PGDM CORE (2018-2020)

ORGANIZATIONAL BEHAVIOUR-II

ASSIGNMENT BY:
KANIKA SWARUP
201812075

SECTION B

Course Instructor
Dr. Senthil S Kumar
SESSION 1
Discussion
The session was all about the advantages and disadvantages of working in groups. The role
played by Group dynamics in group activity. The influence of group dynamics for managing
people for higher performance. Change that has been brought to move from traditional
coordinating mechanism to self-managing team.

Learnings
Group dynamics is concerned with the interaction of forces among group members in a social
situation. I learnt about the ways to get rid of social loafing while working in groups, ways by
which group performance can be improved.

SESSION 2
Discussion
The session included deep insights of group dynamics.

 Five Stages of group development

 Group versus Individual work
 Group Think and Group Shift

Learnings
I learnt that many times overall performance reduces in groups. Larger groups are associated
with lower satisfaction. Role conflict is associated with job induced tension and job
dissatisfaction. I learnt about the strengths and weakness of Group Decision making.

SESSION 3
Discussion
The session included insights of group behaviour.

 Benefits and disadvantages of cohesive groups

 Effectiveness of various group techniques
 Analysing work group of Merit Corporation
Learnings
I learnt the effect of cohesiveness among the group members on work quality. I learnt the role
played by group techniques interacting, brainstorming, and nominal group in effective
decision making.
SESSION 4
Discussion
The session laid emphasis on understanding the work teams

 Difference between team and group

 Types of teams
 Influence of growing popularity of teams in organisation.

Learnings
A group is a collection by individuals who coordinate their individual efforts whereas a team
is a group of people who share a common team purpose. I learnt the working style of problem
solving team, self-managed team, cross functional team, virtual team.

SESSION 5
Discussion
The session focussed on deep insights of ways of building effective teams and practical
application through The Army Crew Team.

 Team effectiveness model that included contextual factors, composition and process.
 Working of Junior Varsity team and varsity team.
 Leadership of coach.

Learnings
Trust, size of teams, performance valuation, diversity, ability of members, social loafing,
purpose, roles, resources affect the effectiveness of team and its working.

 Trust building exercises

 The team context needs to be changed from blame to responsibility.

SESSION 6
Discussion
The session was on team effectiveness and it practical application through The Army Crew
Team case and IDEO article.

 Interference to improve varsity boats performance.

 IDEO article focuses on seeking and help giving cultures behind the firm’s success.
Learnings
I learnt

 Environment should be created for effective group development.

 Recognising that each individual will only truly succeed by working with and relying
on one another is a key milestone for any team.
 Concept of Slack in IDEO gives employees more flexibility in their schedule which at
IDEO seems to support the idea of natural helping culture because it allows
employees to seek and receive help in more organic ways.

SESSION 7
Discussion
Session was about interpersonal interactions in a group through FIRO-B model.

 Impact of trust level on synergy

 Ways by which interpersonal interactions affect group performance

Learnings
Application of FIRO-B model in team building, leadership and executive development,
relationship building, professional development, conflict management. Expressed and wanted
set of behaviour.

SESSION 8
Discussion
Session was about learning deep insights of FIRO B model. Six basics are:

 Expressed Inclusion
 Wanted Inclusion
 Expressed Control
 Expressed Affection
 Wanted Affection

Learnings

 Self-Awareness
 Communication
 Building Relationship
 Model helps in understanding behaviour and its affect.
 Model can be used anytime.
SESSION 9 - 10
Discussion
Session was about practical implementation of group decision making through movie 12
Angry Men.
Learnings

 Nudging towards a better choice: This movie does a pretty good job of demonstrating
how people can be nudged in a certain direction by changing the way choices are
presented to them.
 Empathy provides context: From the outset, Fonda’s character attempts to understand
and “walk in the shoes” of the kid accused of murdering his father. He talks about
what it must have been like for the teenager, constantly pushed around by his father,
and living in rough and slum-like conditions. He wasn’t using these as excuses, but
rather because it provided context for much of the evidence that was being used
against the accused. Often this was effective at re-framing the issue, helping others to
see things from a different point of view.
 Effect of Tone : Attempts to scare people using fear tactics or other messaging
designed to shock is a version that seeks to SHOUT at people. If we’re trying to
influence people in our typical day-to-day conversations, making them angry and
antagonizing them rarely works. We can’t shock or scare people into changing their
long-term habits.

SESSION 11
Discussion
Session was about influence of power and politics in any organization or while working in
groups.

 Comparison
 of leadership and power.
 Five basics power
 Nine power influence tactics

Learnings

 Power is the ability to exercise control while leadership is the ability to influence
people to follow your instructions.
 Coercive Power, Reward, Legitimate, Expert and Referent power.
 Power tactic as legitimacy, Rational persuasion, Inspirational appeals, Consultation,
Exchange, Pressure, Coalition and personal appeals.
SESSION 12-13
Discussion
Session was about practical implementation of power and politics in Thomas Green Case
and Using political skills to maximize and leverage work relationship.

 Organizational politics
 Major problems in case were:
o Difference of opinion between Thomas Green and Frank Davis
o Disjointed working style of Green and Davis
o Green’s lack of marketing domain knowledge.

Learnings
o Green should enhance his knowledge of marketing domain, backed up with the hard
facts and documented evidence to support his claims.
o Those with good political skills have the ability to use their bases of power
effectively.
o Organisational politics specifies one’s effort in the organisation with her/his self-
interest to achieve effective goals.

SESSION 14-15
Discussion
Session was about Conflict management and its practical implementation in Leadership that
gets Results article.

 Five Conflict management styles

o Accommodating
o Avoiding
o Collaborating
o Competing
o Compromising
 Causes of conflicts
o Authority relationships
o Common Resources
o Goal Differences
 Workplace Conflicts
o Harassment
o Discrimination
o Personality Clashes
 Consequences of Conflict
o Performance problem
o Violation of company rules
Learnings

 From the article

o Our emotions are driven by biological impulses.
o A person who knows how to self-regulate possess:
 An inclination towards reflection and thoughtfulness
 Acceptance of uncertainty and change.
 To deal with workplace conflicts
o Managers may unilaterally resolve conflicts
o Employees may be required to work differences out for themselves
o Be proactive not reactive
o Explore interest-based options for resolution.

SESSION 16-17-18
Discussion
Focussed on practical implementation of Leadership skills through Ricardo Semler case and
Leadership for change: Enduring skills for change masters article.

 Leadership and management

 Contingency theory of leadership

Learnings

 From the case

o The art of motivating a group of people to work together on reaching a
common goal.
o Participative or democratic
o Employees act as partner and make all their own decision.
 Leaders have people follow them while managers have people who work for them.
 There is no best way to organise a corporation, to lead a company or to make
decision. Course of action depends upon external and internal situation.