The document discusses various topics related to groups, including definitions of groups, types of groups, factors affecting group behavior, stages of group development, and approaches to group decision making. It provides definitions for key group-related concepts such as norms, roles, status, and cohesiveness. It also summarizes five stages of group development proposed by Bruce Tuckman: forming, storming, norming, performing, and adjourning. Different techniques for group decision making are outlined, including brainstorming, nominal group technique, Delphi technique, and didactic interaction. Sources of conflict within groups and steps to resolve conflicts are briefly described.

2. Group
A group refers to two or more people who
share a common meaning and evaluation of
themselves and come together to achieve
common goals.

3. What is Group
Two or more people
Shared goals
People see themselves
As members
There is interaction
Among members
Group

4. • High commitment to achieving goals High commitment to achieving goals
• Clear understanding of the group’s work Clear understanding of the group’s work
• Open communication and trustOpen communication and trust
• Ideas sharing and generatingIdeas sharing and generating
• Constructive criticism and suggestionsConstructive criticism and suggestions

5. Why do people Join group??
The people often join groups since the groups give the members a stability and
enhances their achievement capacity. The main reasons to join a group are:
Have a sense of security
Have a status
Develop Self-esteem
Power
Goal achievement

7. Command groups
• specified by the organizational chart
• consist of a supervisor and the subordinates
• Eg:Market research firm CEO and the research
associates under him

8. Task Groups
• people who work together to achieve a
common task.
• specified time period.
• referred to as task forces.
• Appointed by organization
• common task groups are ad hoc committees, project
groups, and standing committees

9. functional group
• Created for accomplishing specific goals
within an unspecified time frame.
• Remain in existence after achievement of
current goals and objectives
• customer service department

10. Interest groups
• Continue over time and may last longer than
general informal groups.
• Members of interest groups may not be part
of the same organizational department
• Bound together because of common interest.

11. Friendship Groups
• formed by members who enjoy similar social
activities, political beliefs, religious values, or
other common bonds.
• Members enjoy each other’s company and
often meet after work to participate in these
activities.

12. Reference group
• Formed to evaluate themselves.
• objectives of reference groups are to seek social
validation and social comparison.
• Social validation allows individuals to justify their
attitudes and values while social comparison
helps individuals evaluate their own actions by
comparing themselves to others.
• strong influence on members’ behavior.
• Groups are formed voluntarily

13. Family, friends, and religious affiliations are
strong reference groups for most individuals.

14. Factors Affecting Group Behaviour
• Formal leadership
• Roles
• Norms
• Group status
• Group size:
• Composition of the group
• Group cohesiveness

16. Group Development
• Psychologist Bruce Tuckman first came up
with the memorable phrase "forming,
storming, norming, and performing" in his
1965 article, "
Developmental Sequence in Small Groups

17. Group development stages
FigureFigure
© PhotoDisc
Forming Storming Norming Performing Adjourning

18. Group development stages
• Groups members try toGroups members try to
set rules for groupset rules for group
behaviorsbehaviors
• Individuals start to findIndividuals start to find
out about each other.out about each other.
• Guidance is needed fromGuidance is needed from
the leader.the leader.
FormingForming

19. Group development stages
• A conflict stage whereA conflict stage where
members bargain withmembers bargain with
each other.each other.
• Individuals reveal theirIndividuals reveal their
personal goals andpersonal goals and
may resist the controlmay resist the control
of others.of others.
FormingForming

20. Group development stages
• Characteristics of theCharacteristics of the
Storming Stage:Storming Stage:
• Competition.Competition.
• Strained relationships.Strained relationships.
• Leader is challenged.Leader is challenged.
• Tension and disunity.Tension and disunity.
• Differences areDifferences are
uncomfortable.uncomfortable.
• Issues of autonomy vs.Issues of autonomy vs.
control, support vs.control, support vs.
competition, influence, andcompetition, influence, and
decision-making.decision-making.
StormingStorming

21. Group development stages
• Characteristics of theCharacteristics of the
Storming Stage:Storming Stage:
• Competition.Competition.
• Strained relationships.Strained relationships.
• Leader is challenged.Leader is challenged.
• Tension and disunity.Tension and disunity.
• Differences areDifferences are
uncomfortable.uncomfortable.
• Issues of autonomy vs.Issues of autonomy vs.
control, support vs.control, support vs.
competition, influence, andcompetition, influence, and
decision-making.decision-making.
StormingStorming

22. • Group members are
developing ways of
working together.
• They agree on the
shared goals.
• Rules have been
developed.
Norming
© PhotoDisc
Group development stages

23. • The group has
developed unity or
cohesion.
• People are getting the
job done to realize
goals.
Performing
© PhotoDisc
Group development stages

24. • Characteristics of the Performing
Stage:
– You have to go through the
other stages to get here.
– Harmony.
– Productivity.
– Problem-solving.
– Shared and participative
leadership.
– Full development of potential.
•
Performing
© PhotoDisc
Group development stages

25. • The group ends. The group
terminates because the task has
been achieved or when the
members have left due to failure
or loss of interest.
• The feelings of members vary at
this stage. While some may be
happy about the group's
accomplishments others may be
depressed that they would be
losing their friends after the
group is disbanded.
© PhotoDisc
Group development stages
Adjourning

26. Group decision-making
• known as collaborative decision-making
• situation faced when individuals collectively
make a choice from the alternatives before
them.
•

27. CONCEPT OF GROUP DYNAMICS
It was founded by Kurt Lewin to study group decision, group
productivity, group interaction, group cohesiveness and group
communication. The underlying assumption was that the laws of the
group behavior can be established independently of the goals or
specific activities of group irrespective of the structure of the group.
Group dynamics contains two terms: group and dynamics.
Group is basically a collectivity of two or more persons. Dynamics comes from
Greek word meaning FORCE.
Thus, “Group dynamics is concerned with the interactions of forces

28. CONCEPT OF GROUP DYNAMICS
Kurt Lewin
For studying group decision, group productivity, group
interaction, group cohesiveness and group
communication.
Group dynamics contains two terms: group and dynamics.
Group is basically a collectivity of two or more persons. Dynamics comes
from Greek word meaning FORCE.

29. Group structure
Four different aspects of group structure are:
 Norms
 roles
 status
 CohesiveNess

30. Group norms
Set of beleifs, feelings, and attitudes commonly shared by
group members. These are also referred to as rules or
standards of behaviour that apply to group members. Norms
serve three functions namely

31. Role
-various parts played by group members.
There are two elements that define this role identity-
 Role Perception-An individual is expected to behave
according to his own perception in the group.
 Role Expectation-It is defined as how others believe one
should behave in a given situation.

32. Status
Status is “ a socially defined position or rank given to groups or group
members by others.” Group members get high status or low status in the
Group based on their authority and performance.
High status members of the group have more freedom to deviate
from the norms. This facility enables them to have the discriminatory
powers in decision making. Low status members of the group should not
have freedom to deviate from the norms as it leads to status inequality.

33. Group cohesiveness
• Cohesiveness
The extent to which members are loyal and
committed to the group; the degree of mutual
attractiveness within the group.
• Group cohesiveness can be defined as a bond that
pulls people toward membership in a particular group
and resists separation from that group.

34. Group decision making
• Essentially, an extension of individual decision
making with all faults and biases
• Multiple individuals
• Act collectively.
• Analyze problems or situations,
• Consider and evaluate alternatives
• Select from among the alternatives a solution

35. GROUP DECISION MAKING METHODS
• . Brainstorming
• A group of people( five and ten)
• Sitting around a table
• Focus is on generation of ideas rather them on
evaluation of ideas.
• Brainstorming technique is very effective when the
problem is comparatively specific.

36. Nominal Group Technique (NGT)
• Approach is more structured.
• Members form the group in name
• Operate independently
• Generate ideas on their own, silence and in
writing.
• Do not interact with each other (personality
domination is avoided)
• It encourages individual creativity.

37. GROUP DECISION MAKING TECHNIQUES
i
ii. Nominal Group Technique (NGT)
Nominal group technique is similar to brainstorming except that the
approach is more structured. Members form the group in name only and
operate independently, generating ideas for solving the problem on their
own, in silence and in writing. Members do not interact with each other so
that strong personality domination is avoided. It encourages individual
creativity.

38. Delphi Technique
• Modification of the NGT,
• Opinions of experts physically separated
• Unknown to each other.
• Reduce influence of others.
• Isolates group members

39. Didactic interaction
• Applicable only in certain situations.
• Excellent method when such a situation exists.
• Results in a yes-no solution

40. Conflict
• A situation in which someone
believes that his or her own needs have been
denied.
• Competition between interdependent parties
who perceive that they have incompatible
needs, goals, desires, or ideas (Van Slyke,
1999)

41. Views about conflict
Traditional view:
• conflicts are harmful and must be avoided
Human relations view:
• conflict is a natural and inevitable outcome in
any group
Integrationist view:
• conflict is not only a positive force but
necessary for a group to perform effectively

42. Group conflict
• Individual
• Group
• Difference in opinion

43. 17-43
Sources of Conflict
• Different Goals and Time Horizons
• Overlapping Authority
– Two or more managers claim authority for the
same activities which leads to conflict between
the managers and workers.

44. 17-44
Sources of Conflict
• Task Interdependencies
• Different Evaluation or Reward Systems

45. 17-45
Sources of Conflict
• Scarce Resources
• Status

46. Steps to resolve conflicts
• Assure privacy
• Empathize than sympathize
• Listen actively
• Maintain equity
• Focus on issue, not on personality
• Avoid blame
• Identify key theme

47. • Encourage feedback
• Identify alternate solutions
• Give your positive feedback
• Agree on an action plan