Research on Group Behavior

This research explores the impact of group behavior on decision making in organizations. It discusses the different elements of group behavior and their effects on decision making. Two groups are evaluated and compared to identify functional and dysfunctional aspects of decision making.

Running head: RESEARCH ON GROUP BEHAVIOR
RESEARCH ON GROUP BEHAVIOR
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1. Introduction
Decision- making is one of the major functions that are undertaken by the managers in
different teams in an organization, which helps in continuing the efficacy of the operations for
achieving the common goal. The decision making criteria differs between the groups in harmony
with the specific behavioral patterns. In this relation, the study will enumerate the different
elements of group behavior and the manner in which it affects the decision making process of the
same (Yu, Yu & Yu, 2013). Two groups will be evaluated and compared in the context of the
research in order to identify the functional and dysfunctional aspects on decision making. The
research will also set out recommendations for each of the groups for developing the decision
making criteria of the same.
2. Groups and associated behaviors
Robbins et al. (2013) stated that groups are created through two or more individuals
interacting with one another in order to achieve a common target. In this relation, the groups that
are being considered for the research are formal groups who are designated with certain
responsibilities in order to fulfill the demands of the organizational processes. In this relation,
the operations of the groups are determined through the decision making criterion followed by
the same while operating in diverse international markets. The different modifications that are
undertaken in the groups are dependent on the assessment of the demands of the same while
o0perating ion the organizational context (Dobre, 2013). Therefore, decision making in a group
helps the same in continuing the efficacy of the operations in harmony with the demands of the
organization.

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Robbins et al (2013) stated that the group development model designed by Tuckman
enumerated the different phases like forming, storming, norming, performing and adjourning. It
has helped in identifying the manner in which the groups operate. Forming a group is dependent
on setting a purpose along with structure and leadership style for the group. On the other hand,
the storming phase indicates the intra- group conflicts relating to the control and power over the
operations in the group (Arthaud-Day, Rode & Turnley, 2012). It affects the capabilities of the
group in continuing the efficacy of the operations through individualistic conflicts. The norming
phase helps a group in identifying the expectations and the relative course of action that might be
undertaken by the members in the group resulting to cohesiveness. The performing and adjoining
features of the group helps the same in continuing the efficacy of the operations in harmony
with the expectations of the same while operating in diverse environments. In this relation, the
smooth functioning of the decision making elements in a group helps the same in continuing the
efficacy of the operations in harmony with the purpose of the groups. Bolino et al. (2013) stated
that the leadership style and the decision making capabilities helps in judging the group
behavior. Therefore, the decision making capabilities of the leader in a group helps in continuing
the efficacy of the operations in a group in harmony with the common goals.
3. Description of the groups
3.1 Group 1- MOC
The organization created a group named MOC who were designated with the role of
managing the marketing activities of the organization. The group was created through the
induction of seven individuals with the purpose of undertaking marketing communication for the
organization and thereby supporting the venture through the knowledge of the demands of the

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customers (Sharoni et al., 2012). However, after the formation of the group there was an intra-
team conflict relating to the position of leader for the group as all the employees were qualified
for the post of a team leader. Robbins et al (2013) stated that storming in a group affects the
capabilities of the same in managing the decision making systems. Therefore, the lack of proper
identification of the leader in the group brought the same to a stagnated position. Three members
in the group felt there is subtle in quality in the group formation process of the organization. On
the other hand, two of the members were resilient to join a group, which focused on a field
irrespective of the interest the same (Mohanty & Rath, 2012). However, the major challenge
that was faced by the group was due to the lack of clarity in the storming phase. On the other
hand, the conflicts within the members of the group affected the capabilities of the same in
ensuring the rational decision making model in order to maintain the efficacy of the operations.
The inequality in the group has also affected the capabilities of the members in continuing the
synergy between the activities they were required to undertake and the purpose of the group. It
affected the capabilities of the group in continuing the efficacy of the operations in harmony
with the demands of achieving the common goal (Büschgens, Bausch & Balkin, 2013). The
portrayal of deviant workplace behavior relating to resilience while joining the team has affected
the capabilities of making decisions. In this relation, the group that was formed by the
management deviated from the five-stage model proposed by Tuckman, which affected the
capabilities of the group in continuing the efficacy of the operations in acco9rdancde to the
common objectives of the same (Lammers, Atouba & Carlson, 2013).
3.2 Group 2- POL
The second group that was created by the operation manager was POL, which was
affected due to the lack of clarity on purpose. The group deviated from the five-stage model

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proposed by Tuckman, which resulted to stagnation in the first phase of the model. The group
was created with seven members who were enthusiastic initially (Strom, Sears & Kelly, 2014).
However, the lack of proper knowledge on the purpose of the group has affected the capabilities
of the organization in continuing the efficacy of the operations in harmony with the demands of
achieving the common goal. Feng, Huang and Zhang (2016) stated that the clear statement of
purpose helps a group in continuing the efficacy of the operations while making the members
aware of the operations that they might take. On the other hand, Bezrukova et al. (2012) noted
that the delineation of the purpose for the group helps the management in selecting the ideal
personnel for enhancing the operations of the group and supporting the same in achieving the
common goal. On the other hand, the lack of clarity of the purpose affected the capabilities of
the group in undertaking rational decision making, which involved a series of steps for achieving
the common goal (Hameed et al., 2016). Therefore, the lack of delineation of purpose of the
group affected the first stage of group formation and the decision making capabilities of the same
in continuing the efficacy of the operations in harmony with the demands of the organization.
4. Teamwork behaviors
Mamman, Kamoche and Bakuwa (2012) stated that the efficacy of operations in a team
is dependent on the coordinated functioning of the members, which helps in upholding the
performance. The leadership style and the decision making criterion that is followed in the team
helps the same in achieving the common objectives. Swaminathan and Jawahar (2013) stated
that the coordinative functioning of the team members. The development of the teamwork
behaviors related to coordination helps in continuing the efficacy of the operations that are
undertaken by the same. On the other hand, Marique et al. (2013) noted that the decision making
criteria of the groups helps the same in continuing the efficacy of the operation in harmony with

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the demands of the business. Combination of the team effectiveness model with the rational
decision making model helps in upholding the efficacy of the operations that are undertaken by
the group members.
The structure of leadership and the manner in which the decisions are undertaken helps in
identifying the efficacy of the team in achieving the common objectives. On the other hand, the
aspects of trust and confidence among the team members help in enhancing the team
performance. It also helps a team lead in undertaking decisions in harmony with the capabilities
of the members. The implementation of the rational decision making model helps a team in
enhancing the operations (Seck & Helton, 2014). The rational decision making model helps in
evaluating the different possible alternatives before selecting a final strategy for implementation.
Therefore, the rational decision making helps in continuing the efficacy of the operations that
are undertaken by the teams while achieving the common objectives of the same. Laughlin
(2014) stated that the implementation of the rational decision making process helps in enhancing
the operations of a group through consultation and collaboration among the members. Therefore,
the implementation of the rational decision making helps in improving the inclusiveness of the
group. On the other hand, the application of the rational decision making model helps a group in
avoiding situations of resistance from the members. Therefore, it assists the group leaders in
enhancing the decision making criterion of the same.
The decision making capabilities of the team is dependent on the composition of the
teams based on the ability of the members. Effective groups are formed through the
identification of the capabilities and competencies of the members. Raes et al. (2015) stated that
the delineation of the competencies and the capabilities of the members in a group helps the team
lead in allocating the tasks and make decisions for growth and effectiveness. The different

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modifications that are undertaken by the organizations are dependent on the decision making
capabilities. On the other hand, the performance of the companies is dependent on the individual
performances of the groups. In this relation, the decision making process of the team leads in
diverse groups helps in continuing the efficacy of the performance of the overall organization.
Kugler, Kausel and Kocher (2012) stated that the most common team behavior related to
decision making is based on resilience and acceptance. In this relation, the different
modifications in the behavior of the team members are dependent on the supportive and
collaborative role played by the same for continuing the efficacy of the group performance. The
different processes that are designed for the teams are dependent on the decision making process
of the same and the counter behavior of the members. Frederiks, Stenner and Hobman (2015)
stated that the efficacy of the process design helps a team leader in continuing the performance
of the team.
4.1 Analysis of group 1
The group 1 was identified as the marketing team of the organization, which is aimed at
continuing the proficiency of the marketing operations in harmony with the demands of the
business. The key elements modifications that are undertaken by the organization are based on
the assessment of the feedbacks from the customers. The members of the team have proficient
knowledge of the marketing activities that might be undertaken by the same in order to support
the common objective of the same. In this relation, the functional prospects of the team are
dependent on the marketing abilities of the members and the expertise of the same while
operating in harmony with the demands of the organization. However, the dysfunctional aspects
of the team are dependent on the lack of clear leadership structure resulting to intra- team
conflicts. The intra- team conflicts might affect the capabilities of the organi8zation in

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continuing the efficacy of the marketing activities. On the other hands, the lack of proper
decision making structure in the team has stagnated the performance of the same. Vaiman,
Scullion and Collings (2012) stated that the delineation of the clear goals of the team and the
managerial structure for the same helps in facilitating the smooth functioning of teams in
harmony with the demands of the business. In this relation, the induction of marketing based
talents in the team has strengthened the foundation. However, determining the managers from
all the capable and qualified members has affected the capabilities of the team in resolving the
disruptive conflicts resulting to diminishing performance. On the other hand, the growing rate of
dissatisfaction among the members of the team has affected the capabilities of the same in
achieving the common goal.
4.2 Analysis of group 2
The management created the second team in order to enhance the operations of the
business processes. However, the purpose of creating the team was unclear, which affected the
team building process. The teamwork performance of the team was based on the enthusiasm of
the team members. The enthusiasm and team bonding might be taken as the functional factors for
enabling the smooth functioning of the decision making process. On the other hand, the lack of
proper identification of the purpose for the team has affected the capabilities of the team
performance and the decision making paradigms (Saaty & Peniwati, 2013). The poor structure
and the lack of clarity relating to the objective of the group have affected the decision making
capabilities of the same. However, communication and collaboration among the members would
act as a functional element for the group while supporting the decision making capabilit6ies of
the same (Wu & Xu, 2012). The different modifications in the operations in the group are
based on the rational decision making. Therefore, collaborative and communicative measures

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among the group would act as a functional element. On the other hand, the lack of suitable
objective of the group has affected the capabilities of the same in continuing the efficacy of the
operations.
5. Assessment of the similarities and differences in the groups
The combination of the team effectiveness model with the rational decision making
model has helped in identifying the different functional and dysfunctional areas of the groups.
The assessment of the characteristic features of the groups and the manner in which the issues
might be mitigated is facilitated through the enumeration of the comparison. In this relation, the
research will assess the similarities and differences between the groups in order to identify the
recommended actions that might be undertaken for supporting the decision making capabilities.
The similarities between the groups are:
 The total number of members in the group
 Inadequate leadership
 Lack of collaboration
 Lack of decision making
 Diversity of members
The differences between the groups are:
 Member preferences
 Trust and collaboration factors
 Intra-team conflicts
 team efficacy

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 Adequacy of resources
6. Recommendations for each group
6.1 Recommendations for group 1
The recommended actions that might be undertaken by group one are:
Training for management- Training the employees for management of the group will be helping
to identify and assess the managerial capabilities of the members in the group. On the other hand,
the assessment of the managerial capabilities of the members will be helping the group ion
continuing the efficacy of the operations in harmony with the demands of power control. The
development of the training and assessment program will be helping to identify the most capable
member in the context of managing the team.
Conflict management initiatives- The conflict management initiatives might be undertaken in
order to regulate and control the intra- team conflict among the team members. It will be helping
the group in enhancing the collaborative functioning of the same while operating in harmony
with the need of achieving the common goal. Increased collaboration among the team members
will be helping to enhance the decision making capabilities of the same. On the other hand, the
identification of the issues and the mitigation of the same will be helping the group in continuing
the synergy between the team members and enhance the collaborative functioning among the
same. The enhanced decision making capabilities of the team will assist the same in achieving
the common goal of the same.
Efficient staff meetings- Efficient staff meetings will be helping the concerned organization in
enhancing the rate of communication and collaboration among the team members. It will also

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help in mitigating the individualistic issues and conflicts within the team members in order to
facilitate the smooth functioning of the operations. Meetings and seminars will be helping then
team in continuing the efficacy of the operations in harmony with the need of the same. On the
other hand, the meetings and \sessions will be helping the team in discussing the different scope
of the objectives and the manner in which every member might contribute to the performance of
the team.
6.2 Recommendations for group 2
The recommended actions that might be undertaken by group two are:
Setting a lucid objective for the team- Setting a lucid objective for the team will be helping to
introduce the members to the different elements of change that might be undertaken in harmony
with the purpose of team creation. Setting a clear goal for the team will be helping to enhance the
decision making process and design the operations in harmony with the demands of sustenance.
The objective for the team will be helping to design the processes systematically in harmony
with the demands of enhancing the performance. On the other hand, the objectives for the team
will help in developing a specific team culture and induce loyalty among the members. The lucid
and clear objective of the team will support the demands of the team in continuing the efficacy
of the operations in harmony with the common goal.
Staff meetings and discussions- Staff meetings and seminars will be helping the team lead in
explaining the objective to the members. The efficient communication and collaboration among
the team is specifically based on the context of collaboration and communication. The
delineation of the objectives of the team and allocation of tasks in harmony with the capabilities
of the members will be helping to develop the operations of the group.

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Conclusion
Therefore, it might be stated from the discussion that the different modifications in the
group behavior is based on the exposition of the team effectiveness model. The research
evaluated the functional and dysfunctional elements to two groups and thereby compared the
same in order to identify the different modifications that might be undertaken in order to
maintain the efficacy of the operations. The discussion also aimed at undertaking the
dysfunctional elements of the groups and the manner in which it affected the decision making
capabilities of the same.

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