Groups can be formal or informal, with teams being more mature groups focused on a common goal. There are various types of groups including command, task, interest, and friendship groups. Groups generally progress through stages of forming, storming, norming, performing, and potentially adjourning. Key characteristics of groups include their composition, roles, norms, leadership, and cohesiveness. Teams are more interdependent groups empowered to accomplish goals through collaboration rather than power. Quality circles are small voluntary employee groups that address work problems without decision authority. Self-managed teams make decisions once reserved for managers. Diverse groups can increase uncertainty but also limit groupthink and generate novel ideas.

2. INTRODUCTION
Group - two or more people with common
interests, objectives, and continuing interaction
Team –Mature groups with a degree of member
interdependence and motivation to achieve a
common goal

3. Relaxed, comfortable, informal atmosphere
Task well understood & accepted
People express feelings & ideas
Members listen well & participate

4. Consensus decision making
Clear assignments made & accepted
Group aware of its operation & function

5. TYPES OF GROUPS
Formal Groups –
Group formed by
management to accomplish
the goals
of the
organization
Informal Groups –
formed by individuals
and developed around
common interests and
friendships rather than
around a deliberate
design

6. Command Group
Group of subordinates who report to one particular
manager
Specified by the formal organization chart
Task group
Group of individuals who work as a unit to complete
a project or job task

7. Interest groups
Group that forms because of some special topic of
interest
When the interest declines or goal has been achieved
the group disbands.
Friendship groups
Informal group that is established in the workplace
Due to some common characteristic of its members
Include activities outside the workplace by its
members

8. STAGES OF GROUP
DEVELOPMENT
FORMING
First stage of group development
Includes confusions about the purpose, structure,
leadership of the group
This stage ends when members view themselves as a
part of the group
Group members get to know each other and reach
common goals.

9. STORMING
Group members disagree on direction and leadership.
Managers need to be sure the conflict stays focused.
May involve competition among members in between
the group matters
Involves redefinition of the group’s tasks and overall
goals
Critical stage for group survival and effectiveness

10. NORMING
Involves cooperation and collaboration
Group cohesion begins significant development
Involves open exchange of information, acceptance of
differences of opinion
Active attempts to achieve the common accepted
goals of the group
Strong degree of mutual attraction, commitment and
feelings of group identity
Leadership starts evolving

11. PERFORMING
The group begins to do its real work
Group structure is set,
Roles of each member are understood and accepted
Focuses its energies, efforts and commitments on
accomplishing the tasks
ADJOURNING
Involves the termination of group activities
Some groups are permanent and never reach adjourning
Once the goals or tasks are accomplished groups get
terminated

12. CHARACTERISTICS
Composition
relates to the extent to which group members are
alike
Group can be either homogeneous or heterogeneous
Roles
Each position in the group structure has an associated
role that consists of the behaviors expected of the
occupant of that position

13. Norms
Standards shared by members of a group
They may be written and sometimes communicated
verbally
In groups, norms relates to productivity
Leadership
Leader exerts influence over the other members of
the group
Viewed as a respected and high status member
Lead others in the group to accomplish the goals
Cohesiveness
Closeness or commonness of attitude,behavior and
performance
Force in between the group members

14. TEAMS
Mature group comprising people with
interdependence, motivation and a shared
commitment to accomplish goals
Good when performing complicated, complex,
interrelated and/or more voluminous work than one
person can handle
Good when knowledge, talent, skills, & abilities are
dispersed across organizational members
Empowerment and collaboration; not power and
competition

15. Quality Circles & Teams
Quality Team - a team that is part of an
organization’s structure & is empowered to act on
its decisions regarding product & quality service
Quality Circles (QC) - a small group of employees
who work voluntarily on company time, typically
one hour per week, to address work-related
problems
QC’s deal with substantive issues
Do not require final decision authority
QC’s need periodic reenergizing

16. New vs. Old Team
Environments
New Team Environment Old Work Environment
Person generates initiatives Person follows orders
Team charts its own steps Manager charts course
Right to think for oneself.
People rock boat; work
together
People conformed to manager’s
direction. No one rocked the
boat.
People cooperate using
thoughts and feelings;
direct talk
People cooperated by
suppressing thoughts and
feelings; wanted to get along
SOURCE: Managing in the New Team Environment, by Hirschhorn, © 1991. Reprinted by permission of Prentice-Hall, Inc.,Upper Saddle River, N. J.

17. Psychological Intimacy -
emotional & psychological
closeness to other team
or group members
Integrated Intimacy -
closeness achieved
through tasks & activities

18. Self-Managed Teams
Self-Managed Teams - teams that make decisions
that were once reserved for managers

19. Multicultural groups represent
three or more ethnic backgrounds.
Diversity may increase uncertainty,
complexity, & inherent confusion in
group processes. Culturally
diverse groups may generate more
& better ideas & limit groupthink.

20. THANK YOU