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Group process bond and acceptance Mg University s2 group work syllabus, Includes advantages,benefits of bond and acceptance in group work
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** Disclaimer:
All of the pictures and pieces of information on this site are the property of the respective owners. I do not hold any copyright in regards to these pictures and information. These pictures have been collected from different public sources including various websites, considered to be in the public domain. If anyone has any objection to display of any picture, image or information, it may be brought to my notice by sending an email (contact me) & the disputed media will be removed immediately, after verification of the claim.
References:
Book: Sampa, Elias M.,
Discipline and Ideas in the Applied Social Sciences (First Edition). REX Book Store Inc., 2017.
Ariola, Mariano M., LL.B.;Ed.D.; L.P.T
Discipline and Ideas in the Applied Social Sciences. UNLIMITED BOOKS LIBRARY SERVICES & PUBLISHING INC., 2017.
Internet sites:
www.facebook.com/HeyMissChaii
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** Disclaimer:
All of the pictures and pieces of information on this site are the property of the respective owners. I do not hold any copyright in regards to these pictures and information. These pictures have been collected from different public sources including various websites, considered to be in the public domain. If anyone has any objection to display of any picture, image or information, it may be brought to my notice by sending an email (contact me) & the disputed media will be removed immediately, after verification of the claim.
References:
Book: Sampa, Elias M.,
Discipline and Ideas in the Applied Social Sciences (First Edition). REX Book Store Inc., 2017.
Ariola, Mariano M., LL.B.;Ed.D.; L.P.T
Discipline and Ideas in the Applied Social Sciences. UNLIMITED BOOKS LIBRARY SERVICES & PUBLISHING INC., 2017.
Internet sites:
www.facebook.com/HeyMissChaii
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week. What do you know about these topics?
Definition of group
Formal vs informal groups
Tuckman’s stages of group development
Groups as open systems
Characteristics of effective groups
Advantages and disadvantages of groups
Advantages and disadvantages of decision making in groups
Social facilitation, synergy, social loafing,
Norms, cohesiveness, impact of different combinations of these.
Definition of team
Team building process
Different team roles
Advantages/ disadvantages of teams
Types of teams (High performing, self managing, etc)
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Types of team building/ approaches to team building
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Solution
.1. A collection of individuals who have regular contact and frequent interaction, mutual
influence, common feeling fcamaraderie, and who work together to achieve a common set of
goals.
2. Formal Groups- Formal groups are created and maintained to fulfill needs or tasks which arc
related to the total organisation mission. Thus these are consciously and deliberately created.
Such groups may be either permanent in the form of top management team such as board of
directors or management committees, work units in the various departments of the organisation,
staff groups providing specialised services to the organisation, and so on; or the formal groups
may be constituted on temporary basis for fulfilling certain specified objectives. When such
objectives are fulfilled they disappear. These may be in the form of temporary committee, task
force, etc. The working of formal groups is regulated by organisational rules and regulations.
Informals Group- Informal groups, on the other hand, are created in the organisation becausc of
operation of social and psychological forces operating at the work-place. Members create such
groups for their own satisfaction and their working is not regulated by the general framework of
organisational rules and regulations. Thus formal and informal organisations differ from each
other in the following respects:
1. Origin—As discussed above, reasons and circumstances of origin of both formal and informal
organisations are quite different. The formal groups are created deliberately and consciously in
the organisation by the framers of the organisation. On the other hand, informal groups arc
created because
of the operation of socio-psychological forces at the workplace, that is, people while working
together develop certain liking and disliking for others for the type of interactions not provided
officially.
2. Purpose—Since formal groups are deliberate creation, they are created for achieving the
legitimate objectives of the organisation. In fact, formal groups are basic product of formal
ogranisation structure. The informal groups are created by organisational members for their
social and psychological satisfaction. Thus they serve the purpose of organisational members
wh.
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Chapter Outcomes
List the characteristics and types of groups and explain how groups develop
Describe ways in which group, social relationships, and communication networks affect group communication
Understanding Groups
A group is a collection of more than two people who…
Share some kind of relationship
Communicate in an interdependent fashion
Collaborate toward a shared purpose
Characteristics of Groups
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Common Goals
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Long-lasting; consist of members who care about each other the most (e.g., friends and family)
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Come together to help address personal problems
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Offer members the opportunity to form relationships with others
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Help members work on a specific mission
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Task-oriented
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Task-oriented and goal-driven; typically competition based
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Workers who take responsibility for producing high-quality work. Memberships helps to improve performances and behaviors throughout the organization
Tuckman’s Model of Group Development
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Forming Stage
Determination who will be in charge
Definition of group goal’s
Making friends, fitting in, and identifying
Storming Stage
Determine what roles members will play
Dealing with conflicts
Tuckman’s Model of Group Development
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Members establish agreed norms governing expectations
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Solidify Roles
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Tuckman’s Model of Group Development
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Termination ritual
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Suddenly become aware of time, pressure, and looming deadlines
Members are compelled to take action
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More formal interactions
Limited opportunities for individual members to contribute
Less intimate communication
More time-consuming interactions
More complex relationships
Complexity of Group Communication
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I need a 150-word reply to each of the following two forum post that were made by my classmates to a main forum:
Forum one:
[1]
In my experience of working with and on teams, although success can be achieved, even under difficult circumstance, there are key factors that cause teams to be unsuccessful, as demonstrated in figure 11-2 of Organizational Behavior. When I have experienced team dynamic challenges, it has been due to vague or conflicting assignments of team member's responsibilities on the part of management, as well as poor interpersonal chemistry where there is an attempt on someone’s part to dominate other teammates with their
self-declared
expertise in all areas of the team’s functional objectives. This has occurred when there was not a clear description of individual team member’s areas of responsibility, and therefore the
vagueness
creates a vacuum that the strong personality types feel an
obligation
to fill. The result is an uneasy team flow with underlying or open conflict, which can delay or prevent team success. Clearly defining the role of each team member, using their strengths as a guideline for their delegated area of contribution could contribute to avoiding failure in this way. It would also be helpful to specifically designate a team lead in order to coordinate team operations and success, giving at least a focal point to air grievances should they occur. That would be a person with the least amount of ego, and the greatest ability to help guide and maintain cooperation within a team of different strong personalities.
Understanding that tenet of conscious culture representing the behavior of an organization as it attempts to accomplish its purpose, and through its normal means, it is necessary to understand how an
awareness
of culture influences the make up and operation of successful or unsuccessful teams. Consisting of both conscious and accidental cultures, an organization’s practices will contribute largely to leadership style, ethical approach, and acceptable practices of its employees. This conscious culture comes from what has been written and documented, whereas the accidental culture emerges from the enacting of unwritten and unspoken behaviors being passed on from one employee to the next (Nelson & Cohen, 2012). If the conscious culture is positive, documented, and clear, this would ultimately have a direct affect on team success. If it is positive, yet vague in nature, it could unintentionally result in an accidental culture to could be challenging to team success.
Reference:
Nelson, P. & Cohen, E. (2012). The Journey to a Conscious Culture. Training Industry.Retrieved fromhttps://www.trainingindustry.com/leadership/articles/the-journey-to-a-conscious-culture.aspx
Forum #2
[2]
According to Kreitner and Knicki (2013), work teams are created for various purpose and faces different challenges. Leaders can deal with more effective challenges. A few of my experiences came fro.
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Unit 3 group dynamics.
Groups consist of 2 or more interacting individuals who share common goals and perceive themselves as part of the group. They form through interaction and developing shared attitudes. Formal groups are created by organizations to fulfill tasks and goals, with defined structures and roles. Informal groups form naturally based on personal similarities and provide social and emotional benefits. High cohesion occurs when members are strongly attached through frequent interaction and shared goals. Teams are small groups with complementary skills committed to common goals and mutual accountability for performance. They enhance productivity through collaborative work.
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This document discusses group dynamics and defines groups and teams. It explains that a group is made up of individuals who influence each other, while a team works together towards a common goal. The document then covers group formation processes including forming, storming, norming, performing, and adjourning stages. It also discusses factors that affect group performance such as leadership, cohesiveness, and intragroup conflict. The summary concludes that good relationships within a team and between individuals and the team can positively impact productivity, while issues like intragroup conflict tend to reduce output.
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The document discusses group dynamics and the stages of group development. It describes five stages of group development: forming, storming, norming, performing, and adjourning. In the forming stage, members are unsure of their roles and test the limits. Storming involves conflict as members struggle for power and leadership. During norming, expectations are established and cooperation increases. In the performing stage, the group works cohesively and conflict is resolved through discussion. The final adjourning stage occurs when the group disbands. The continual meetings helped the discussed group develop into a better functioning unit where members felt comfortable sharing ideas.
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it covers following points :-
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3. Group Dynamics
4. Punctuated Equilibrium Model
5. Group Structure
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The document outlines the various steps of the team building process, including problem sensing, examining perceptual differences, giving and receiving feedback, developing interactive skills, and follow-up action. It describes key activities at each step, such as identifying problems, clarifying issues through communication, providing feedback to members, developing constructive behaviors like building on others' ideas, and following up to review lessons and next steps. The overall process aims to enhance group effectiveness by addressing hindrances and settling differences.
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Group cohesiveness refers to the bonding of group members to one another and the degree to which members are motivated to stay in the group. It develops through communication, shared interests, and a sense of "we-ness". Dimensions of cohesiveness include group unity, attraction between members, and commitment to working together towards shared goals. Factors that increase cohesiveness are threats from outside the group, difficulty entering the group, time spent together, previous successes, and similarities between members. Benefits include higher morale and productivity, while disadvantages can be personality clashes and struggles for power. Cohesiveness is strengthened by smaller groups, agreement on goals, and interdependence, and weakened by larger groups and individual rewards.
Formation of groups
This document discusses techniques for preparing social groups. It begins by defining social group work and outlining factors to consider when forming groups such as establishing a clear purpose, considering members' perspectives, and ensuring group composition allows for homogeneity. The document then discusses additional considerations like whether the group will be open or closed, optimal group size, meeting frequency and duration, and formulating group guidelines. It emphasizes the importance of preliminary individual meetings with prospective members to provide information, promote motivation, ensure needs are being met, allow for individualization, and give people choice.
The following topics should be included in your key understandings a.pdf
The following topics should be included in your key understandings and take-away for this
week. What do you know about these topics?
Definition of group
Formal vs informal groups
Tuckman’s stages of group development
Groups as open systems
Characteristics of effective groups
Advantages and disadvantages of groups
Advantages and disadvantages of decision making in groups
Social facilitation, synergy, social loafing,
Norms, cohesiveness, impact of different combinations of these.
Definition of team
Team building process
Different team roles
Advantages/ disadvantages of teams
Types of teams (High performing, self managing, etc)
Homogenous and heterogeneous teams
Types of team building/ approaches to team building
Difference between groups and teams
Solution
.1. A collection of individuals who have regular contact and frequent interaction, mutual
influence, common feeling fcamaraderie, and who work together to achieve a common set of
goals.
2. Formal Groups- Formal groups are created and maintained to fulfill needs or tasks which arc
related to the total organisation mission. Thus these are consciously and deliberately created.
Such groups may be either permanent in the form of top management team such as board of
directors or management committees, work units in the various departments of the organisation,
staff groups providing specialised services to the organisation, and so on; or the formal groups
may be constituted on temporary basis for fulfilling certain specified objectives. When such
objectives are fulfilled they disappear. These may be in the form of temporary committee, task
force, etc. The working of formal groups is regulated by organisational rules and regulations.
Informals Group- Informal groups, on the other hand, are created in the organisation becausc of
operation of social and psychological forces operating at the work-place. Members create such
groups for their own satisfaction and their working is not regulated by the general framework of
organisational rules and regulations. Thus formal and informal organisations differ from each
other in the following respects:
1. Origin—As discussed above, reasons and circumstances of origin of both formal and informal
organisations are quite different. The formal groups are created deliberately and consciously in
the organisation by the framers of the organisation. On the other hand, informal groups arc
created because
of the operation of socio-psychological forces at the workplace, that is, people while working
together develop certain liking and disliking for others for the type of interactions not provided
officially.
2. Purpose—Since formal groups are deliberate creation, they are created for achieving the
legitimate objectives of the organisation. In fact, formal groups are basic product of formal
ogranisation structure. The informal groups are created by organisational members for their
social and psychological satisfaction. Thus they serve the purpose of organisational members
wh.
Frankfinn Presentation on Personality Development -Distinction by Hricha Dhungel
This document is a presentation on personality development submitted by Hricha Dhungel to her teacher Mr. Jaidev Singh Jolly. It includes sections on acknowledgements, introduction, and 4 learning objectives that discuss improving personality, time management, leadership factors, communication barriers, and developing moral values. The presentation provides examples and explanations for each objective to effectively summarize the key points around developing interpersonal skills and personality.
Chapter 9 Communicating in GroupsBaby Mama Support Group.docx
Chapter 9: Communicating in Groups
Baby Mama Support Group: https://www.youtube.com/watch?v=KBUVZlTNj_8
Mean Girls: https://www.youtube.com/watch?v=bBxxLCqQn2U
1
Chapter Outcomes
List the characteristics and types of groups and explain how groups develop
Describe ways in which group, social relationships, and communication networks affect group communication
Understanding Groups
A group is a collection of more than two people who…
Share some kind of relationship
Communicate in an interdependent fashion
Collaborate toward a shared purpose
Characteristics of Groups
Shared Identity
Individuals see themselves as sharing an aspect of their identity
Common Goals
Can be specific or general; one or more
Interdependent Relationships
Behavior of each member affects the behavior of every other member
Types of Groups
Primary Groups
Long-lasting; consist of members who care about each other the most (e.g., friends and family)
Support Groups
Come together to help address personal problems
Social Groups
Offer members the opportunity to form relationships with others
Problem-solving Groups
Help members work on a specific mission
Types of Groups (cont.)
Study Groups
Task-oriented
Teams
Task-oriented and goal-driven; typically competition based
Self-Directed Work Teams (SDWT)
Workers who take responsibility for producing high-quality work. Memberships helps to improve performances and behaviors throughout the organization
Tuckman’s Model of Group Development
Tuckman’s Model of Group Development
Forming Stage
Determination who will be in charge
Definition of group goal’s
Making friends, fitting in, and identifying
Storming Stage
Determine what roles members will play
Dealing with conflicts
Tuckman’s Model of Group Development
Norming Stage
Members establish agreed norms governing expectations
Norms: recurring patterns of behavior or thinking that become the “usual” way of doing things in the group
Solidify Roles
Leader Emerges
Tuckman’s Model of Group Development
Performing Stage
Combination of skills and knowledge to work toward goals / overcome hurdles
Adjourning Stage
Reflection on accomplishments and failures
Determine next steps as group
Termination ritual
Gersick’s Punctuated Equilibrium Model
Punctuated Equilibrium Process
Groups experience period of inertia or inactivity
Suddenly become aware of time, pressure, and looming deadlines
Members are compelled to take action
Complexity of Group Communication
Size and Complexity: Larger groups lead to…
More formal interactions
Limited opportunities for individual members to contribute
Less intimate communication
More time-consuming interactions
More complex relationships
Complexity of Group Communication
Emergence of Cliques (Coalitions)
Small subgroups of individuals who have bonded together within a group
Development of Countercoalitions
Subgroups that position themselves against each other on the issue
Makes group interaction awkward for those who are not affi ...
Group behaviour.
The document discusses various topics related to groups and group dynamics. It defines formal and informal groups, and describes stages of group development according to the five-stage model. It also discusses social identity theory and important characteristics that determine social identity. Additionally, it covers key group properties such as roles, norms, status, size, cohesiveness and diversity. Strengths and weaknesses of group decision making are highlighted. Different techniques for group decision making like interacting groups, brainstorming and nominal group technique are also summarized.
Techniques for preparing social groups
This document discusses techniques for preparing social groups. It defines social group work as helping individuals enhance their social functioning through purposeful group experiences. Careful formation of groups is important, including establishing a group purpose from both agency and client perspectives, considering group composition, size, and meeting frequency/duration. When preparing individuals, areas of agreement should be discussed regarding aims, guarantees, and confidentiality. Preliminary meetings provide information and promote motivation. Qualities of an effective social group worker include exchanging ideas freely, examining group work objectively, sharing leadership, accepting new ideas and members, thinking clearly about problems and solutions, and adjusting plans to meet member needs and desires.
Developmental approach.ppt.word
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Pa685 m3 ppt_alternate
This document discusses strategies for effective communication and engagement in small groups. It begins by explaining that public communication campaigns are often done in small groups, so understanding how to boost engagement in these settings is important. It then discusses characteristics of effective small group members and leadership styles. The document outlines principles of active listening and strategies for establishing culture and decision-making in small groups. Overall, it provides guidance on understanding group dynamics, roles, and functions to improve performance in public communication campaigns.
I need a 150-word reply to each of the following two forum post that.docx
I need a 150-word reply to each of the following two forum post that were made by my classmates to a main forum:
Forum one:
[1]
In my experience of working with and on teams, although success can be achieved, even under difficult circumstance, there are key factors that cause teams to be unsuccessful, as demonstrated in figure 11-2 of Organizational Behavior. When I have experienced team dynamic challenges, it has been due to vague or conflicting assignments of team member's responsibilities on the part of management, as well as poor interpersonal chemistry where there is an attempt on someone’s part to dominate other teammates with their
self-declared
expertise in all areas of the team’s functional objectives. This has occurred when there was not a clear description of individual team member’s areas of responsibility, and therefore the
vagueness
creates a vacuum that the strong personality types feel an
obligation
to fill. The result is an uneasy team flow with underlying or open conflict, which can delay or prevent team success. Clearly defining the role of each team member, using their strengths as a guideline for their delegated area of contribution could contribute to avoiding failure in this way. It would also be helpful to specifically designate a team lead in order to coordinate team operations and success, giving at least a focal point to air grievances should they occur. That would be a person with the least amount of ego, and the greatest ability to help guide and maintain cooperation within a team of different strong personalities.
Understanding that tenet of conscious culture representing the behavior of an organization as it attempts to accomplish its purpose, and through its normal means, it is necessary to understand how an
awareness
of culture influences the make up and operation of successful or unsuccessful teams. Consisting of both conscious and accidental cultures, an organization’s practices will contribute largely to leadership style, ethical approach, and acceptable practices of its employees. This conscious culture comes from what has been written and documented, whereas the accidental culture emerges from the enacting of unwritten and unspoken behaviors being passed on from one employee to the next (Nelson & Cohen, 2012). If the conscious culture is positive, documented, and clear, this would ultimately have a direct affect on team success. If it is positive, yet vague in nature, it could unintentionally result in an accidental culture to could be challenging to team success.
Reference:
Nelson, P. & Cohen, E. (2012). The Journey to a Conscious Culture. Training Industry.Retrieved fromhttps://www.trainingindustry.com/leadership/articles/the-journey-to-a-conscious-culture.aspx
Forum #2
[2]
According to Kreitner and Knicki (2013), work teams are created for various purpose and faces different challenges. Leaders can deal with more effective challenges. A few of my experiences came fro.
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Productivity is defined as completing tasks efficiently and is important for organizations and individuals. There are many ways to enhance productivity at a young age, such as after school activities and summer internship programs for teens, which help develop skills and boost creativity. The document then discusses how productivity is important as it helps achieve organizational goals, increases morale and confidence, creates a better work environment, and establishes the relationship between inputs and outputs. Therefore, understanding and engaging with the concept of productivity early through related activities benefits teens' development and success.
Unit 3 group dynamics.
Groups consist of 2 or more interacting individuals who share common goals and perceive themselves as part of the group. They form through interaction and developing shared attitudes. Formal groups are created by organizations to fulfill tasks and goals, with defined structures and roles. Informal groups form naturally based on personal similarities and provide social and emotional benefits. High cohesion occurs when members are strongly attached through frequent interaction and shared goals. Teams are small groups with complementary skills committed to common goals and mutual accountability for performance. They enhance productivity through collaborative work.
group dynamics
This document discusses group dynamics and defines groups and teams. It explains that a group is made up of individuals who influence each other, while a team works together towards a common goal. The document then covers group formation processes including forming, storming, norming, performing, and adjourning stages. It also discusses factors that affect group performance such as leadership, cohesiveness, and intragroup conflict. The summary concludes that good relationships within a team and between individuals and the team can positively impact productivity, while issues like intragroup conflict tend to reduce output.
Group Dynamics Paper
The document discusses group dynamics and the stages of group development. It describes five stages of group development: forming, storming, norming, performing, and adjourning. In the forming stage, members are unsure of their roles and test the limits. Storming involves conflict as members struggle for power and leadership. During norming, expectations are established and cooperation increases. In the performing stage, the group works cohesively and conflict is resolved through discussion. The final adjourning stage occurs when the group disbands. The continual meetings helped the discussed group develop into a better functioning unit where members felt comfortable sharing ideas.
Providing positive feedback
This document discusses the importance of providing positive feedback and encouragement. It notes that praise can profoundly impact someone's life and development. Effective responses highlight specific strengths, provide evidence to support the observation, and relate the strength back to the participant's objectives. The goal is to encourage risk-taking and build confidence by acknowledging contributions and noting their relevance. Responses should be brief, genuine, and focus on lifting participants up rather than being superficial or obligatory praise.
Notes on interpersonal relationship management (Organisation Bheavior)
The document contents notes on Interpersonal relationship management.
it covers following points :-
1. Interpersonal Relationship
2. Rapport Building Techniques and tips
3. Group Dynamics
4. Punctuated Equilibrium Model
5. Group Structure
6. Group-Decision Making
Team building process
The document outlines the various steps of the team building process, including problem sensing, examining perceptual differences, giving and receiving feedback, developing interactive skills, and follow-up action. It describes key activities at each step, such as identifying problems, clarifying issues through communication, providing feedback to members, developing constructive behaviors like building on others' ideas, and following up to review lessons and next steps. The overall process aims to enhance group effectiveness by addressing hindrances and settling differences.
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groupwork ppt.pdf
- 1. WELCOME ALL Presented by Aswathi J Lenin
- 3. Social group work process is the process of developing and making the social adjustment through group collaboration.It helps in maintaining integrity in the group.It has the capability to enhance the effectiveness of group work.Proper implementation of the development program related to social group work helps in achieving the goals of the group.Group work process is a technique of social work in which an individual gets meaningful group experience.It helps in acheving the expected outcomes from group activities INTRODUCTION
- 4. 07 3.DEVELOPING EFFECTIVE COMMUNICATION 1.ABILITY TO SEGMENT A COMPLEX TASK INTO VARIOUS SIMPLE TASK 2.RE ESTABLISHING THE IDEAS AND STRATEGIES THROUGH THE PROCESS OF SHARING THE EXPERIENCE AND IDEOLOGY 4.GAINING SOCIAL SUPPORT WHICH REDUCES SOCIAL RISK ADVANTAGES OF GROUP PROCESS
- 5. BOND FEELING OF BELONGING AMONG GROUP MEMBERS IS CALLED GROUP BOND CHANGE IN TIME,BECOME STRONGER OR WEAKER NATURAL GROUP HAVE SOME BOND FORMED GROUP HAVE NO FEELING OF BOND IN THE BEGINNING WARMTH AND SECURITY ,RELATIVE FREEDOM
- 6. BONDING Bonding is described as the strong relationships that develop between people of similar background and interest.Bonding is an ongoing processthrough which members of group become closer and build trust and ease of communication.Bonding involves increasing loyality to one another and to the team
- 7. TYPES OF BOND SINGLE BOND- Simple process of exchange of information eg:Announcement in the class COMPLEX BOND- Higher degree of interaction and both parties are involver eg: Group discussion session 1. 2.
- 8. BENEFITS OF BONDING BETTER COMMUNICATION INCREASED PRODUCTIVITY INCREASE IN MOTIVATION BUILD TRUST INCREASED RESPONSIBILITY LEADERSHIP QUALITIES IDENTIFIED IMPROVED PHYSICAL AND MENTAL HEALTH RESPECT EACH OTHER
- 9. ACCEPTANCE IN SOCIAL WORK IS REFERRED TO AS UNCONDITIONAL POSITIVE REGARD NON POSSESSIVE WARMTH OR AFFIRMATION.AN ATTITUDE OF ACCEPTANCE MEANS THAT YOU HAVE LEARNED TO RESPECT EVERY ONE IN THE GROUP WITHOUT JUDGEMENT,REALIZING THAT PEOPLECOME FROM DIFFERNT BACKGROUND THAT MAY NOT ALWAYS RESEMBLEOR MESH WITH YOUR OWN ACCEPTANCE
- 10. ACCEPTANCE TO A GROUP ACCEPT GOALS OF THE GROUP RESPOND POSITIVELY TO THE IDEAS OF GROUP MEMBERS TAKE INITIATIVE AND RESPONSIBILITY AND WORK FOR THE GROUP CONTRIBUTE SKILLS AND TALENTS ACCEPT RULES AND NORMS OF THE GROUP
- 11. Conclusion The social group work process is a collaborative approach to achieving the successful implementation of the groupwork process related to social work.Bond and Acceptance are important part of group work process which helps in the proper functioning of the group.