, style of leadership and
opportunity to participate in decisions, etc.
10.10.3 Group Structure
By group structure is meant the nature and characteristics of the interrelationships among
the members of a group and the roles they play in it. As a member of a group, the individual
is assigned certain duties or activities; he is given a certain position or status, and he assumes
certain functions. These duties, positions and functions may be termed as his role in the
group. Clearly, there are many kinds of roles an individual can assume as a member of a
group. But we can broadly classify these roles into three categories: task roles, building and
maintenance roles, and individual roles.
Task roles are related to the achievement of the purposes of the group. They are concerned
with the facilitation and coordination of the group’s efforts, and with the definition and

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