Discuss the Nature of Group Behavior and How It Affects Performance

Discuss the nature of group behavior and how it affects performance

ABSTRACT

This paper seeks to examine the theory behind group and team dynamics, taking a closer look at the way groups and teams perform and exploring a deeper understanding of the the nature, operation and impact of groups and teams. Further, the author discusses the differences between groups and teams, the different types of groups, how they function and their role in organizational performance.

The paper goes on to discuss the stages of development of work groups and examines relative output at the various developmental stages, it also looks at the components of group dynamics and talks about their impact.

Finally, the author refers to traditional and contemporary theory to explore positive and negative correlations between group performance and organizational performance.

1. INTRODUCTION

The past thirty years has seen an increasing interest and remarkable transformation of organizational structures worldwide.  Organizations recognize teams as part of the structural framework that can support the demands of a changing workforce. Though these conversions are driven by economic, technological and strategic constraints, one undeniable aspect has been organizations transitioning from individual based jobs to team-based work  (Delarue et al, 2008:128).

This issue has grown to such importance in recent times that researchers consider, teams to be more flexible and adaptive in this evolving business environment. Making teams and groups an integral aspect of the business level strategy, designed to improve organizational effectiveness and performance (Truxillo et al. 2016:488).

The objective for this paper is to examine the effect teams and groups have on organizational performance. We begin by defining groups, teams, organizational and group behaviour and its effects on work performance. Followed by a brief discussion on the stages of group development, the traditional and contemporary theories and finally a conclusion.

1. Groups

While a variety of definitions of groups have been suggested, this paper will use the definition implied by Mullins (2016:271) who saw it as “ a collection of people who share a sense of purpose, group awareness, interdependence, common goals and objectives to name a few.  Mullins (2016:273) further identifies two types of groups, which is outlined in the diagram below.

Types of Groups

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1. Teams

A team is a group of two or more people with diverse skills and different personality traits who are committed to a common purpose, mutual performance goals and an approach for which they are holding themselves mutually accountable (Daft 2012:520).

Daft (2012:521) further suggests: “Although the terms are used interchangeably there are distinct differences in characteristics between a team and a group” as highlighted in the table below.

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Mullins (2016; 275:277) supports Daft argument about the distinct differences between groups and teams, but suggests: “there are commonalities which benefits groups and team performance”, as outlined below.

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1. Organizational Behavior

A considerable amount of literature has been published on organizational behavior. The general consensus indicates that within recent times; organizations are operating in a dynamic business environment, with shrinking resources and fierce competition.  This has forced businesses to explore new strategies to ensure survival and teamwork is recognized as one strategy that aid businesses to achieving competitive advantage (Perkins; Muondo; 2013:8).

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1. Group Behavior

Nelson and Quick (2013:319) implies that: “Group behavior is dependent on the purpose formed and the degree of management control; either by organizational necessity to perform various tasks or through a formal Group structure. Or by individuals seeking to satisfy relationship needs through an informal Group structure with individual control.

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1. The Relationship between Group/Team Behavior and Work Performance

There are a number of factors that would influence group behavior such as group composition, processes and cognition, as outlined in Figure 4 below.  These factors have a direct correlation to work performance and its outcome albeit positive or negative.  

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1. Discussion

1. Stages of Group Development

Since groups are a common phenomenon in today’s business environment, all team leaders need to be familiar with the stages of group development.

There are several models published on the stages of group development. However for this paper, we would be using Tuckman’s Five Stage of Group Development. Tuckman’s model suggests that team behaviour progress through five stages: forming, storming, norming, performing and adjourning as depicted in the diagram below.

The forming stage is first phase of the model and can be described as the orientation period. Where the objective of the group is vague, anxiety and uncertainty may be high.  At the Storming Stage, dispute and competition is at it’s greatest. The group purpose is clearer but strong conflict occurs. Whereas at the norming stage more cooperation, communication, bonding takes place decisions are made, but the group is still developing. At the performing stage the group is now operating cohesively and ready to perform the task at hand. At the Adjourning stage the task is completed and the group is disbanded (Nelson, Quick; 2010; 298).