This document discusses group dynamics and teamwork in organizations. It covers topics like what motivates people to join groups, different types of groups, functions of formal groups, Tuckman's model of group development in 5 stages, and factors that influence group structure and processes like roles, norms, size, and cohesiveness. The document also examines group decision-making techniques, characteristics of high-performance teams, and ways to evaluate group effectiveness.

1. Organizational Behavior:
Group Dynamics and
ROOPA TEMKAR V.
Teamwork

2. SSeeccuurriittyy SSttaattuuss
What
Makes
People
Join
Groups?
Self-
Esteem
Affiliation
PPoowweerr Goal
Achievement
ROOPA TEMKAR V.

3. Defining and Classifying Groups
ROOPA TEMKAR V.

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1. Accomplish complex, interdependent
tasks that are beyond the capabilities
of individuals.
2. Generate new or creative ideas and
solutions.
3. Coordinate interdepartmental efforts.
4. Provide a problem-solving mechanism
for complex problems requiring
varied information and assessments.
5. Implement complex decisions.
6. Socialize and train newcomers.
1. Satisfy the individual’s need for
affiliation.
2. Develop, enhance, and confirm the
individual’s self-esteem and sense of
identity.
3. Give individuals an opportunity to
test and share their perceptions of
social reality.
4. Reduce the individual’s anxieties and
feelings of insecurity and powerless-ness.
5. Provide a problem-solving mechanism
for personal and interpersonal problems.
ROOPA TEMKAR V.

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ooff GGrroouupp DDeevveellooppmmeenntt
Performing Adjourning
Norming
Storming
Forming
Return to
Independence
Dependence/
interdependence
Independence
ROOPA TEMKAR V.

6. Tuckman’s FFiivvee--SSttaaggee TThheeoorryy
ooff GGrroouupp DDeevveellooppmmeenntt ((ccoonnttiinnuueedd))
Individual
Issues
ROOPA TEMKAR V.
Forming Storming Norming Performing
“How do I fit
in?”
“What’s my
role here?”
“What do the
others expect
me to do?”
“How can I best
perform my
role?”
Group
Issues
“Why are we
here?”
“Why are we
fighting over
who’s in
charge and who
does what?”
“Can we agree
on roles and
work as a
team?”
“Can we do the
job properly?”

7. Stages of Group Development
ROOPA TEMKAR V.

8. Stages of Group Development
(cont’d)
ROOPA TEMKAR V.

9. Stages of Group Development
ROOPA TEMKAR V.

10. An Alternative Model: For
Temporary Groups with Deadlines
Sequence of actions:
1. Setting group direction
2. First phase of inertia
3. Half-way point transition
4. Major changes
5. Second phase of inertia
6. Accelerated activity
Sequence of actions:
1. Setting group direction
2. First phase of inertia
3. Half-way point transition
4. Major changes
5. Second phase of inertia
6. Accelerated activity
ROOPA TEMKAR V.

11. Group Behavior Model
ROOPA TEMKAR V.

12. External Conditions Imposed on
the Group
Imposed Conditions:
• Organization’s overall strategy
• Authority structures
• Formal regulations
• Resource constraints
• Selection process
• Performance and evaluation system
• Organization’s culture
• Physical work setting
Imposed Conditions:
• Organization’s overall strategy
• Authority structures
• Formal regulations
• Resource constraints
• Selection process
• Performance and evaluation system
• Organization’s culture
• Physical work setting
ROOPA TEMKAR V.

13. Group Member Resources
• Knowledge, Skills, and Abilities
– Interpersonal skills
• Conflict management and resolution
• Collaborative problem solving
• Communication
– Personality Characteristics
• Sociability
• Initiative
• Openness
• Flexibility
ROOPA TEMKAR V.

14. Group Structure - Roles
• Formal Leadership
– Leadership that is imposed on the group by the
organization.
– Leaders who derive their power from the
positions they occupy in the organizational
structure.
– Formal leaders may or may not also be the
informal leaders of the groups in which they
function.
ROOPA TEMKAR V.

15. Group Structure - Roles (cont’d)
ROOPA TEMKAR V.

16. Group Structure - Roles (cont’d)
ROOPA TEMKAR V.

17. Group Structure - Norms
Classes of Norms:
• Performance norms
• Appearance norms
• Social arrangement norms
• Allocation of resources norms
Classes of Norms:
• Performance norms
• Appearance norms
• Social arrangement norms
• Allocation of resources norms
ROOPA TEMKAR V.

18. Group Structure - Norms (cont’d)
ROOPA TEMKAR V.

19. Group Structure - Norms (cont’d)
ROOPA TEMKAR V.

20. Typology of Deviant Workplace
Behavior
ROOPA TEMKAR V.

21. Group Structure - Status
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ROOPA TEMKAR V.

22. Group Structure - Size
Group Size
Performance
Expected
Actual (due to loafing)
Other conclusions:
• Odd number groups do
better than even.
• Groups of 7 or 9 perform
better overall than larger or
smaller groups.
Other conclusions:
• Odd number groups do
better than even.
• Groups of 7 or 9 perform
better overall than larger or
smaller groups.
ROOPA TEMKAR V.

23. Group Structure - Composition
ROOPA TEMKAR V.

24. Group Structure - Cohesiveness
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission difficultly.
5. Stimulate competition with other groups.
6. Give rewards to the group, not individuals.
7. Physically isolate the group.
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission difficultly.
5. Stimulate competition with other groups.
6. Give rewards to the group, not individuals.
7. Physically isolate the group.
ROOPA TEMKAR V.

25. Group Processes
ROOPA TEMKAR V.

26. Group Tasks
• Decision-making
– Large groups facilitate the pooling of information
about complex tasks.
– Smaller groups are better suited to coordinating
and facilitating the implementation of complex
tasks.
– Simple, routine standardized tasks reduce the
requirement that group processes be effective in
order for the group to perform well.
ROOPA TEMKAR V.

27. Group Decision Making (cont’d)
ROOPA TEMKAR V.

28. Group Decision-Making
Techniques
ROOPA TEMKAR V.

29. High-performance Teams
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ROOPA TEMKAR V.

30. Evaluating Group Effectiveness
ROOPA TEMKAR V.