The document outlines concepts of group behavior and dynamics, defining groups as collections of individuals who interact and share common goals, highlighting features such as social relationships and communication. It distinguishes between formal and informal groups, discusses group structure, roles, and types of teams, including self-managed, problem-solving, and cross-functional teams. Additionally, it covers the stages of team development from forming to adjourning, emphasizing the importance of effective communication, clear goals, and collaboration in team success.

1. Group Behaviour,
Group Dynamics,
Teams

2. Groups
When two persons or more come together and interact at one place it
may be called a group.
R.M. MacIver (1953) “By group we mean any collection of social beings
who enter into distinctive social relationships with one another.”
According to Stephen Robbins, a group can be defined as “Two or more
individuals interacting and interdependent, who have come together to
achieve particular objectives”.
Thus a group is a collection of two or more interacting individuals with a
stable pattern of relationship between them and share common goals.

3. Features of a Group
◎ One or more individuals come together and influence each other.
◎ We – feeling (sense of belongingness)
◎ Social interactions and relationships among individual members
◎ Common objectives, drives, interests, emotions etc. among group
members.
◎ Verbal as well as Non – verbal communication among members
◎ Feeling of unity and respect
◎ Sense of camaraderie is developed among members
◎ Action of the members is controlled by the group
◎ Customs, norms and procedures acceptable to everyone

4. Formal and Informal Groups
1. Formal Group: Group that is intentionally created by organizations
to perform a specific task. It is a designated work group defined by
the organization’s structure.
2. Informal Group: A group that is neither formally structured nor
organizationally determined. It forms naturally in response to the
need for social contact. There are friendship groups, interest groups
etc.

5. Group Structure
Group Structure refers to the pattern of inter personal relationships
between the individuals constituting the group. Its aspects are:
i. Formal Leadership: Every group has a formal leader who has strong
influence on the working of members.
ii. Norms: Norms are the rules and mutual expectations that develop
within the group. Norms have profound effect on members’
behaviour as it ensures conformity among them.
iii. Status: Status is the relative prestige or social position given to
groups or individuals by others.
iv. Group Cohesiveness: It refers to the degree of attraction to the
group members for each other and the “we feeling” among
members.

6. Group Structure
Increasing Group Cohesiveness
• Make the group smaller
• Encourage agreement with group goals
• Increase time members spend together
• Increase group status and admission difficulty
• Stimulate competition with other groups
• Give rewards to the group, not individuals
• Physically isolate the group

7. Group Structure
v. Size: Size of the group affects its working. Smaller groups are faster
in completing tasks. However the size has to be determined by
considering the group goals. Unnecessary increase in the size of the
group leads to social loafing.
Social Loafing is a tendency for individuals to expend less effort when
working collectively than working individually. Each member feels less
responsible as it is the group work.
vi. Composition: Most group activities require a variety of skills and
knowledge. Homogenous groups are made up of people similar to
each other in age, abilities, opinion, gender, religion, culture etc.
Heterogenous groups may have conflicts due to diversity.

8. Group Structure
vii. Roles: Role is the typical part played by an individual group
member in accordance with the expectations of other members
from him.
a. Role Conflict
b. Role Identity
c. Role Perception
d. Role Expectation
e. Role Ambiguity

9. Reasons for People to Join Groups
◎ Security
◎ Status
◎ Self – esteem
◎ Affiliation
◎ Power
◎ Goal Achievement
◎ Satisfying Needs
◎ Common interests

10. Teams
Team is a small number of people who work closely together
toward a common objective and are accountable to one another.
It is a cooperative unit of two or more people who have common
goals and objectives. They work together to achieve these goals or
objectives.
According to Stephen Robbins, “a work team is a group whose
individual efforts results in a performance that is greater than the
sum of those individual inputs”
In an organizational structure, teams are formed to accomplish
complex tasks.

11. Teams

12. Characteristics of Effective Team

13. Types of Teams
◎ Self-managed Team – Mostly composed of 10-15 members,
who are working jointly in their own specialty to achieve
common goals. The leader is a team player and not just the
boss. It requires open communication on company goals and
objectives. Team members learn from each other, their
participation and cooperation is improved.
◎ Problem-solving Team – Composed of 5 -12 members, formed
to find creative solutions to specific problems at workplace.
This type of team has three essential skills; the ability to think
innovatively, the ability to think flexibly and imaginatively and,
serious commitment and motivation to confront the challenge.

14. Types of Teams
◎ Virtual Team – Relatively new development, here members do
not interact physically and communicate virtually to achieve a
common goal. This virtual contact allows people to collaborate
online via video conferencing, emails and other virtual
mediums. This team structure is time and cost effective.
◎ Cross-functional Team – Such teams are comprised of
employees who are generally of similar hierarchical level and
can accommodate a company's primary form of organizational
structure, or can exist independently of a company's main
hierarchical structure. The team members areas of expertise
are different from each other.

15. Types of Teams
◎ Leadership Teams – There is more than one single leader
within a team holding the leadership position and attributes
can contribute to providing direction to the group as a whole.
The advantages of leadership teams are increased creativity,
reduced costs, and downsizing.
◎ Self-directed Teams - Empowered enough to make day to day
decisions and actions on their own without the involvement of
a higher authority. The team members not only do the work
but also take on the management of that work. Self-directed
teams are characterized by having direct access to information
so that they can effectively plan, execute, coordinate and have
authority over their work.

16. Types of Teams
◎ Traditional Teams – Formal groups normally believed to be a
subdivision or functional unit. Leaders or managers of these
teams are chosen by the organization and have ultimate power
and authority within the team. Team members have diverse
skills and knowledge.
◎ Informal Teams - The nature of an informal team is social, very
open and flexible to changes, high in adaptability, and high in
acceptability to teammates ideas. The communication among
such groups is often very strong, and generally team members
accept each other’s ideas and exchange views.

17. Groups v/s Teams
A group is two or more people with a common relationship. Thus
a group could be co-workers or people meeting for lunch or
standing at the bus stop.
Unlike teams, groups do not necessarily engage in collective work
that requires interdependent effort.
A team is “a small number of people with complementary skills
who are committed to a common purpose, performance goals,
and approach for which they hold themselves mutually
accountable.”

18. Groups v/s Teams
Groups become teams when they meet the following conditions:
• Team members share leadership.
• Both individuals and the team as a whole share accountability
for the work of the team.
• The team develops its own purpose or mission.
• The team works on problem solving continuously, rather than
just at scheduled meeting times.
• The teams measure of effectiveness is the teams outcomes and
goals, not individual outcomes and goals.
While not all groups are teams, all teams can be considered
groups.

19. Ways of Forming an Effective Team
◎ Define clear goals and objectives
◎ Open communication
◎ Support and trust from all members
◎ Encourage team members to share information
◎ Consider each employee's ideas as valuable
◎ Delegate problem-solving tasks to the team
◎ Appropriate leadership style
◎ Encourage listening and brainstorming
◎ Establish a method for arriving at a consensus
◎ Regular review of teams performance

20. Setting Team Goals
1. Goals of the team to be aligned with goals of overall
organization
2. Goals to be communicated clearly and accepted by all
3. Goals should be quantified
4. Identify the KRAs (Key Performance Areas)
5. Clear balance between authority and responsibility (A = R)
6. Include element of motivation
7. Risks to be identified and necessary strategies devised
8. Joint responsibility and commitment by all members

21. Setting Team Goals
9. Goals should be SMART
➢ S – Specific
➢ M – Measurable
➢ A – Attainable
➢ R – Realistic
➢ T – Time Bound

22. Stages of Group and Team Development
Forming
Storming
Norming
Performing
Adjourning

23. Stages of Group and Team Development

24. Stages of Group and Team Development
1. Forming: An orientation period when members get to know
one another and share expectations about the group. Forming
is characterized by a great deal of uncertainty about the
group’s purpose, structure, and leadership. Group comes
together and members begin to develop their relationship
with one another and learn what is expected of them.
2. Storming: Here one can see the highest level of disagreement
and conflict. Members mainly voice their concern, and
criticism occurs at this stage. Interpersonal conflicts and
differences of opinion may emerge. If not resolved, the group
may dissolve. When this stage is complete, a relatively clear
hierarchy of leadership will emerge within the group.

25. Stages of Group and Team Development
3. Norming: There is recognition of individual differences and
shared expectations. Responsibilities are divided among
members, there is strong sense of group identity, shared
responsibility and cooperation. Group cohesiveness is
important at this stage. Expectations of one another are
clearly articulated and accepted by members of the group.
4. Performing: The group has matured, members make decision
through a rational process that is focused on relevant goals
rather than emotional issues. Issues related to roles,
expectations and norms are no longer of major importance.
The group is focused on its tasks, working effectively to
accomplish its goals.

26. Stages of Group and Team Development
5. Adjourning: It indicates that members of the group often
experience feelings of closure and sadness as they prepare to
leave. This is the final stage when the group, after achieving
the objectives for which it was created, starts to gradually
dissolve itself.

27. Thank You
Dr. Parveen Nagpal
www.linkedin.com/in/dr-parveen-kaur-nagpal-82965b15