1. A Presentation on
*Group
*Bargaining Behaviour
*Inter-group Relations
BY:
Rachna Kralia (23)
Ruhi Beri (24)

2. Group
Two or more individuals,
interacting and interdependent,
who have come together to
achieve particular objectives.

3. Formal Groups
A designated work group defined by
the organization’s structure.
Command Group
A group composed of the individuals
who report directly to a given
manager.
Task Group
Those working together to completes
a job task.

4. Informal Groups
A group that is neither formally structured
nor organizationally determined; appears
in response to the need for social contract.
Interest Group
Those working together to complete a job
task.
Friendship Group
Those brought together because they
share one or more common
characteristics.

5. Stages of Group Development
The five distinct stages groups go
through:
Forming,
Storming,
 Norming,
 Performing,
 Adjourning.

6. Stages of Group Development
Stage I: Forming
The first stage in group development,
characterized by much uncertainty about
the group’s purpose, structure, and
leadership.
Stage II: Storming
The second stage in group development,
characterized by intragroup conflict.
Stage III: Norming
The third stage in group development,
characterized by close relationships and
cohesiveness.

7. Stages of Group Development
Stage IV: Performing
The fourth stage in group
development, when the group is
fully functional.
Stage V: Adjourning
The fifth stage in group
development for temporary
groups, characterized by
concern with wrapping up
activities rather than task
performance.

8. Group Properties
Roles
Norms
 Status
 Cohesiveness
Size

9. Group Properties
Role
A set of expected behavior patterns
attributed to someone occupying a
given position in a special unit.
Norms
Acceptable standards of behavior
within a group that are shared by the
group’s members

10. Group Properties
Status
A socially defined position or rank
given to groups or group members by
others.
Cohesiveness
Degree to which group members are
attracted to each other and are
motivated to stay in the group

11. Group Properties

Size: The research leads to two
conclusions
1.
Groups with an odd number of
members tend to be preferable to
those with an even number.
Groups made up of five to seven
numbers do a pretty good job of
exercising the best elements of
both small and large groups.
2.

12. Reasons for joining groups
Security
Status
Self-esteem
Affiliation
Power
Goal Achievement

13. Bargaining
It means negotiating the terms and
conditions of a transaction to create
an agreement between two parties.
It has generally two approaches:
Distributive Bargaining
Integrative Bargaining

14. Distributive Bargaining
It is defined as negotiations that seeks
to divide up a fixed amount of
resources, a win lose situation.
Each party bargains aggressively and
treats the other as an opponent who
must be defeated.
It tends to build animosities and
deeper divisions when people have to
work together on an ongoing process

16. Distributive Bargaining
Behaviour
STRATEGIES:
1. To push for a settlement close to
the seller’s (unknown) resistance
point, thereby yielding the largest
part of the settlement range for
the buyer.
2. To convince the seller to change
his resistance point by influencing
the seller’s beliefs about the value
of the unit and thereby increase
the bargaining range.

17. Distributive Bargaining
Behaviour
STRATEGIES:
3. If a negative settlement range
exists, to convince the seller to
reduce his resistance point to
create a positive settlement zone
or to change her own resistance
point to create an overlap
4. To convince the seller to believe
that this settlement is the best
that is possible

18. Integrative Bargaining
It means negotiation that seeks one or
more settlements than create win- win
situation.
In most circumstances, integrative
bargaining is preferable to distributive
bargaining.
Integrative bargaining builds long
term relationships and facilitates
working together in the future.

19. Integrative Bargaining
Behaviour
STRATEGIES:
1. Manage emotions, clarify
perceptions, and communicate
clearly to develop a complete and
shared understanding of the
situation.
2. Frame each of the issues as shared
or joint problems to foster
cooperation in order to find joint
solutions

20. Integrative Bargaining
Behaviour
STRATEGIES:
3. Focus on both dealcrafting and
interpersonal processes
4. Use objective criteria to decide
which options are best to
maximize joint gain

21. Intergroup relations
It refers to both individual
interactions involving members from
different groups and the collective
behaviour of groups in interaction
with other groups, at either the intra‐
or inter‐organizational level

22. Some important terms
Ingroup
The social group to which an individual
perceives herself or himself as belonging
(“us”).
Outgroup
Any group other than the one to which
individuals perceive themselves as
belonging (“them”).

23. ABC’s oF IntErGroup
Relationships
Affective component
– Prejudice
Behavioral component
– Discrimination
Cognitive component
– Stereotyping

24. Cont’D
Prejudice
- A negative feeling toward someone
based
solely on his/her group membership
Discrimination
– Unequal treatment based on group
membership
Stereotype
– Beliefs that associate groups with
traits

25. Theories of Intergroup
Relations
Authoritarian Personality Theory
The authoritarian personality can be
described in terms of 3 components
1. Authoritarian submission
A high degree of submission to authorities
who are perceived to be established and
legitimate in the society in which one
lives.
2. Authoritarian aggression
A general aggressiveness, directed against
various persons, that is perceived to be
sanctioned by established authorities.

26. Theories of Intergroup
Relations
Authoritarian Personality Theory
3. Conventionalism
A high degree of adherence to the
social conventions that are perceived to
be endorsed by society and its
established authorities.
 Results in:
 Scape-goating
A response to frustration whereby the
individual displaces aggression onto a
socially disapproved outgroup.

27. Theories of Intergroup
Relations
Realistic Conflict Theory (Sherif)
Development of
Group Culture
Biased
perceptions
Harmonious
intergroup
attitudes
Group
Formation
Intergroup
Conflict
Intergroup
Cooperation
Tasks require
intragroup
cooperation
Intergroup
competition for
scarce resources
Introduce
superordinate
goal

28. Theories of Intergroup
Relations
Social Identity Theory (Tajfel,
1978)
Social categorization
Social identity
Social comparison
Psychological group
distinctiveness

29. Social Identity Theory
Social categorization
The cognitive tendency to divide the social
world into categories (i.e., social groups).
This categorical differentiation has the
effect of sharpening the distinctions
between the categories and blurs the
differences within them.

30. Social Identity Theory
Social identity
That part of the individual’s
self-concept which derives
from knowledge of his or her
membership in a social group,
together with the value and
emotional significance
associated to that membership.

31. Social Identity Theory
Social comparison
The process through which
characteristics of the ingroup are
compared to those of the
outgroup.

32. Social Identity Theory
Psychological Group
Distinctiveness
The state desired by individuals in
which the ingroup has an identity
that is perceived by the group
members as being both distinct
and positive vis-à-vis relevant
comparison groups.

33. Reducing Prejudice
Prejudice can be reduced using the
following:
The Contact Hypothesis
Common Ingroup Identity Model
Dissociation Model

34. Reducing Prejudice
Contact Hypothesis (Allport, 1954)
Under favorable conditions, regular
interaction between members of different
groups reduces prejudice. (Negative
stereotypes arise because groups don’t
have enough contact with each other)
Contact only works…
– Among people of equal status
– When positive
– When outgroup members are
perceived as typical of their group

35. Reducing Prejudice
The Contact Hypothesis (Amir, 1969)
Cooperative
Interdependence
Equal Status
Acquaintance
Potential
Institutional
Support
Prejudice
Reduction

36. Reducing Prejudice
Common Ingroup Identity Model
Individuals in different groups who view
themselves as members of a single social
entity will experience more positive
contacts between themselves and
intergroup bias will be reduced.
Recategorization
Shifts in the boundary between an
individual’s ingroup and various outgroups
cause persons formerly viewed as
outgroup members now to be seen as
belonging to the ingroup

37. Reducing Prejudice
Dissociation Model (Devine, 1989)
Based on a conflict between stereo-typed
responses and personal beliefs, there are :
Automated Processes
Controlled Processes

38. Reducing Prejudice
Dissociation Model (Devine, 1989)
Automatic Processes (stereotyped-response)
Involve the unintentional (spontaneous)
activation of previously developed associations
in memory that have been established through
a history of repeated activation.
Controlled Processes (personal beliefs)
Refers to the intentional activation of
information stored in memory. More flexible
than automatic processes, but they can be
initiated only with active attention and not
under conditions in which one’s cognitive
capacity is limited

39. Thank You 