The document discusses group dynamics and defines groups and teams. It notes that a group consists of two or more individuals interacting to achieve a goal, while a team intensely works together on a specific common goal. The document outlines different types of groups in organizations, including formal, informal, cross-functional, and virtual teams. It also discusses factors that influence group cohesiveness such as size, diversity, identity, and success. Finally, the document covers stages of group development and ways to manage groups for high performance, including reducing the tendency towards social loafing.

1. GROUP DYNAMICS

2. What is a group?
• Two or more individuals interacting who
have come together to achieve a
particular goal.
• Two or more interacting individuals with
a stable pattern of relationship between
them who perceive themselves as a
group.

3.  Group
– Two or more people
who interact with each
other to accomplish
certain goals or meet
certain needs.
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4.  Team
– A group whose members work intensely with each
other to achieve a specific, common goal or
objective.
– All teams are groups but not all groups are teams.
• Teams often are difficult to form.
• It takes time for members to learn how to work
together.
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5.  Two characteristics distinguish
teams from groups
– Intensity with which team members
work together
– Presence of a specific, overriding team
goal or objective
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6. Reasons for joining groups
1. security: group reduces
insecurity and standing alone
syndrome.

7. 2. Status : recognition and
status same as that of group


8. 3. Self-Esteem: Self
importance

9. 4.Affiliation: Fulfills need of
affection

10. 5. Power: There is power in
number

11. 6. Goal achievement: pool of
talent, skills and knowledege

12. Groups’ and Teams’ Contributions to
Organizational Effectiveness
Figure 15.1
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13. The Types of Group in
Organizations
Figure 15.2
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14. The Types of Groups and
Teams
 Formal Group
– A group that managers
establish to achieve
organization goals.
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15. Formal Groups
 Cross-functional teams
– composed of members from different
departments
 Cross-cultural teams
– composed of members from different
cultures or countries
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16. The Types of Groups and
Teams
 Informal Group
– A group that managers or
nonmanagerial employees form to help
achieve their own goals or to meet
their own needs.
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17. The Types of Groups and
Teams
Type of Team
Top-management A group composed of the CEO, the president,
team and the heads of the most important
departments
Research and A team whose members have the expertise
development team and experience needed to develop new
products
Command groups A group composed of subordinates who
report to the same supervisor, also called a
department or unit,
Task forces A committee of managers or nonmanagerial
employees from various departments or
divisions who meet to solve a specific,
mutual problem; also called an “ad hoc”
committee
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18. The Types of Groups and
Teams
Type of Team
Self-managed work A group of employees who supervise their
team own activities and monitor the quality of the
goods and services they provide.
Virtual team A team whose members rarely or never meet
face to face and interact by using various
forms of information technology such as
email, computer networks, telephone, fax and
video conferences.
Friendship group An informal group composed of employees
who enjoy each other’s company and
socialize with each other.
Interest group An informal group composed of employees
seeking to achieve a common goal related to
their membership in an organization.
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19. Virtual Teams
 A team whose members rarely meet face-to-
face
 Interact by using various forms of information
technology
 Email, computer
networks, telephone, fax, and
videoconferences
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20. Friendship Groups
An informal group composed of employees who
enjoy one another’s company and
socialize with
one another
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21. Interest Groups
An informal group of employees seeking to
achieve a common goal related to their
membership in an organization
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22. Group Size
 Advantage of small groups
– Interact more with each other and
easier to coordinate their efforts
– More motivated, satisfied, and
committed
– Easier to share information
– Better able to see the importance of
their personal contributions
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23. Group Size
 Advantages of large groups
– More resources at their disposal to
achieve group goals
– Enables managers to obtain division of
labor advantages
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24. Group Size
 Disadvantages of large groups
– Problem of communication and
coordination
– Lower level of motivation
– Members might not think their efforts
are really needed
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25. The Stages of Group
Development
Figure 15.4
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26. STAGES OF GROUP
FORMATION
STAGE -I
FORMING: CONFUSION- not
certain about purpose, task and
leadership.

27.  STAGE II
STORMING:
conflict and confrontation(disagreements).

28. STAGE III
NORMING: settling down, coop, collaboration

29. STAGE IV
PERFORMING: group fully functional, devoted to
task at hand.

30. STAGE V
ADJOURNING: end of group/ new modified group
happy
sad
depressed

31. Stages of Group Development
 Forming
– Group members get to know each other and reach
common goals.
 Storming
– Group members disagree on direction and
leadership. Managers need to be sure the conflict
stays focused.
 Norming
– Close ties and consensus begin to develop between
group members.
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32. Stages of Group Development
 Performing
– The group begins to do its real work.
 Adjourning
– Only for task forces that are temporary.
– Note that these steps take time!
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33. Group Norms
 Group Norms
– Shared guidelines or rules for behavior
that most group members follow
– Managers should encourage members
to develop norms that contribute to
group performance and the attainment
of group goals
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34. Group Cohesiveness
 The degree to which members are attracted
to their group
 Three major consequences
– Level of participation
– Level of conformity to group norms
– Emphasis on group goal accomplishment
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35. Sources and Consequences of
Group Cohesiveness
Figure 15.6
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36. Factors Leading to Group
Cohesiveness
Factor
Group Size Smaller groups allow for high cohesiveness;
Low cohesiveness groups with many
members can benefit from splitting into two
groups.
Managed Diversity Diverse groups often come up with better
solutions.
Group Identity Encouraging a group to adopt a unique
identity and engage in competition with
others can increase cohesiveness.
Success Cohesiveness increases with success;
finding ways for a group to have some small
successes increases cohesiveness.
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37.  Social loafing
– The human tendency to put forth less effort in a
group than individually.
– Results in possibly lower group performance and
failure to
attain group
goals
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38. Managing Groups and Teams
for High Performance
 Reducing social loafing:
– Make individual efforts identifiable and
accountable.
– Emphasize the valuable contributions
of individual members.
– Keep group size at an appropriate
level.
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39. Three Ways to Reduce Social
Loafing
Figure 15.7
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40. Any questions?

41. Thank you