Organizational Behavior

Organizational Behavior



Groupdynamics refer a system of psychological processes or behaviors thatoccur between and within social groups (Backstrom, Kleinberg,Huttenlocher &amp Lan, 2006). In the case of Strident PropertyServices, group dynamics have affected interactions and communicationwithin the organization in a negative way. Currently, Strident hasreached a point where employees cannot work together as one team andthe relationship between the management is sour (Mento, Buckheit &ampMento, 2012). This situation can be attributed to intra-group(including group formation, group cohesion, group structure, and theblack sheep effect) and intergroup dynamics, such as the intergroupconflicts.

Thelack of interpersonal attraction among employees has reduced thecapacity of Alex to form successful work teams. For example, Rebeccadislikes Joe Flack because he earns more than her, which makes itdifficult to have such employees forming a team. In addition, thelack of attraction and morale among employees reduces group cohesion.According to Kurt Lewis, without cohesion, a team or a group cannotexist since individual members are not willing to stick together(Dion, 2000). The social distance between the junior members of staffand the management can be attributed to a black sheep effect wheremembers from each of the group feel that members of the other groupdo not belong to their respective groups. For example, junior staffdisliked Sue Black, director of property management because they feltthat she was assigning them most of her work. This created aperception that Sue was not part of the same group with the juniormembers of staff.

Groupstructure has also reduced chances for employees at strident to worktogether in an effective way. Group structure is mainly defined by aclear distinction of roles, good communication patterns, and valuesheld by members of the group. At Strident, Sue, the director incharge of property management started receiving calls from clientswho complained that property managers were not performing their rolesas expected (Mento, Buckheit &amp Mento, 2012). Failure by onedepartment to perform their job as expected reduced efficiency of theentire organization. In addition, Alex stated in a meeting thatdepartments had ceased cooperating, which is a sign of inter-groupconflicts that prevented managers and employees. The combination ofthese group dynamics reduced cooperation within the company, whichcontributed towards a decline in its performance, quality of servicesoffered to clients, and the loss of customers.

Fromthe case, Alex desired to change the organization by ensuring thatall employees work in teams and adopt technology. Based on forcefield analysis model, it is clear that there are three forces forchange (including increased demand for quality services by clients,demand for timely response to client inquiries, and the efficiency inoperations) and three forces against change, including conflictsamong employees, disparity in the compensation system, and the lackof professionalism.

Alexshould focus on developing a team culture, instead of criticizing andblaming employees as well as departments for failing to cooperate.This can be achieved by creating clear goals for each team andbuilding trust as well as openness with employees in order to createan environment that supports the sharing of ideas and collaboration(Burley, 2014). Alex should then create incentives and rewards forteams that perform exemplary. By doing this, the performance of workteams will be driven by staff motivation, instead of stern ordersissued by Alex and other managers. In conclusion, conflicts amongemployees, lack of professionalism, and disparity in the pay-schemehave reduced the capacity of employees at Strident to work together.This challenge can be addressed through effective team building.


Backstrom,L., Kleinberg, J., Huttenlocher, D. &amp Lan, X. (2006). Groupformation in large social networks. KDD,1, 44.

Burley,K. (2014). Howto build strong teamwork.Santa Monica: Demand Media.

Dion,K. (2000). Group cohesion. GroupDynamics.Theory, Research, and Practice4:7–2.

Mento,A. Buckheit, P., &amp Mento, B. (2012). Case study: Stridentproperty services. Journalof Business Case Studies,8 (6), 565.