This document discusses groups and teams in organizations. It defines groups as collections of two or more people who interact, share common goals, and see themselves as a group. Groups can be formal or informal. Formal groups are deliberately created to perform tasks, while informal groups form naturally. Teams are small groups of people with complementary skills committed to common goals and approaches. The document outlines the stages of group development and decision-making approaches. It also discusses benefits, types, and issues related to effective implementation of teams in organizations.

1. Module III Individual in the
Group

2. GROUP PROCESSES

3. NATURE OF GROUPS
• Group refers to a collection of two or more
interacting individuals with a stable pattern of
relationships between them, who share common
goals & who percieve themselves as being a
group.
• Group possesses 4 common characteristics:
a) Interaction among members
b) Common interests or goals
c) People see themselves as members
d) 2 or more people are needed to form groups.

4. TYPES OF GROUPS

6. Formal Group
• Deliberately created to perform a specific
task.
• A number of people assigned to a specific
task form a formal group.
• A distinctive feature of formal groups is that a
hierarchy of authority exists, with specified
member rules & regulations.

7. STANDING TASK GROUP
• Also known as command group.
• Consists of a supervisor who exercises formal
authority over subordinates.

8. TASK GROUP
• It is a temporary formal group that is created to
solve specific problems.
• The group comprises employees who work
together to complete a particular task or project,
but who do not necessarily report to the same
supervisor.
• The employees belong to different departments.
• They stay together till the task is completed 7
once the work is completed, the task group
usually disbands & members return to their
respective task groups.

9. INFORMAL GROUP
• Also called a clique.
• It is an alliance that is neither formally
structured nor organisationally determined.
• Informal groups are natural formations in the
work enviroment which appear in response to
the need for social contact.
• They often develop within formal groups &
may also develop outside formal groups.

10. Interest group
• It is made up of individuals who affiliate to
achieve an objective of mutual interest that
may have nothingto do with their formal task
group memberships.

11. FRIENDSHIP GROUP
• Develops on common characteristics such as
martial status, political views, college
affiliations, & sports.
• Friendship groups are important bbecause
they satisfy affiliation needs of their members.

12. REFERENCE GROUP
• It is any group with which an individual
identifies for the purpose of forming opinions
or making decisions.

13. why do people join groups ?
• Interaction & influence
• Security
• Esteem
• Affiliation
• Power
• Identity
• Huddling (executives make use of informal get
togethers )

14. The Stages of Group Development

15. Stages of Group Development
• Forming
– Group members get to know each other and
reach common goals.
• Storming
– Group members disagree on direction and
leadership. Managers need to be sure the conflict
stays focused.
• Norming
– Close ties and consensus begin to develop
between group members.

16. Stages of Group Development
• Performing
– The group begins to do its real work.
• Adjourning
Separation, satisfaction

17. ALTERNATIVE THEORY OF GROUP
DEVELOPMENT
• Consists of 4 stages –
a) Mutual Acceptance
b) Communication & Decision Making
c) Motivation & Productivity
d) Control & Organisation

18. USEFULNESS OF GROUPS IN
ORGANISATIONS
• Organisational Task Accomplishment
Social Loafing also known as Ringlemann Effect
acknowledges that people may tend not to work as
hard in groups as they would individually. This is
because their contribution is less noticeable &
because they like to see others carry the work load.

19. PITFALLS OF GROUPS
• Status differentials
• Group norms
• Groupthink - refers to the tendency of members in a
highly cohesive group to lose their critical, evaluative
capabilities.

20. DETERMINANTS OF GROUP
BEHAVIOUR
• They influence group performance & satisfaction
• EXTERNAL CONDITIONS
a) Organisational strategy
b) Authority structure
c) Formal regulations
d) Organisational Resources
e) Procurement of Personnel
f) Performance Appraisal & Reward System
g) Organisational Culture
h) Physical Work Setting

21. • GROUP MEMBERS RESOURCES
a) Abilities of members
b) Personality Characteristics
• GROUP STRUCTURE

22. GROUP STRUCTURE
• Work groups are organised systems.
• They have a structure that shapes the behaviour of
members & makes it possible to explain & predict a
large portion of individual behaviour within the group
as well as the performance of the group itself.

23. • It includes –
a) Leadership
b) Roles
c) Group Size
d) Group norms
e) Group Task

24. f) Status Congruence
g) Group Cohesiveness – Cohesiveness is extent of
liking each member has towards others & how far
everyone wants to remain as a member of the group.
h) Decision Making

25. APPROACHES TO GROUP DECISION
MAKING
• Autocratic decision making- Leader makes a decision
by himself / herself
• Expert member soliciting – Advice of an individual
who is expert in the concerned area, is obtained &
decision is then made.
• Consultative Decision Making – Obtaining inputs
from those responsible for & affected by the decision
& then making a decision independently.

26. • Minority Control – Allowing a small number
of people in the group to make a decision.
• Majority Control – Majority of members
involve themselves in decision making.
• Consensus – Finding a proposal acceptable to
all members. This is a ‘win – win’ situation.

27. ADVANTAGES & DISADVANTAGES OF
GROUP DECISION MAKING

28. CONSIDERATIONS IN GROUP DECISION
MAKING
• Time
• Member Competence
• Autonomy & Self direction
• Availability of information
• Group Size
• Degree of participation

29. Introduction to team

30. TEAM
• It is a small number of people with
complimentary skills who are committed to a
common purpose, common performance goals
& an approach for which they hold themselves
mutually accountable.

31. Distinction between Groups and Teams
• A work group is a number of persons, usually
reporting to common superiors and having some
face-to-face interaction, who have some degree of
interdependence in carrying out tasks for the purpose
of achieving organizational goals.
• A team is a small number of people with
complimentary skills who are committed to a
common purpose, set of performance goals, and
approach for which they hold themselves mutually
accountable.
• A team has some characteristics in greater degree
than ordinary groups, including a higher commitment
to common goals and a higher degree of
interdependency and interaction.

32. BENEFITS FROM TEAMS
• Enhanced Performance
• Reduced stress
• Quality decisions
• Improved processes
• Organisational enhancements which include
increased innovation, creativity & flexibility

33. TYPES OF TEAMS
• Work teams – Concerned with the work done by the
organisation such as developing & manufacturing
new products, providing services for customers.
• Problem solving teams – Temporary teams
established to attack specific problems in workplace.
After solving problems, the team is usually disbanded
allowing members to return too their normal work.

34. • Management Teams – Consists of managers from
various areas & coordinate work teams. They are
relatively permanent. Primary job is to coach &
counsel other teams.
• Virtual teams – Activities take place on computer &
other electronic information systems. They may never
actually meet.

35. IMPLEMENTING TEAMS IN
ORGANISATIONS
• Planning the change
• Making the decision
• Implementing the decision
Phase 1 - Management must create performance conditions
for the teams. This means providing to the teams all the
needed materials & equipments to do the job.
Phase 2 – Establish boundaries that is who is & who is not in the
team, arrive at an agreement regarding the tasks to be
performed, Clarify the behaviours expected of each team
member.

36. TEAM ISSUES
• Performance
• Norms
• Roles
• Cohesiveness
• TQM – Total Quality Management, An
organisational strategy to improving customer
satisfaction by developing techniques to
carefully manage output quality.

37. EFFECTIVE TEAMWORK
• Cooperation
• Trust
• Training
• Rewards

38. Teams in organisations
• Quality Circles
• Self Managed Teams

39. POWER & POLITICS