Uganda Martyrs University

Faculty of Business Administration and Management

(BAM I EVENING 2014)

COURSE UNIT:

(1201), Organisational Behaviour

LECTURER:

Mr. Ssebaggala Cyprian

Group Work Assignment June 2015

Topic :

GROUP COHESIVENESS AND NORMS

Presenters

1.

Kyobe Godfrey

2.

Nekesa Carol

3.

Mukiibi Phillip Robert

4.

Okoth Joseph

Kyambadde

Bogere Keneth

Submission Date:

6th June 2015

Lecturers General Remarks:

Well researched work and good presentation. Keep it up.

GROUP COHESIVENESS AND NORMS

Stephen P. Robins in Foundation to organisational behaviour, chapter nine, defines a group as;
Two or more individuals interacting and interdependent, who have
come together to achieve particular objectives.
Literary, if one person can do much, and another other can do as much, synonymously a group
combines their capabilities thereby making each ones contribution part of the groups
achievement. Group activity is common and vital in various individual and professional settings.

There are many different types of groups which can be broadly divided into two categories,
depending on whether the task or the experience of the group is the central concern.

Because of the various reasons for setting up or disbanding groups, groups are continuously
created, they continue evolving in structure and process, and get adjourned from time to time,
making them quite a dynamic but vital component in task accomplishment, support or even
identity in an organisation.

As dynamic structures, there are several group attributes, which when paid attention to
significantly provide the knowledge of achieving the best results possible from group activity,
which include group cohesiveness and norms.

In this presentation we discuss two group properties, cohesiveness and norms.

Usually group cohesiveness and group norms develop to enable the group to achieve more than
individuals would be able to on their own.

GROUP COHESIVENESS
Group Cohesiveness is the extent to which the members of a group find staying together to be in
mutual interest. (businessdictionary.com; 2015).

2|Page

Cohesion refers to a tendency for a group to be in unity while working together towards a goal
or to satisfy the emotional needs of its members.
Most researchers define cohesion to be task commitment and interpersonal
attraction to the group (Beal, D. J., Cohen, R., Burke, M. J. & McLendon, C. L.
2003)
Jayoti Bala, further categorises group cohesion into two.
Task cohesion

The degree to which members of a group work together to

achieve a common goal. (Bala, 2015)

Social cohesion.

This reflects on the degree to which members of a team like

each other and enjoys each others company. (Bala, 2015)

FACTORS INFLUENCING GROUP COHESIVENESS.

Dr. B. Hiriyappa, Team Building And Group Dynamic Management, 2013, notes several
factors that influence group cohesiveness, including; Group size, degree of dependency, physical
distances, time spent together, severity of initiation, cooperation, threat and history of past
successes.
In our group discussion, we explored some of the factors influencing group cohesiveness.
Group size

Small group size has a greater probability of being cohesive than large
group sizes in an organization. When team size increases, possibility of
agreement towards the common goal and mutual interaction decreases.
When group size increases, it restricts inter group and intra group
communication and encourages the formation of sub groups.

Degree of Dependency

there is a positive relationship between the degree of cohesiveness

and dependency in an organization. The greater the degree of dependency

the greater the attraction and consequently the higher the group
cohesiveness in an organization.

3|Page

Physical Distance

people working together at a very close distance are likely to have greater
opportunity for interaction. It enhances the free exchange of ideas,
sharing the problems and prospects of the organization, and therefore
developing closeness among the team members, leading to greater
cohesiveness.

Time spent Together Time spent together and cohesiveness are positively related. People who
meet frequently and spend time together, develop mutual attraction and
interpersonal interaction, enhancing the cohesiveness.
Severity of Initiation Dr. B. Hiriyappa, defines severity of initiation as the level of strictness
of admission procedures into a group. He notes that, severity of
initiation is positively related with cohesiveness. When strict admission
procedures are prescribed for entry into a group it implies that the
severity of initiation is high. With higher severity, the group becomes
unique and elite in the eyes of other groups in an organization.
Cooperation

Group cooperation refers to the team spirit that is developed by all team
members in the team. It helps to share personal opinions, suggestions,
and recommendations relating to group tasks, the reward system in a
team and teamwork. Well-designed organization structures promote
greater cooperation within task bonded groups, which enhances
cohesiveness.

Status

Status is identity of a group, its members and their tasks in an

organization. Status and cohesiveness are positively related. The need to
maintain group status induces hard dedication resulting into group
achievement, growth and development of the organization.

4|Page

Threat

Is a determining factor of cohesiveness. External threat is unpredictable

and uncontrollable, while internal threat can be predictable and
controllable; Threat has an impact on the group, its identity, and process.
Whenever the group is threatened, cohesiveness increases, also such
cohesiveness increases the importance of the goal. When we fight for a
goal then the goal gets the highest priority. For example when a hostile
group wants to take over a corporation, the Board of Directors of the
corporation suddenly becomes a united front against the threats and their
cohesiveness reaches its peak, irrespective of internal conflict within the
group.

Group History

An important factor affecting group cohesiveness in an organization. Past

result, performance, growth and development is the step stone towards
the future goals and mission and vision of an organization. A group will
be evaluated by the past results and analysis. When a group achieves
meaningful goals, then the cohesiveness of the group increases because
success is shared by all the members and each one feels responsible for
the achievement. For example when a sports team wins an important
game, everyone in the team congratulates every other member of the
team especially if a group has a history of successes. Dr. B. Hiriyappa
notes that, success companies find it easier to hire new talented
employees.

Task commitment.

This refers to the group members commitment to work together to

complete their individual and collective tasks or goals. Members of task
oriented groups typically exhibit great interdependence and often possess
feelings of responsibility for the groups outcomes. The bonds of unity

5|Page

that develop from members concerted efforts to achieve their common

goals greatly increase group cohesiveness.
Similarity of values

one of the strongest sources of group cohesiveness is the similarity in

values, morals, beliefs and code of conduct. We enjoy the company of
others holding similar opinions and characteristics as ourselves.

Personal attraction.

Some individuals are good at attracting others. Such people will make
others commit themselves to a certain group and therefore increase group
cohesiveness.

Effects of Group cohesiveness.

There are several attributes to stronger group cohesion, some of which include the following.

More Participation: The higher the degree of group cohesiveness, the closer will be the
interpersonal relationship among the members. As a result members will
participate actively in group affairs and activities. As the members
consider the group as their own, they will help other members of the
group in times of need which will further strengthen their bonds. The
turnover of members will be very low. All the members attend the group
meetings and group activities and take active part in discussions relating
to preparing of strategies for achieving group goals.
Conformity:

One of the factors which influence cohesiveness is similarity of attitudes

and value. As a result, members tend to like each other and perceive
themselves as similar. These characteristics lead members to be relatively
dependent on the group for satisfaction and thus, they are susceptible to
being influenced. For example, a group member with vices may face , the
social pressure to make him comply with the group norms.

6|Page

Success:

Cohesiveness and success are mutually dependent upon each other.

Cohesiveness makes the goal achievement easier and goal achievement
adds to success. This arises because a higher degree of cohesiveness
leads to high degree of communication, participation and conformity to
group norms. Such co-ordinated efforts result in agreement about the
goals to be achieved, the methods of achieving them and finally
achieving the final goals.

Communication:

Members of cohesive groups communicate with each other more than the
members of non-cohesive groups. Because the members share common
ideologies, goals, backgrounds or attitudes, they are inclined to greater
communicativeness. Such communication is reinforcing as it tends to
foster and cement positive social relation as well as depth in personal
relationships.

Personal Satisfaction: The interpretation of satisfaction underlies the theory that if members are
not satisfied, they will make efforts to leave the group and join another,
so by staying in a group especially with social cohesion the members are
satisfied. Members of cohesive groups are more satisfied as compared to
members of non-cohesive groups. The satisfaction is derived from
friendliness, respect, support, achievement, protection and a feeling of
security. This results into higher proceeds from the group.
Productivity:

Cohesiveness may contribute to increased productivity because people in

cohesive groups experience fewer work related anxieties and tensions,
lower absenteeism and turnover.

In Chapter nine, foundation to group behaviour, P Robins notes that,

7|Page

Studies consistently show that the relationship of cohesiveness and

productivity depends on the performance related norms established by the
group. If performance related norms are high, a cohesive group will be more
productive than a less cohesive group. But if cohesiveness is high and
performance norms are low, productivity will be low. If cohesiveness is low
and performance norms are high, productivity increases but less than in high
cohesiveness-high norms situation. (P. Robins, 2015)

8|Page

These conclusions are summarized in Fig. 1

Relationship between Cohesiveness Performance Norms and Productivity

Figure 1.
Source P. Robins, S. (2015). Organizational behaviour chapter 09

Evidences such as Hawthorne studies1; indicate that highly cohesive groups are more effective
than those with less cohesiveness. It is also reported that a high degree of cohesiveness is both a
cause and effect of high productivity. However, the relationship between the two is moderated
by the degree to which the group attitudes are aligned with the organizational goals.

1.

9|Page

The Hawthorne studies, which were conducted by Elton Mayo and Fritz Roethlisberger in the 1920s with
the workers at the Hawthorne plant of the Western Electric Company, were part of an emphasis on sociopsychological aspects of human behaviour in organizations.

In general cohesiveness has a positive impact on the organisation in several ways, as summarised
in Fig 2 below
Consequences of Cohesiveness.

Figure 2.
Source P. Robins, S. (2015). Organizational behaviour chapter 09

Though group cohesiveness is largely attributed to success, it is important to note however that
group cohesiveness could have negative connotations as well. Some of the negative effects of
group cohesiveness include:
Groupthink:

When highly-cohesive groups make decisions they run the risk of group
thinking. Groupthink occurs when group members are reluctant to
express dissenting opinions to avoid causing disharmony within a
cohesive group. Opinions held by the majority or by key group members
are regarded as unanimous and alternative views are discouraged. Overly
cohesive groups are suspicious of contradictory opinions expressed by
outsiders. Information from outsiders that contradicts the group's opinion
may even be hidden by group members. Groupthink can lead to poor or
irrational decisions.

10 | P a g e

Change Resistance

Members of cohesive groups rely heavily on each other and resist

external ideas and input. This can lead to isolation and a feeling of
superiority over others in the organizations. As a result, cohesive groups
find it difficult to change their values, actions or behaviours, particularly
when the change is driven by external forces. Even if an individual
member of the group becomes convinced of the need for change, he may
find it difficult to put into practice due to the strength of the group
dynamic.

Administrative barrier

A highly cohesive group with low performance norms, or resistant

to administrative direction can be a headache to a manager who wishes to

make significant reforms in an organisation. It may even necessitate
transfer of employees to disband the group or ultimately firing old and
hiring new staff.
Hard Disbandment. When the effects of cohesiveness are not required, it is more difficult to
break highly cohesive groups, than those with lower cohesion.
Group Satisfaction

Much as cohesiveness is good, a highly cohesive group may limit its

satisfaction to only the group satisfaction rather than that of the
organisation. This may result into poor inter-group interactions with
other departments that in turn affects the organisation as a unit.

Managerial Actions for Increasing or Encouraging Cohesiveness.

Because of the good and bad consequences of cohesiveness, a manager should be in possession
of tools that can be used to increase or decrease cohesiveness as desired for the benefit and
objectives of the organisation. Some of the actions that can be used to increase cohesion include:

Make the group smaller.

Encourage agreement with group goals.

11 | P a g e

Increase the time members spend together.

Increase the status of the group and the perceived difficulty of getting membership of the
group.

Stimulate competition with other groups.

Give rewards to the group rather than to members.

Physically isolate the group.

Increase membership homogeneity.

Increase interaction among members.

Managerial actions for reducing or discouraging cohesiveness.

As noted previously, sometimes high cohesiveness adversely affects the productivity. In such
cases managers have to reduce the cohesiveness of the groups. Some of the actions that can be
undertaken to reduce cohesiveness include:

Induce disagreement on group goals.

Increase membership heterogeneity.

Restrict interactions among members.

Increase group size.

Reduce the time members spend together.

Allocate rewards to individuals rather than to group member.

Remove physical isolation.

Disband the group.

Introduce a dominating member.

GROUP NORMS
Group norms are acceptable standards of behavior within a group that are shared by the groups
members. (P.Robins, )
Group norms are the explicit and implicit rules that govern the values, actions and behaviour of
group members. Some norms enable the group to function more effectively, such as encouraging
everyone to participate in decision-making or good timekeeping. However, low performance
norms can be detrimental to group productivity. For example, in a cohesive group members will
be reluctant to put in extra effort to meet a deadline if the norm is to work at a steady pace.

12 | P a g e

Types of Norms
There are several different types of generally understood norms. They include;Performance norms: Performance norms are centred on how hard a person should work in a
given group. They are informal cues that tell a person or help a person to
understand how hard they should work and what type of output they
should have. (Wengrzyn, 2015)

Appearance norms:

These are a type of norms that inform or guide group members on how
their physical appearance should be, what fashion they should wear or
how they should style hair or any area related to appearance. (Wengrzyn,
2015).
Corporate organisations and parastatals such as Centenary bank in
Uganda, Uganda revenue Authority, Quality Chemicals Industries and
several others instil such appearance norms by providing corporate wear
like shirts to their employees.

Social arrangement norms:

These are a type of norms centred on how individuals in a group should

act in social settings. They involve expected standards of behaviour when
the group members interact with friends or at social events that help them
to fit in and get a closer connection to the group. (Wengrzyn, 2015)

Resource allocation norms:

This type of norm focuses on focuses on the allocation of resources in a
business environment. This can include raw materials as well as overtime
or any other resource found or needed within an organization.
(Wengrzyn, 2015)
13 | P a g e

Group Norm Influence on Behaviour

According to Rob Wengrzyn, A reference group is a group that individuals use as a comparison
when looking at other groups. He further notes that, if a member has a reference group and
becomes part of a different group, having that reference group will impact on how they act. A
group member may to the reference group's design, or could look down upon it as an inferior
one. In so doing, a group member is comparing and contrasting, in their minds, the group the
group they are in to their reference group.
In order to fit into different groups, we go through some process of
conformity, which is compliance with standards and rules, formal or
informal. This process of conformity could take a short amount of time and
not be too drastic, or it could take a great deal of time and truly never come
to fruition (Wengrzyn, 2015) [http://study.com/academy/lesson/how-typesof-group-norms-influence-individual-behavior]
The research results of Hawthorne studies revealed that;

Worker behavior and sentiments were closely related.

Group influences (norms) were significant in affecting individual behavior.

Group standards (norms) were highly effective in establishing individual worker output.

Money was less a factor in determining worker output than were group standards,
sentiments, and security.

Conclusion:
Group cohesiveness and group norms form an integral part of the organizations output in relation
to performance the goodwill built by the organization, the public image, and organizational
Culture.

14 | P a g e

References
Bala, Jayoti. 'Group Cohesiveness'. Slideshare.net. N.p., 2012. Web. 24 May 2015.
BusinessDictionary.com,. 'What Are Group Norms? Definition And Meaning'. N.p., 2015. Web.
24 May 2015.
BusinessDictionary.com,. 'What Is Group Cohesiveness? Definition And Meaning'. N.p., 2015.
Web. 24 May 2015.
M.academlib.com,. 'Consequences Of Group Cohesiveness - Organizational Behaviour Academic Library - Free Online College E Textbooks'. N.p., 2015. Web. 24 May 2015.
M.academlib.com,. 'How To Increase Group Cohesiveness, Managerial Actions For Increasing
Or Encouraging Cohesiveness, Managerial Action To Decrease Or Discourage
Cohesiveness, Relationship Between Group Cohesiveness And Productivity, Group
Development, Stages Of Group Development - Organizational Behaviour - Academic
Library - Free Online College E Textbooks'. N.p., 2015. Web. 24 May 2015.
McDonald, Lynne. 'Negative Effects Of Group Cohesiveness'. Small Business - Chron.com.
N.p., 2015. Web. 24 May 2015.
P. Robbins, Stephen. 'Organizational Behaviour Chapter 09 Stephen P. Robins'. Slideshare.net.
N.p., 2015. Web. 24 May 2015.
Wngrzyn, Rob. 'How Types Of Group Norms Influence Individual Behavior - Video & Lesson
Transcript | Study.Com'. Study.com. N.p., 2015. Web. 24 May 2015.

15 | P a g e