1. The Delhi office group may value independence over teamwork and see follow-up calls as unnecessary extra work. 2. Their norms could emphasize personal productivity over customer satisfaction to a higher degree. 3. The Delhi group's cohesiveness may come at the expense of considering alternative perspectives, like the Mumbai office's customer-centric approach.

1. GROUPS
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2. DEFINING GROUPS
Two or more individuals, interacting and
independent,
who have come together to achieve particular
objectives.
Broadly can be classified into two catagories.
4.formal.
5.Informal.
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3. "Why do groups form?"
 General Tendencies:
PERSONEL CHARACTERSTICS.
INTREST AND GOALS
OPPORTUNITY FOR INTERACTION.
INFLUENCE AND POWER.
( Esprit de corps.) foyals last principles,which states the
POWER OF SPIRIT OF TOGETHERNESS.
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4.  There are number of reasons why people join
groups –
n Affiliation :Groups provide a natural way for people to
gather in order to satisfy their social needs.
2 Security : By joining a group, individuals can reduce
the insecurity of “standing alone.”
3 Self-esteem: If one belongs to a successful group, the
self-esteem of all members may be boosted.
4 Goal Achievement, fomation of group may help
accomplish goal ,individual as well as org.
5 Status( Economic reasons)
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5. Types of Groups
I. Formal Group
n Command group – report directly to a manager
n Task groups – working together to complete a job
task
n Standing committee - A standing committee is a
subunit of a political or deliberative body established
in a permanent fashion to aid the parent assembly in
accomplishing its duties. A standing committee is
usually granted jurisdiction over a particular area of
legislation by the parent body.
n Task force / ad hoc committee
VII. Informal Group
h. Interest groups
i. Friendship groups
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6. STAGES OF GROUP DEVELOPMENT
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7. Stages of Group Development
Forming
Storming
Norming
Performing
Adjourning

8. n Forming : It is the first stage in group development,
characterized by much uncertainty (about group’s purpose,
structure, and leadership).
n Storming: It is characterized by intra-group conflict.
Members accept the existence of group but there is
resistance to the constraints that the group imposes on
individuality.
 Members often show hostility towards each other and resist
the leader’s control. If these conflicts are not adequately
resolved, the group may even be disbanded.
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9. n Norming: This stage is characterized by close relationships
and cohesiveness i.e., in this stage close relationships
develop and people start having strong sense of identity.
4 Performing: Structure at this point is fully functional and
accepted. Group energy has moved from getting to know and
understand each other to performing the task at hand.
5 Adjourning: It is the final stage when the group, after
achieving the objectives for which it was created, starts to
gradually dissolve itself.
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10. Group characteristics
 A definable membership
 Group consciousness
 A sense of shared purpose
 Interdependence
 Interaction
 Ability to act in a unitary manner
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11. Importance of groups on organizations
 Groups are an essential feature of the work patterns of
organisations
 People in groups influence each other, they may develop
their own hierarchies & leaders
 Group pressures can have a major influence over the
behaviour of individual members & their work performance.
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12. Group Structure/Properties
 Group Structure refers to the pattern of interrelationship
that exists among the group members, and makes the
group functioning orderly and predictable.
 Four important aspects of group’s structure are:
 Formal leadership
 Roles.
 Norms.
 Group ststus.
 Group size.
 Composition of group
 Group cohesiveness.
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13. 1. ROLES –
a set of expected behaviour patterns attributed
to someone occupying a position in a social
unit
n Role Identity – certain attributes and
behaviours consistent with a role
n Role Perception.:how one views his role in a
group
n Role Expectations:psychological contract.
n Role Conflict:when confronted by divergent
role expectations.
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14. 2. NORMS
Norms: It is acceptable standards of behaviour that are
shared by the group’s members.
 Norms have profound effect on members’ behaviour as it
ensures conformity among them.
n Performance Norms: How hard one should work, how to
get the job done, their level of output, appropriate level of
tardiness etc.
n Appearance Norms: This include things like appropriate
dress, loyalty to work group etc.
n Social Arrangement Norms: With whom group members
eat lunch, friendship, social games, and like are influenced
by these norms.
n Allocations of Resource Norms: These norms can
originate in the group and cover things like pay, assignment
of difficult jobs, and allocation of new tools and equipment.
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15. n Status: A socially defined position or rank given to groups or
group members by others. People often join the core group or
a renowned club because of the prestige associated with
these groups.
 Status tends to derive from one of three sources:
 the power a person wields over others;
 a person’s ability to contribute to a group’s goals; and an
individual’s personal characteristics.
 People whose contributions are critical to the group or who
control the outcomes of a group through their power tend to
be perceived as high status.
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16. 2. Group Size
: smaller groups are fast at solving tasks.
Problem solving is effectively done by a larger group.
5 Group cohesiveness:
It refers to the strength of group members’ desires to remain
a part of the group. This also refers to the degree of attraction
of the group members for each other and the ‘we-feeling’
among the members.
 The degree of cohesiveness has been found to depend on
external threats,
 the difficulty in getting included in the group,
 the amount of time spent by the group members with each
other and the success of the group.
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17. Group Decision-Making Techniques
 In groups, members meet face-to-face and rely on both
verbal and non-verbal interaction to communicate with each
other.
 But these groups often repress/edit themselves and
pressurize individual members toward conformity of opinion.
 Brainstorming, the nominal group technique, and
electronic meetings have been proposed as ways to reduce
many of the problems inherent in the traditional interacting
group.
 Delphi Technique
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18.  The nominal group technique restricts discussion or
interpersonal communication during the decision-making
process, and hence, the term “nominal”.
 When any problem is presented and then the following steps
are taken:
4. Members meet as a group. But before any discussion takes
place, each member independently writes down his or her
ideas on the problem.
5. After this silent period, each member presents one idea to the
group. Each member takes his or her turn, presenting a
single idea until all ideas have been presented and recorded.
No discussion takes place until all ideas have been recorded.
6. The group now discusses the ideas for clarity and evaluates
them.
7. Each group member silently and independently rank-orders
the ideas. The ideas with the highest aggregate ranking
determine the final decision.
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19. GROUPTHINK
 Groupthink occurs when a group makes faulty decisions
because group pressures lead to a deterioration of “mental
efficiency, reality testing, and moral judgment”
 Groups affected by groupthink ignore alternatives and tend to
take irrational actions that dehumanize other groups.
 A group is especially vulnerable to groupthink when its
members are similar in background,
 when the group is insulated from outside opinions, and when
there are no clear rules for decision making.
 Groupthink occurs when groups are highly cohesive and when
they are under considerable pressure to make a quality
decision.
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20. GROUPSHIFT
 The group decisions are more conservative than the individual
decisions. More often, the shift is towards greater risk.
 Group shift can be viewed as actually a special case of
groupthink. The decision of the group reflects the dominant
decision-making norm that develops during the group’s
discussion.
 Whether the shift in the group’s decision is towards greater
caution or more risk depends on the dominant pre-discussion
norm.
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21. Situation 1
 You have just been transferred from the mumbai office to the
Delhi office of your company, a national sales organization of
electrical products for developers and contractors. In mumba,
group members regularly called customer after a sale to ask
whether the products arrived on time and whether they are
satisfied. But when you moved to the Delhi office, no one
seemed to make these follow-up calls. A recently hired co-
worker explained that other co-workers discouraged her from
making those calls. Later, another co-worker suggested that
your follow-up calls were making everyone else look lazy.
 Give three possible reasons why the norms in Delhi might be
different from those in the mumbai office, even though the
customers, products, sales commissions, and other
characteristics of the workplace are almost identical.
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