This document discusses group behavior and dynamics, including Tuckman's five stages of group development (forming, storming, norming, performing, adjourning), what motivates people to join groups (status, security, power, goal achievement, self-esteem, affiliation), and factors that influence group structure such as roles, norms, size, and cohesiveness. It also addresses group processes, tasks, and decision-making techniques.

1. Group Behavior and
Group Dynamics
Prof. Shrinivas V K
Prof. SVK

2. Defining and Classifying Groups
Prof. SVK

3. Types of groups
Formal
• Command
• Task
Informal
• Interest
• Friendship
Prof. SVK

4. Tuckman’s Five-Stage TheoryTuckman’s Five-Stage Theory
of Group Developmentof Group Development
Performing
Adjourning
Norming
Storming
Forming
Return to
Independence
Dependence/
interdependence
Independence
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5. Stages of Group Development
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6. Stages of Group Development
(cont’d)
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7. Stages of Group Development
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8. What
Makes
People
Join
Groups?
What
Makes
People
Join
Groups?
StatusStatusSecuritySecurity
PowerPower
Goal
Achievement
Goal
Achievement
Self-
Esteem
Self-
Esteem
AffiliationAffiliation
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9. Group Behavior Model
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10. 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
Prof. SVK

11. Group Member Resources
• Knowledge, Skills, and Abilities
– Interpersonal skills
• Conflict management and resolution
• Collaborative problem solving
• Communication
– Personality Characteristics
• Sociability
• Initiative
• Openness
• Flexibility
Prof. SVK

12. 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.
Prof. SVK

13. Group Structure - Roles (cont’d)
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14. Group Structure - Roles (cont’d)
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15. Group Structure - Norms
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16. Group Structure - Norms (cont’d)
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17. Typology of Deviant Workplace
Behavior
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18. Group Structure
Size
• Odd number groups do
better than even.
• Groups of 7 or 9 perform
better overall than larger or
smaller groups.
Size
• Odd number groups do
better than even.
• Groups of 7 or 9 perform
better overall than larger or
smaller groups.
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19. Group Structure
Group Size
PerformanceExpected
Actual (due to loafing)
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20. Group Structure - Composition
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21. 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.
Prof. SVK

22. Group Processes
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23. 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.
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24. Group Decision Making (cont’d)
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25. Group Decision-Making
Techniques
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26. Attributes ofAttributes of
high-performancehigh-performance
TeamsTeams
ParticipativeParticipative
LeadershipLeadership Aligned onAligned on
PurposePurpose
HighHigh
CommunicationCommunication
CreativeCreative
TalentsTalents
FutureFuture
FocusedFocused
SharedShared
ResponsibilityResponsibility
High-performance Teams
RapidRapid
ResponseResponse
Focused onFocused on
TaskTask
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27. Group Behavior Model
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28. Thank you…
Prof. SVK