2. • When we study management, we carryout planning
for the organization. One of the most important elements
of planning is to set objectives depending upon the
resources available.
•The organizational objectives are later categorized into
departmental objectives and group objectives. What we
have done in the process is division of work.
•To accomplish the organizational objective, each group
has to accomplish its group objective so that a “whole” can
be achieved by co-ordinating various activities of groups.
•It is therefore division of work and coordination, that
provides synergy(interaction or cooperation of two or
more organizations) to the organization.
3. •Let us take an example of automobile industry for
which the yearly target is producing 10,000 cars.
The engine department has to produce 10,000
engines, body manufacturing department has to
make 10,000 car bodies. chassis manufacting
department have to make equal number of chassis.
•This work is also divided into monthly, weekly
and daily basis and further broken down to group
levels.
•It is therefore important that at lower level, the
accomplishment of group objective will contribute
towards achievement of organizational objectives.
4. •If there is lack of coordination of various group
activities, an end product can not be attained and the
organizational goals can not be effectively achieved.
•Thus as Uma Sekaran has stated that “the synergy is a
function of both division of labour and coordination of
activities in organizations since group provide synergy
through specialization and coordination, they are integral
to the organizations functioning.
• There are socio psychological factors which come into
play when a particular work is undertaken by the group.
Personal objectives or interest have to be kept aside for
the over all group objectives.”
5. • A work group is collection of two or more individuals, working for
a common goal and are interdependent.
• They interact significantly to achieve a group objective. For a
manager it is difficult to manage group because of varied nature,
personality traits, attitude of individuals and personal interest in the
group job the group members display.
• It is therefore important for managers to understand group
member behaviour and deal effectively with the group because of the
synergy they provide.
• Group members should be able to achieve greater (volume and
quality) than the sum total of individual contribution.
• This is achieved by joint idea generation, finding out various
courses open, and selecting and implementing the best course of
action.
• Because of the joint efforts of the group, it possible to use skill,
knowledge and experience of group members to achieve quality
decisions and achieve group goals.
6. Fred Luthans states that if a group exists in an
organization, its members :
• – are motivated to join
• – perceive a group as unified unit of
interacting people
• – contribute to various amounts to the
group processes
• – reach agreement and disagreements
through various forms of interaction.
7. Two or more individuals, interacting and interdependent,
who come together to achieve particular objectives is
called Group
8. Why Do People Join Groups?
There is no single reason why
individuals join groups. Because
people do belong to a number of
different groups, it appears
obvious that each group provides
different benefits to their
members.
Usually people join groups for:
• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal achievement
9.
10. Formal Group
•Formal group is designated work
group defined by the organizational
structure.
•It is collection of employees who
work together to contribute towards
achievement of organizational
objective.
•For example aircrew.
•Formal groups are formed based on
the work and human resources
required by skill, knowledge and
experience to achieve organizational
task.
11. Command Group:
It is formed to carry out a specific task.
There is a leader in a group who is also designated by the
organization. He receives orders from his superior and
reports to him about group activities and performance.
E.g. University V.C. & respective college principles, A
head nurse & respective floor nurse, First line supervisor &
respective workers are all command groups.
12. Task Groups:.
Task groups consist of people who work together
to achieve a common task.
Members are brought together to accomplish a
narrow range of goals within a specified time period.
Task groups are also commonly referred to as task
forces.
The organization appoints members and assigns the
goals and tasks to be accomplished.
Examples of assigned tasks are the development of
a new product, the improvement of a production
process, or the proposal of a motivational contest.
13. Informal Group
• Informal groups are groups that are not formally organized
in the work system to get the job done but develop on their
own randomly at workplaces because of common and
mutual liking of the group members.
• For example members of production department, body
manufacturing department, HR department members and
few individual from finance dept may form a friendship
group. This development takes place because of the
interaction they have with each other during the official
work. Members from within one group or members from
different departments or even an organization can form an
informal group.
14. The features of such groups are as under:
( a ) Informal groups are formed by various members
themselves, it has no official sanctity.
( b ) These groups are formed based on commonality
of culture, religious function, liking for each other and
common interests.
( c ) Their contribution for success of formal group is
immense if properly handled by official authority.
( d ) These groups evolve their own structure, elect their
own leaders and have followers. They work based on
group norms, social norms and code of conduct.
( e ) They represent the human side of an organization.
( f ) The group exist without any rigid rules. Their
common interest is bond for existence.
15. Informal Group
•Alliances that are
neither formally
structured nor
organizationally
determined.
•Informal groups are
natural formations in the
work environment that
appear in response to the
need for social contact.
16. Interest Group: people may affiliate to attain in a specific
objective of shared interest
It is the formation of a united body to further its own
common interests.
An example of an interest group would be students who
come together to form a study group for a specific class.
Friendship Groups: groups that form because the
individual members have one or more common
characteristics.
These social alliances, which frequently extend outside the
work situation, can be based on a similar demographic or
sports/hobby interest. For example, a group of employees
who form a friendship group may have an exercise group, a
softball team, or a potluck lunch once a month.(a
communal meal to which people bring food to share)
19. GROUP PROPERTIES
In order to understand workgroups, it is important that we realize that
the behavior of the members is shaped by the properties of the
workgroups.
Those workgroup properties allow us to explain and predict a large
portion of individual behavior within the group as well as the
performance of the group itself.
Group Property 1: Roles/Tasks
The set of expectation about the behaviour of someone who occupies a
particular position within a social unit.
Typically, people are required to play a number of diverse roles, both on
and off the job, which makes the understanding of role behavior
more difficult.
20. There are four ways to examine
roles:hbfvh xznm,./m,./.y
• Role Identity – role’s associated attitudes and behaviors . The attitudes and actual
behaviors consistent with a given role.
People can shift roles rapidly when they recognize the situation and its demands
clearly require major changes
• Role Perception – our view of how we’re supposed to act in a given situation. The
view of how a person is supposed to act in a given situation.
The interpretation of how an individual believes he or she is supposed to behave will
determine behavior. Perceptions can be gained through the media, direct
experience, or observation. When the role perceptions come together, they
often form a role identity.
• Role Expectations – how others believe you should act in a given situation. How
others believe a person should act in a given situation.
Behavior is largely determined by the role as defined in the context in which a person
is acting. Role identities often lead to role expectations.
• Role Conflict – conflict experienced when multiple roles are incompatible. When
multiple role expectations are incompatible, individuals experience conflict.
Role conflict exists when an individual finds that compliance with one role’s
requirements makes it more difficult to comply with another role's
requirements.Qwertyuio-p’
21. Group Property 2: Norms
Acceptable standards of behavior within a group
that are shared by the group’s members
• Powerful means of
influencing behavior
• Performance Norms
22. Status
Status refers to the official position enjoyed by an individual in an organization. It is
‘importance’ and ‘deference’ that people give to others. People at higher level who
have devoted themselves and brought credit to the organization enjoy higher
status. They therefore exercise more control over their subordinates. Those who
are more competent have more say in group decision making as compared to low
status individual. All the members in a group do not enjoy equal status. Standing of
a person in a group depends on various factors as mentioned below:
• Personal attributes
• Charismatic disposition
• Demographic characteristics
• Educational level, experience, length of service in the organization
• Expertise
• Proven track record in accomplishing group task.
In certain cultures female children are accorded low status. It has also been observed
that in Indian culture, low status is accorded to the individuals coming from low
caste system that is socially and legally incorrect. Influence of social, cultural and
family background play a dominant role in according status to individual. Employee
whose father is on the board of directors enjoys a special (high) status irrespective
of his personal achievements
23. Group Property 3: Status
A socially defined position or rank given to groups or group
members by others
• Determined by:
– The power a person wields over others
– A person’s ability to contribute to a group’s goals
– An individual’s personal characteristics
Impact of Status
High-status members:
– Often have more freedom to deviate from norms
– Are better able to resist conformity pressures
Interaction among members of groups is influenced by status
– High status people are more assertive
– Low status members may not participate
– Group creativity may suffer
24. Group Property 4: Size
• Smaller groups are faster at completing tasks –
members perform better
• Large groups are consistently better at problem
solving
• Social Loafing - tendency to expend less effort
working in a group than as an individual
25. Social Loafing
Causes:
• Equity theory – unequal
distribution of work
• Dispersion of responsibility
– clouds the relationship
between individual inputs
and group output
Prevention:
• Set group goals
• Increase inter-group
competition
• Engage in peer evaluation
• Distribute group rewards
based on members’
individual contributions
26. Group Property 5: Cohesiveness
The degree to which members of the group are
attracted to each other and motivated to stay in
the group. Cohesiveness is important because it is
been found to be related to the group's
productivity. Groups may become more cohesive
when they spend a lot of time together, the group
size is small, or the group has experienced
external threats.
Cohesiveness and Productivity.
• Performance-related norms established by the
group are the key moderating variable between
cohesiveness and productivity.
• If performance-related norms are high and the
group is cohesive, they will be more productive
than a less cohesive group.
• However, a cohesive group with low performance
norms will experience low productivity.
27. Encouraging Cohesiveness
1. Make the group smaller
2. Encourage agreement with group goals
3. Increase the time spent together
4. Increase the status and perceived difficulty of
group membership
5. Stimulate competition with other groups
6. Give rewards to the group rather than to
individual members
7. Physically isolate the group
28.
29. Group Decision Making
Strengths
• Generate more complete
information and knowledge
• Increased diversity of views
• Increased acceptance of a
solution
Weaknesses
• Takes longer
• Conformity pressures
• Discussions can be
dominated by one or a few
members
• Ambiguous responsibility
for the final outcome
30. Effectiveness & Efficiency
Effectiveness: Doing the right things
Leadership: Doing the right things
Strategic Thinking: Doing the right things
– Accuracy – group is better than average individual but worse than most accurate group
member
– Speed – individuals are faster
– Creativity – groups are better
– Degree of Acceptance – groups are better
Efficiency: Doing things right
Management: Doing things right
Tactical Thinking: Doing things right
Groups are far less efficient than are individual decision-makers.
In deciding whether to use a group, consideration should be given to assessing whether increases in
effectiveness more than offset the reductions in efficiency.
31. Groupthink Symptoms
A deterioration of individual’s mental efficiency,
reality testing, and moral judgments as a result of
group pressures
Occurs when members:
– Rationalize away resistance to assumptions
– Pressure doubters to support the majority
– Doubters keep silent/minimize their misgivings
– Interprets silence as a “yes” vote
32. Minimizing Groupthink
• Limit group size (≤10)
• Encourage group leaders to
actively seek input from all
members and avoid
expressing their own
opinions
• Appoint a “devil’s
advocate”
33. Groupshift
• Group discussions lead
members to assume new,
more extreme, positions
• Groups often take
positions of greater risk
• May be due to diffused
responsibility
34. Group Decision-Making Techniques
Interacting groups meet face-to-face and rely on
verbal and non-verbal interactions to
communicate
Brainstorming
– Generates a list of creative alternatives
– Problem: production blocking
Nominal Group Technique (NGT)
– Restricts discussion during the decision-making
process to encourage independent thinking
35. Group Dynamics
Group dynamics is concerned
with interaction and forces
between group members in a
social situation. It deals with
the attitudes and behavioural
patterns of group. Concept of
group dynamics was first
evolved by Kurt Lewin in 1930s
who viewed the concept from
the perspective of internal
nature of group, why they
form, how they form, the
structure of group, how they
function and its effect on other
group members, other groups
and the organization. Following
concepts are relevant for the
study of group dynamic.
39. •In the forming stage, there is a great deal of
uncertainty about group’s purpose, structure and
leadership.
•Members are concerned about exploring friendship
and task potentials.
•They are not sure of what behaviours are
acceptable in group.
•When members accept themselves as a commit the
group goals.
40. •Group members learn about each other and the
task at hand.
•Indicators of this stage might include:
Unclear objectives
Uninvolvement
Uncommitted members
Confusion
Low morale
Hidden feelings
Poor listening, etc.
41. •Hockey players from
different Indian states meet
at Delhi to form India’s
women hockey team.
•The players have different
personalities, backgrounds,
attitudes and different
skills.
•All these different players
come together to form a
diversified workgroup.
43. •As group members continue to work, they will engage
each other in arguments about the structure of the group
which often are significantly emotional and illustrate a
struggle for status in the group. These activities mark the
storming phase:-
•Lack of subjectivity
•Hidden agendas
•Conflicts
•Confrontation
•Volatility
•Resentment
•Anger
•Inconsistency
•Failure
44. •The players from different state are put
together randomly.
•Conflict arises when players differ in
their opinions about how they should get
the beds.
•The coach motivates using negative
comments to each player by shouting
and punishing them by keeping them in a
bench until they apologize.
•Keeping players on constant stress by
training rigorously which include 4 am to
10km runs and strong criticism of their
performance in an effort to make them
work together.
•The weaknesses of the group members
may become vivid in this stage of group
formation.
46. •If teams get through the storming stage, conflict
is resolved and some degree of unity emerges.
•In the norming stage, consensus develops
around who the leader or leaders are, and
individual member’s roles.
•Interpersonal differences begin to be resolved,
and a sense of cohesion and unity emerges. Team
performance increases during this stage as
members learn to cooperate and begin to focus
on team goals.
•However, the harmony is precarious, and if
disagreements re-emerge the team can slide back
into storming.
47. •This is a longest stage where
constructive and team bonding is
expected.
•Leaders do emerge themselves in group
naturally. Bindia Naik emerges as a leader
in the group in various occasions like in a
scene she made all the players to sign to
demand the resignation of the coach.
•The group of girls who don’t get along
that well unite as one whe they get the
challenge to play against boys’ team for a
chance to appear in the world cup.
•The bonding of the group even becomes
more intense when they unite once again
to fight against bully from the boys in the
café.
49. •The fourth stage of team development and
occurs once the team has established itself as a
cohesive unit.
•Once the team has reached the performing
stage, its members begin to feel confident enough
to perform at their peak level.
•Members of the team are comfortable sharing
information and discussing problems openly.
•This is when the team starts to deliver results.
50. •When the goals, rules and roles
are clear and accepted then
people start delivering. But this
will not guarantee a winning
performance.
•In this stage, the group start to
work together and they start to perform towards one goal.
The coach with the confidence in his group challenges the
boy’s team and wins their admiration.
The victory with England, Spain, New Zealand, South Africa,
Argentina and South Korea shows the women at performing
stage.
Formation of team: Only when Komal passed the ball to Preeti
and made an equalizer in the final game, the team was actually
formed.
Finally they won match.
52. •In the initial model proposed by Bruce Tuckman,
he proposed the first four stages.
•This stage (Adjouning) was added later on in the
model. Once the project for which the team was
assembled, gets completed the team is
disbanded.
•When a team reaches this stage, it has achieved
its goals and objectives.
•It has learned what works and doesn't, and now
it is time to disband and move on.
53. •In this movie after the
final world cup match
they return home in
adjourning stage.
•All members had
separated from each
other to enjoy.
