This document discusses groups and teams. It defines that a group consists of two or more people who interact to achieve a goal, while a team is a specialized group that works intensely together towards a common goal. It outlines the stages of group development including forming, storming, norming, performing, and adjourning. Groups are compared to teams, noting that teams prioritize team progress, participative decision making, and respect among members. The impact of effective groups and teams is also summarized, including gaining a competitive edge and enhancing performance.

1. GROUP 6
Groups & Teams

2. GROUPS VS TEAMS
• Group: two or more people who interact with each other to accomplish a
goal.
• Team: group who work intensively with each other to achieve a specific
common goal.
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All teams are groups
BUT
not all groups are teams.

3. GROUPS VS TEAMS
• Self Progress is the prime
concern.
• Participative decision making is
not a part of the agenda.
• No one respects the quality of
the other.
• Leadership brings ego.
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• Team Progress is the prime
concern.
• Participative decision making is
always a part of the agenda.
• Everyone respects the quality of
each other.
• Leadership is flexible with time.

5. 5. ADJOURNING
THE STAGES OF GROUP DEVELOPMENT
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6. Performing
Adjourning
Norming
Storming
Forming
Getting acquainted stage
Conflicts between members
in a group
Work more effectively together
Accomplish goals & be
an efficient unit
Disband after the goals & tasks have finished
THE STAGES OF GROUP DEVELOPMENT

7. COMPARING WORK TEAMS & WORK GROUPS
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Goals
Synergy
Skills
Accountability
Complement
ary
Individual &
mutual
Positive
Collective
performance
Share
information
Neutral
Individual
Random &
varied
WORK TEAMS WORK GROUPS

8. What
Groups
&Teams
can do?
Gain a
competi
- tive
edge
over
others
Enhance
Performance
Builds a
soothing
working
environment
Flexible
leadership-
helps play
many roles
Customer
Satisfaction
and belief
increases
GROUPS & TEAMS IMPACT EFFECTIVENESS

9. TYPES OF GROUPS &
TEAMS IN ORGANIZATION
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10. SOURCES AND CONSEQUENCES OF GROUP
COHESIVENESS
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11. COHESIVENESS
• Determinates of cohesiveness: can be altered to change cohesiveness levels in a
group.
• Group Size: small groups allow 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: When cohesiveness is low, encourage a group to adopt a unique
identity and engage in healthy competition with others.
• Success: cohesiveness increases with success.
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12. GROUP COHESIVENESS
Group cohesiveness: measures the loyalty to the group by its members.
o Level of Participation: as cohesiveness rises, so will participation. Participation
helps get members actively involved, but too much can waste time.
o Level of Conformity: as conformity rises, so does cohesiveness.With too much
conformity, performance can suffer.
o Level of Group Goal Accomplishment: as cohesiveness rises, the emphasis on
group accomplishment will rise.
High levels of cohesiveness can cause the group to focus more on itself than the
firm.

13. MANAGING GROUPS AND TEAMS
FOR HIGH PERFORMANCE
• Social loafing
o The human tendency to put forth less effort in a group than individually.
o Results in possibly lower group performance and failure to attain group goals
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14. Coming together is a beginning, keeping
together is a progress, working together is a
Success.

15. If you like it please clap
&
if you don’t clap it simply means
we are a group
but
you are a team…