In an organizational context, group behavior is an important concept as it determines the cohesiveness and coherence of the organizational culture and organizational communication. For instance, unless the human resource department (HRD) function communicates the policies clearly and cogently, the employees would not participate and comply with them wholeheartedly.
Hence, molding group behavior is important for organizations. However, this cannot beconstrued to mean that all employees must think and act alike. On the contrary, innovation cannot happen when group behavior is the same across all levels. The point here is that while organizations must strive for cohesiveness and coherence, they must not sacrifice the principles of individual creativity and brilliance that are at the heart of organizational change and innovation. In these turbulent times, there is a need for individuals to take a stand and be firm on the direction that the organization seeks to take.
Of course, group behavior needs to be inculcated in organizations for the simple reason that employees must conform to the rules and regulations that govern organizations. Hence, there is a need for uniformity and consistency in the way organizational group behavior has to be molded. Group behavior must be encouraged by the HRD function as a means to ensure cohesiveness in the organization.
In the technology sector, we often find employees straight out of campuses behaving as though they are still in college. While some of this freethinking and freewheeling spirit is good for innovation, the HRD function must guard against the tendency to be flippant with the organizational rules and procedures. Further, competitiveness can be encouraged but it should not come at the expense of collaboration and cooperation that are at the heart of organizational success.