Inter group behaviour

Intergroup relations refers to interactions between individuals in different social groups, and to interactions taking place between the groups themselves collectively. It has long been a subject of research in social psychology, political psychology, and organizational behavior.

The organisation consists of many groups created formally or informally. The existence of groups leads to intergroup competition.

The whole phenomenon may be studied under two heads:

(i) What happens within the groups?

(ii) What happens between competing groups?

What Happens Within the Groups?

(1) Each group becomes a closely knit organisation by burying their internal bickering’s and differences.

(2) The group climate changes, it switches over from being informal, casual and playful to task oriented. It shifts from members’ psychological needs to taste accomplishment.

(3) Leadership changes, the group is not prepared to tolerate even the autocratic leadership.

(4) Group becomes structured and organised.

(5) Group expects more loyalty and conformity from members in order to present a solid front.

What Happens Between Competing Groups?

Each group looks to other as a competitor rather than interdependent part of the same organisation.

Each group develops distributions of perceptions because of dominating competitiveness. It concentrates only on its good points and refuses to perceive its weaknesses. Similarly, it perceives only the bad points or the shortcomings of other groups, this feeling is so dominating that it is not prepared to consider the good of its competitors.

Intergroup hostility increases which leads to reducing intergroup interaction and communication. This leads to distortion in perception.

When groups are forced into interaction they will only listen to their own representatives rather than of the other. Each will try to find faults of others.

Approaches to Inter-Group Relationship:

Inter-Group relationship may be presented in two ways:

(i) As portrayed by Rensis Likert

(ii) As stated by J. Thompson.

(i) Likert’s Approach:

According to Likert an organisation encompasses a series of overlapping groups. Each group is linked with the rest of the organisation by persons who hold membership in more than one group. These people are called ‘linking pins’ as they forge link between different groups. Though the success of decision making depends upon group process and interaction, occurring at different levels, yet everything revolves around the ‘linking pins’.

Apart from the linking pins, the Success of Organisation depends on:

(a) Good group process of decision making

(b) Supervision

Both these elements duly insulated by linking pins will generate intergroup confidence and trust; it will enhance the problem solving ability of the group which will result in better productivity level.

(ii) Thompson’s Approach:

Though Likert theory is very well accepted but it is based on the assumption that there exists equal interdependence among different groups. Thompson suggests that there are three different kinds of interdependence among groups.

These are:

(a) Pooled

(b) Sequential and

(c) Reciprocal

(a) Pooled Interdependence:

Pooled Interdependence occurs when groups rely on each other only because they belong to the same parent organisation. For example, the employees of Bata Shoe Company, Working at Ludhiana have no Interaction with their counterparts in Jammu, but both are interdependent because they are part and parcel of the Bata Organisation.

Success or failure of one may be reflected in another through the medium of the total organisation system. Pooled interdependence, does not need any interaction between groups, hence conflict does not arise. Co-ordination may, however, be forged through standardization and the rules formulated by the parent office.

(b) Sequential Interdependence:

It means that the work of one group depends on the performance of another. For instance, the finished Job i.e., output of one group becomes the input of another group. However, both groups are sustained by the organisation. The interdependence is both pooled and sequential. This type of interdependence may be regulated by proper planning and controlling the chances are that conflicts between the groups are higher than pooled interdependence.

(c) Reciprocal Interdependence:

Reciprocal interdependence means that each group is dependent on each other. The operations of each group precede and act as pre-requisite to the functioning of other. For example, management and union relationship, where both depend on each other. Because each group relies on other to perform its job effectively, any problems between them may result in reduced productivity or decreased satisfaction. Reciprocal interdependence ought to be coordinated by mutual adjustment between the groups. It requires greater communication and understanding to avoid possible conflict.