1) The document discusses group behavior and defines a group as two or more interacting and interdependent individuals who come together to achieve particular objectives.
2) It describes the different types of groups including formal groups like command groups and task groups, and informal groups like interest groups and friendship groups.
3) Tuckman's stages of group development are explained, including forming, storming, norming, performing, and adjourning stages. The document provides details on the characteristics and outcomes of each stage.
In organizational development(OD), group dynamics or group process‖ refers to the understanding of the behavior of people in groups, such as task groups, that are trying to solve a problem or make a decision.
Group behavior by Rahul Das- EIILM,KOLKATARahul Das
Group Behavior in Organization Behavior, including types of groups and their behavior, five stage model,group decision making, group think, group shift and group decision making technique
In organizational development(OD), group dynamics or group process‖ refers to the understanding of the behavior of people in groups, such as task groups, that are trying to solve a problem or make a decision.
Group behavior by Rahul Das- EIILM,KOLKATARahul Das
Group Behavior in Organization Behavior, including types of groups and their behavior, five stage model,group decision making, group think, group shift and group decision making technique
To go fast, go alone. To go far, go together.
... African proverb
A team is a collection of people with complementary skills who regularly interact to pursue common goals.
For most of us, teamwork is a part of everyday life. Whether it’s at home, in the community, or at work, we are often expected to be a functional part of a performing team. This workshop will encourage participants to explore the different aspects of a team, as well as ways that they can become a top-notch team performer.
By the end of this workshop, participants will be able to answer the following questions:
a. Why are teams key to productive work environments?
b. What are the four phases of the Tuckman team development model? How can knowing these characteristics help me on a team?
c. What are types of teams and how to utilize each type to get results?
d. What are essential behaviors of leaders and followers on well functioning teams?
e. What are the uses, benefits and disadvantages of various team-building activities?
f. What teambuilding exercises create bonds and when to use them?
Meaning of HR and HRM, Nature & Scope of HRM, Functions of HRM, Role and Objectives of HRM, Personnel Management, Policies and Strategies and Recent Trends of HRM.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
1. Unit-IV: GROUP BEHAVIOR
By
Dr. H.S. ABZAL BASHA, M.B.A., Ph.D.
Assistant Professor,
Department of Management Studies,
G. Pullaiah College of Engineering & Technology,
Kurnool.
2. Introduction
• Definition of Group
• Definition of Team,Differences between Team and Group
• Reasons behind forming Group
• Types of Group
• Group Formation
• Properties of Group
3. What is Group ?
A group refers to the association of two
or more persons interacting among
themselves for the achievement of
common goal.
Two or more individuals, interacting
and interdependent, who have come
together to achieve particular
objectives.
A group can be defined as two or more
interacting and interdependent
individuals who come together to
achieve particular objectives.
4. Group Features?
Combination of 2 or more individuals
Motivated to come closer physically
of virtually
To achieve their common and shared
goals
Through integrated efforts
Perceive the group as a unified unit
Members contribute different inputs
(skill, knowledge, experience and
efforts)
Reach agreement or disagreement
through various forms of interaction
5. Team
• A group of people with different skills and different tasks,
who work together on a common project, service, or
goal, with a meshing of functions and mutual support. .
• A common definition of a team is that it comprises a
group of people.
6. Group Behavior
Group Behaviour refers to people with a similar goal behaving in the same
way, which might be different from how they would normally behave if they
were alone or as individuals. It is the type of behaviour that takes place
when individuals act together or collectively.
A group behavior can be stated as a course of action a group takes as a
family.
Two or more people constitute a group if...
t h e y have some common purpose or goal
t h e r e exist a relatively stable structure ( a hierarchy, an
established set of roles)
t h i s collection of people see themselves as being part of that
group
8. Group Team
Strong, clearly focused leader Shared leadership roles
Individual accountability Individual and mutual accountability
The group’s purpose is the same as
the broader organisational mission
Specific team purpose that the team
itself delivers
Individual work products Collective work products
Runs efficient meetings
Encourages open -ended discussion
and active problem solving meeting
Measures its effectiveness indirectly
by its influence on others
Measures performance directly by
accessing collective work products
Discuss, decides and delegates
Discuss, decides and does real work
together
9. Need for formation of group
1. Security
2. Empowering through sharing resources
3. Becoming a leader
4. Synergy
5. Goal attainment
6. Status
7. Affiliation need
8. Self esteem
13. Command group
MAEER's MIT College Of Management,
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13
• Relatively permanent
• Functional reporting relationship such as having
both a group manager and those who report to
the manager.
• Included in organization chart.
• Ex: A manager and his or her immediate
subordinate.
14. MAEER's MIT College Of Management,
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• Relatively temporary
• Created to do a specific task
• Ex: Search committee for a new school
superintendent, Task force on new product
quality
Task group
15. • Created by mutual alliances
• Not formally structured
• Not organizationally determined
• Appear in response to the need for social
contact
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17. Interest group
• Those working together to attain a specific
objective with which each is concerned
• Relatively temporary
• Organised around a common activity or interest of
its members
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18. Friendship group
• Those brought together because they share one or
more common characteristics
• Relatively permanent
• Draws benefits from social relations among its
members
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19. Dr. Bruce W. Tuckman, a professor of
educational psychology at the Ohio
State University, who researched the
theory of group dynamics, published
one of his theories in 1965 called
"Tuckman's Stages of Group
Development. Bruce Tuckman
20.
21. A fifth stage was later added by
Tuckman about twelve years later
in 1977, which is called
Adjourning.
22. 1
• Forming:
• Uncertainty about purpose, structure, and leadership
2
• Storming:
• Intragroup conflict as members resist constraints
3
• Norming:
• Group is cohesive with strong group identity
4
• Performing:
• Group fully functional and working toward goals
5
• Adjourning:
• For temporary groups: breaking up
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27. FORMING STAGE:
• Members are cautious with their behavior.
• The desire to be accepted by all the team
members.
• Conflict, controversy and personal opinions are
avoided.
Some believe that this cautious behavior prevents the team
members from getting any real work done.
28. PURPOSE OF FORMING STAGE:
•The focus for group members during forming
stage is to become familiar with each other and
their purpose, not on work.
29. OUTCOMES OF FORMING STAGE:
• Gaining an understanding of the team purpose.
• Determining how the team will be organized
• Who will be responsible for what?
• Discussion of major phases of the team’s goals.
30. Dealing with tensions and
defining group tasks.
STORMING
In storming stage conflict and competitions are at its
greatest.
31. WHY IS THAT?
• This is because now the team members have an understanding of
the task and a general feel for who they are as a group and who
group members are.
• They feel confident and begin to address some of the more important
issues surrounding the team members.
• Such issues can relate to things like the group’s tasks, individual roles
and responsibilities or even with team members themselves.
• The storming stage is where the most dominant member of the
team emerges.
32. STORMING STAGE:
• Less confident members stay in their comfort zone and
security of suppressing their feelings just as they did in the
previous stage.
• If these individuals stay quiet then issues may still exist.
• Every individual should take part in storming process.
34. Such questions must be answered so
that the team can move on to the
next stage.
35. The norming stage is the
time when all the team
members becomes a
cohesive unit.
NORMING
36. • Degree to which group members are attracted to each
other and are motivated to stay in 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.
37. NORMING STAGE:
• Morale of team members is high.
• They acknowledge the talents, skills and experience that each
individual brings to the team.
• A sense of community is established among the team members.
• The team remains focused on the team’s purpose
• Roles an responsibilities are clear and accepted.
• Commitment and unity is strong.
• Agreements forms among the team and goal.
38. NORMING STAGE:
• Leadership begins to fade as important data is shared
among team members.
• People develop a stronger commitment to the team goal,
and you start to see good progress towards it.
39. This is the final stage
where groups become
high-performing teams.
The team knows clearly
WHY it is doing and
WHAT is doing.
PERFORMING
40.
41. PERFORMING STAGE:
• Work and progress commences on the basis of
relatively stable structure.
• Team members are focused on task completion
and achievement.
43. PERFORMING STAGE:
• As leader, you can delegate much of your work, and you
can concentrate on developing team members.
• It feels easy to be part of the team at this stage, and
people who join or leave won't disrupt performance.
45. Tuckman's five stage theory of Group
Development
Forming Norming Storming Performing
Individu
al Issue
"How do i
fit in?"
"Whats my
role here?"
"What do
the others
expect me
to do?"
"How can i
best
perform
my role?"
Group Issue
"Why are
we
"Why are we
"Can we
agree
"can we do
here?" fighting over on roles and the job
who's in
charge work as a properly?"
and who does team?"
what?"