Organizational behaviour
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This document discusses interpersonal groups and types of groups. It defines a group as two or more individuals who have come together to achieve objectives. Reasons for joining groups include security, socialization, status, accomplishing tasks, self-esteem, decision-making, affiliation, communication, and power. There are two types of groups: formal groups created by an organization and informal groups created by members. The document also discusses group structure, cohesiveness, work teams, and issues in managing work teams such as performance, diversity, and social loafing.
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Grp vs team
This document discusses groups and teams, defining them as collections of people who interact and share common goals or objectives. It identifies different types of groups like formal, informal, task, and interest groups. Teams are described as groups that specifically share a common mission and goals, and work synergistically. The key differences between groups and teams are that teams have more clearly defined mutual interests, contributions, skills, identity, and culture. Examples provided include political parties, departments, and the Indian cricket team.
Group vs team ob
This document discusses groups and teams in organizational behavior. It defines a group as two or more individuals interacting and interdependent to achieve objectives. A team is defined as a collection of people where individual efforts result in a performance greater than the sum of their individual contributions. It also discusses formal and informal groups, stages of group development, types of teams, advantages and disadvantages of teams and group work, and the difference between groups and teams.
Organizational behavior
This document discusses groups and teams in an organizational behavior context. It defines groups as two or more interacting individuals working to achieve objectives, while defining work teams as small groups of people with complementary skills committed to a common mission and goals. The document outlines characteristics of groups like norms and cohesiveness. It also discusses types of groups like formal command/interest groups and informal task/friendship groups. Finally, it examines stages of group development and reasons individuals join groups, as well as defining and comparing work teams and groups.
Group & team behavior
If you would like to download these slides, send me via: nguyenpuyen91@gmail.com with your purpose of download.
Groups vs Teams
The document compares the characteristics of groups and teams. It defines a group as two or more individuals who may or may not have a common goal and work independently. Teams are small numbers of people with complementary skills committed to a shared purpose and goals who are mutually accountable. The key differences are that teams have shared leadership, collective performance and accountability, while groups focus on individual work and outcomes. Effective teamwork provides benefits like a united effort, clear communication, and support between members.
Groups and teams new ppt
Groups are a collection of people who interact and share a common identity. They form for reasons like goal achievement and need satisfaction. Groups have characteristics like norms, roles, hierarchy, and composition. Forming teams allows pooling of talents to achieve shared objectives. The key differences between groups and teams are that teams have mutually agreed and clearly defined interests and skills while groups have diverse backgrounds and contributions. An example of a high performing team is the Indian cricket team, while departments in organizations are examples of groups.
managing groups and teams
The document discusses different types of work groups, including formal groups officially created by an organization and informal groups established by employees. It describes how work groups operate through inputs like group composition, roles, size, and processes like norms, cohesiveness, and development. Key outputs of work groups are performance and need satisfaction. The document also discusses factors that influence group norms and cohesiveness, and the stages of group development.
Understanding work teams
The document discusses the definition and characteristics of work teams. It defines a team as a small number of people with complementary skills committed to a common purpose and goals for which they hold each other mutually accountable. Teams create positive synergy and encourage members to prioritize team goals over individual goals. Teams are different from work groups in that individual efforts on a team result in performance greater than the sum of individual contributions. Key components of effective teams include context, composition, work design, and process variables. Turning individuals into team players involves selecting people with good interpersonal skills and training and rewarding them.
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Grp vs team
This document discusses groups and teams, defining them as collections of people who interact and share common goals or objectives. It identifies different types of groups like formal, informal, task, and interest groups. Teams are described as groups that specifically share a common mission and goals, and work synergistically. The key differences between groups and teams are that teams have more clearly defined mutual interests, contributions, skills, identity, and culture. Examples provided include political parties, departments, and the Indian cricket team.
Group vs team ob
This document discusses groups and teams in organizational behavior. It defines a group as two or more individuals interacting and interdependent to achieve objectives. A team is defined as a collection of people where individual efforts result in a performance greater than the sum of their individual contributions. It also discusses formal and informal groups, stages of group development, types of teams, advantages and disadvantages of teams and group work, and the difference between groups and teams.
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This document discusses groups and teams in an organizational behavior context. It defines groups as two or more interacting individuals working to achieve objectives, while defining work teams as small groups of people with complementary skills committed to a common mission and goals. The document outlines characteristics of groups like norms and cohesiveness. It also discusses types of groups like formal command/interest groups and informal task/friendship groups. Finally, it examines stages of group development and reasons individuals join groups, as well as defining and comparing work teams and groups.
Group & team behavior
If you would like to download these slides, send me via: nguyenpuyen91@gmail.com with your purpose of download.
Groups vs Teams
The document compares the characteristics of groups and teams. It defines a group as two or more individuals who may or may not have a common goal and work independently. Teams are small numbers of people with complementary skills committed to a shared purpose and goals who are mutually accountable. The key differences are that teams have shared leadership, collective performance and accountability, while groups focus on individual work and outcomes. Effective teamwork provides benefits like a united effort, clear communication, and support between members.
Groups and teams new ppt
Groups are a collection of people who interact and share a common identity. They form for reasons like goal achievement and need satisfaction. Groups have characteristics like norms, roles, hierarchy, and composition. Forming teams allows pooling of talents to achieve shared objectives. The key differences between groups and teams are that teams have mutually agreed and clearly defined interests and skills while groups have diverse backgrounds and contributions. An example of a high performing team is the Indian cricket team, while departments in organizations are examples of groups.
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The document discusses different types of work groups, including formal groups officially created by an organization and informal groups established by employees. It describes how work groups operate through inputs like group composition, roles, size, and processes like norms, cohesiveness, and development. Key outputs of work groups are performance and need satisfaction. The document also discusses factors that influence group norms and cohesiveness, and the stages of group development.
Understanding work teams
The document discusses the definition and characteristics of work teams. It defines a team as a small number of people with complementary skills committed to a common purpose and goals for which they hold each other mutually accountable. Teams create positive synergy and encourage members to prioritize team goals over individual goals. Teams are different from work groups in that individual efforts on a team result in performance greater than the sum of individual contributions. Key components of effective teams include context, composition, work design, and process variables. Turning individuals into team players involves selecting people with good interpersonal skills and training and rewarding them.
Session 1 group and team
The document discusses group and team building. It covers topics like the concept of groups, types of groups, group structure, dynamics and development. It defines a group as two or more individuals interacting to achieve objectives. Groups are classified based on their psychology, formality, size and other factors. Reasons for group formation include security, status and goal achievement. Stages of group development include forming, storming, norming, performing and adjourning per Tuckman's model. Principles of group dynamics emphasize belonging, attraction and conformity to group norms.
Group Behavior in organisaations
The presentation explains about "What is Group?", Types of groups, "Why people join the groups", Properties of a group which covers roles, norms, status and cohesion in a group and how these properties effect behavior of individuals in groups.
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For Further Details refer to the book of Stephen P. Robbins named as "Organisation Behavior".
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The document discusses group dynamics and provides information on key concepts such as what constitutes a group, types of groups, reasons people join groups, group structure, stages of group formation, and principles of group dynamics. It summarizes that group dynamics is concerned with the interactions between group members and the forces that influence their behavior within a social situation. The goal is to understand how groups develop and function, and their impact on individuals and the organizations they are part of.
Organizational Behaviour
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Copy of foundations group behavior
Groups are defined as two or more individuals interacting to achieve objectives. Groups go through stages of development including forming, storming, norming, performing, and adjourning. However, groups do not always progress linearly and can revert to earlier stages. Effective teams have a common purpose, specific goals, accountability, and manage conflict through a team charter outlining roles and responsibilities. Context, composition, and process influence team effectiveness.
Group and team
The document discusses groups, teams, and the difference between them. It defines a group as an assemblage of people who work together to achieve a common goal, while a team is a group that is collectively accountable for achieving a goal within a set time period. The key difference is that teams have interdependent members who share responsibility for outcomes, while groups have independent members who are individually accountable. The document also outlines stages of group development and provides examples of groups and teams.
Group and Team
This document provides an overview of teams and groups. It discusses key topics like group dynamics, team vs group, team composition, managing team performance, importance of groups, stages of group formation, and group structure. The stages of group formation discussed are forming, storming, norming, performing, and adjourning. Group structure is defined as including roles, norms, status, and cohesiveness. People join groups for reasons like security, status, self-esteem, power, and goal achievement.
Group Formation
GROUP FORMATION
By
Sunil Sunny
2nd MBA
GROUP
According to Stephen Robbins
“ A group may be defined as two or more individuals, interacting and interdependent, who have come together to achieve a particular objective.
Characteristics of a Group
1.Social Interaction
2.Stable Structure
3.Common Interest
4.Perceive Themselves As Part Of Group
Types Of Groups
1.Primary And Secondary Groups
2.Membership Groups and Reference Group
3.nterest Vs Friendship Groups
4.Formal and Informal Groups
5.Temporary And Permanent Groups
Stages Of Group Formation
1.Forming
2.Storming
3.Norming
4.Performing
5.Adjourning
Forming
1.Strong dependence on leader
2.A great uncertainty
3.Simple Ideas
4.Avoidance of serious topics
5.Minimum feedback
Storming
1.Strongly expressed views
2.Challenging other’s ideas
3.Challenging leadership, Authority and position
4.Withdrawal by some group members
5.Lack of collaboration, competing for control
6.High level of reacting or defending
Norming
1.Active listening
2.Shared leadership
3.Methodical systematic ways of working
4.Receptiveness to other’s ideas
5.Active participation by all
6.Conflict seen as mutual problems
7.Open exchange of ideas
Performing
1.High creativity
2.Openness and trust
3.Strong relationships
4.High achievement
Adjourning
Adjourning, is the break-up of the group, hopefully when their task is completed successfully, their purpose full filled
Recognition of and sensitivity to peoples vulnerabilities is helpful.
Why People Indulge In Groups
1.Companionship
2.Survival and security
3.Affiliation and status
4.Power and control
5.Achievement
Thanks
Group behaviour n dynamics
Group behavior refers to how people act in groups. People join groups for reasons like companionship, survival, status, power, or achievement. An effective group is productive, has good attendance, satisfied members, and a positive attitude. It also ensures members' well-being, opportunities for learning, and retention of human resources. Group dynamics examines how groups form and function through member interactions. An effective team accomplishes its goals, has interdependent members who share responsibility, and views itself as a unit of an organization. Key factors for effective team building include clear expectations, commitment, competence, control, collaboration, communication, creativity, and coordination.
Group behaviour and Team work
Group is defined as two or more people interacting and influencing each other, while a team is a group committed to a common goal for which members are mutually accountable. People join groups for security, status, self-esteem, affiliation, power, and goal achievement. Groups go through stages of forming, storming, norming, performing. High-performing teams have clear goals, defined roles, effective communication and feedback, while unproductive teams fail to meet goals, lack open communication, avoid conflict, and have dysfunctional meetings.
Group Dynamcs and Team Building
Importance of groups in organization, and Team Interactions in group, Group Vs Teams,
Team formation process, Stages of Group, Group Dynamics, Managing Team Performance & Team Conflicts.
How to build a good team? Team work & Team building Interpersonal skills – Conversation, Feedback, Feed
forward Interpersonal skills – Delegation, Humor, Trust, Expectations, Values, Status, Compatibility and their
role in building team
Group Cohesion - Summary
Short summary of the topic Group Cohesion - organizational psychology. What drives cohesion and what is the benefits, in short
Group formation
Group dynamics is concerned with the interaction of individuals in face-to-face relationships. There are two main types of groups: formal groups, which are deliberately created by management and have clear rules and roles; and informal groups, which form spontaneously among members and have flexible, unwritten rules. Factors like group structure, internal conditions, processes, resources, and external conditions all affect a group's performance. High performing groups have smaller sizes, agreed upon goals, time for members to bond, and rewards given to the group rather than individuals.
Managing groups and teams
This document discusses groups and teams, types of work teams like virtual teams, group dynamics including norms and cohesiveness, what it takes to be a team player in terms of personality, interpersonal skills, and management skills. It also covers challenges in creating team players when individual resistance or culture is strong. Tips for building productive teams include having a clear mission, setting goals, composing the right size and mix, delegating authority, and offering rewards. Characteristics of high-performing teams and how to improve team performance are also summarized.
Group Dynamics slides
This document summarizes key concepts of group dynamics and techniques for managing group dynamics. It defines a group as two or more people who share goals and interact with one another. It outlines stages of group development including forming, storming, norming, performing, and adjourning. It also discusses group structure involving roles, norms, status, size, and cohesiveness. Finally, it lists techniques for managing group dynamics such as listing, stacking, pacing, checking the process, and brainstorming.
Gru dyna
The document discusses various aspects of group dynamics and decision-making. It defines what a group is, the differences between groups and teams, and describes types of groups such as formal and informal groups. It also outlines Tuckman's five stages of group development, key dynamics that influence groups such as their composition, size, roles, norms and cohesiveness. Additionally, it discusses conditions that affect group behavior both externally from the organization and internally from within the group, and highlights advantages and disadvantages of group decision-making processes.
Group Dynamics and Effective Management of Teams
This document discusses group dynamics and the differences between groups and teams. It defines what makes a group, including having two or more people, common goals or identity, and members interacting with each other. Groups can be formal, created by management to achieve goals, or informal, formed from social interaction. Factors like resources, structure, processes, and tasks affect group behavior. The document provides examples of formal groups like command, task, and functional groups. Informal groups include interest and friendship groups. Turning a group into an effective team requires clear expectations, commitment, competence, control, collaboration, communication, creativity, and coordination among members.
Group cohesiveness
This presentation discusses group cohesiveness. It defines a group as two or more people who interact regularly to accomplish a common goal. Cohesiveness is the loyalty and commitment members feel toward the group. Attributes of a cohesive group include sharing goals, small membership, effective communication, and high loyalty. The presentation also covers task cohesion, social cohesion, factors that increase and decrease cohesiveness, and the relationship between cohesiveness and group performance.
Group and Team Works.
This document discusses work groups and teams. It defines formal and informal groups, and types of formal groups like command, task, problem-solving, and virtual teams. It also outlines the inputs, processes, and outcomes of work groups. Key inputs include member composition and roles. Important processes are developing group norms, cohesiveness, and going through stages of forming, storming, norming, performing, and adjourning. Positive outcomes can include enhanced performance, innovation, motivation, and competitive advantage.
Group Behaviour and Teams
This document discusses groups and teams in organizations. It defines formal and informal groups, and describes different types of each. Formal groups are created by management to accomplish goals, while informal groups arise naturally from common interests. The document also discusses key characteristics of groups like norms, roles, cohesiveness, and size. It then defines teams and contrasts them with groups, noting that teams are focused on collective performance of objectives. Different types of teams are outlined, including self-directed work teams, problem-solving teams, and cross-functional teams. Benefits of teams in organizations are listed as well.
Team
This document discusses groups and teams. It defines groups as two or more people who interact to accomplish goals or meet needs, while teams are groups whose members intensely work together towards a specific, common goal. Teams require more coordination and take time to form. The document outlines different types of formal and informal groups and teams in an organization. It discusses factors that impact groups like size, tasks, roles, leadership, conformity, and cohesiveness. It also covers intergroup relations, conflict management, and managing organizational change.
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Session 1 group and team
The document discusses group and team building. It covers topics like the concept of groups, types of groups, group structure, dynamics and development. It defines a group as two or more individuals interacting to achieve objectives. Groups are classified based on their psychology, formality, size and other factors. Reasons for group formation include security, status and goal achievement. Stages of group development include forming, storming, norming, performing and adjourning per Tuckman's model. Principles of group dynamics emphasize belonging, attraction and conformity to group norms.
Group Behavior in organisaations
The presentation explains about "What is Group?", Types of groups, "Why people join the groups", Properties of a group which covers roles, norms, status and cohesion in a group and how these properties effect behavior of individuals in groups.
And group behavior in Asian perspective.
For Further Details refer to the book of Stephen P. Robbins named as "Organisation Behavior".
Group and team dynamics
Definition, difference, stages of group development, types of group, team effectiveness, theories of group.
ppt of group dynamics
The document discusses group dynamics and provides information on key concepts such as what constitutes a group, types of groups, reasons people join groups, group structure, stages of group formation, and principles of group dynamics. It summarizes that group dynamics is concerned with the interactions between group members and the forces that influence their behavior within a social situation. The goal is to understand how groups develop and function, and their impact on individuals and the organizations they are part of.
Organizational Behaviour
This document discusses group behavior in organizations. It defines groups as two or more individuals interacting and interdependent to achieve objectives. Groups are classified as formal, defined by an organization's structure, or informal, which form spontaneously through interactions. People join groups for affiliation, status, goal achievement, security, and self-esteem. Groups go through forming, storming, norming, performing, and adjourning stages of development. Key group properties include roles, norms, status, size, and cohesiveness.
Copy of foundations group behavior
Groups are defined as two or more individuals interacting to achieve objectives. Groups go through stages of development including forming, storming, norming, performing, and adjourning. However, groups do not always progress linearly and can revert to earlier stages. Effective teams have a common purpose, specific goals, accountability, and manage conflict through a team charter outlining roles and responsibilities. Context, composition, and process influence team effectiveness.
Group and team
The document discusses groups, teams, and the difference between them. It defines a group as an assemblage of people who work together to achieve a common goal, while a team is a group that is collectively accountable for achieving a goal within a set time period. The key difference is that teams have interdependent members who share responsibility for outcomes, while groups have independent members who are individually accountable. The document also outlines stages of group development and provides examples of groups and teams.
Group and Team
This document provides an overview of teams and groups. It discusses key topics like group dynamics, team vs group, team composition, managing team performance, importance of groups, stages of group formation, and group structure. The stages of group formation discussed are forming, storming, norming, performing, and adjourning. Group structure is defined as including roles, norms, status, and cohesiveness. People join groups for reasons like security, status, self-esteem, power, and goal achievement.
Group Formation
GROUP FORMATION
By
Sunil Sunny
2nd MBA
GROUP
According to Stephen Robbins
“ A group may be defined as two or more individuals, interacting and interdependent, who have come together to achieve a particular objective.
Characteristics of a Group
1.Social Interaction
2.Stable Structure
3.Common Interest
4.Perceive Themselves As Part Of Group
Types Of Groups
1.Primary And Secondary Groups
2.Membership Groups and Reference Group
3.nterest Vs Friendship Groups
4.Formal and Informal Groups
5.Temporary And Permanent Groups
Stages Of Group Formation
1.Forming
2.Storming
3.Norming
4.Performing
5.Adjourning
Forming
1.Strong dependence on leader
2.A great uncertainty
3.Simple Ideas
4.Avoidance of serious topics
5.Minimum feedback
Storming
1.Strongly expressed views
2.Challenging other’s ideas
3.Challenging leadership, Authority and position
4.Withdrawal by some group members
5.Lack of collaboration, competing for control
6.High level of reacting or defending
Norming
1.Active listening
2.Shared leadership
3.Methodical systematic ways of working
4.Receptiveness to other’s ideas
5.Active participation by all
6.Conflict seen as mutual problems
7.Open exchange of ideas
Performing
1.High creativity
2.Openness and trust
3.Strong relationships
4.High achievement
Adjourning
Adjourning, is the break-up of the group, hopefully when their task is completed successfully, their purpose full filled
Recognition of and sensitivity to peoples vulnerabilities is helpful.
Why People Indulge In Groups
1.Companionship
2.Survival and security
3.Affiliation and status
4.Power and control
5.Achievement
Thanks
Group behaviour n dynamics
Group behavior refers to how people act in groups. People join groups for reasons like companionship, survival, status, power, or achievement. An effective group is productive, has good attendance, satisfied members, and a positive attitude. It also ensures members' well-being, opportunities for learning, and retention of human resources. Group dynamics examines how groups form and function through member interactions. An effective team accomplishes its goals, has interdependent members who share responsibility, and views itself as a unit of an organization. Key factors for effective team building include clear expectations, commitment, competence, control, collaboration, communication, creativity, and coordination.
Group behaviour and Team work
Group is defined as two or more people interacting and influencing each other, while a team is a group committed to a common goal for which members are mutually accountable. People join groups for security, status, self-esteem, affiliation, power, and goal achievement. Groups go through stages of forming, storming, norming, performing. High-performing teams have clear goals, defined roles, effective communication and feedback, while unproductive teams fail to meet goals, lack open communication, avoid conflict, and have dysfunctional meetings.
Group Dynamcs and Team Building
Importance of groups in organization, and Team Interactions in group, Group Vs Teams,
Team formation process, Stages of Group, Group Dynamics, Managing Team Performance & Team Conflicts.
How to build a good team? Team work & Team building Interpersonal skills – Conversation, Feedback, Feed
forward Interpersonal skills – Delegation, Humor, Trust, Expectations, Values, Status, Compatibility and their
role in building team
Group Cohesion - Summary
Short summary of the topic Group Cohesion - organizational psychology. What drives cohesion and what is the benefits, in short
Group formation
Group dynamics is concerned with the interaction of individuals in face-to-face relationships. There are two main types of groups: formal groups, which are deliberately created by management and have clear rules and roles; and informal groups, which form spontaneously among members and have flexible, unwritten rules. Factors like group structure, internal conditions, processes, resources, and external conditions all affect a group's performance. High performing groups have smaller sizes, agreed upon goals, time for members to bond, and rewards given to the group rather than individuals.
Managing groups and teams
This document discusses groups and teams, types of work teams like virtual teams, group dynamics including norms and cohesiveness, what it takes to be a team player in terms of personality, interpersonal skills, and management skills. It also covers challenges in creating team players when individual resistance or culture is strong. Tips for building productive teams include having a clear mission, setting goals, composing the right size and mix, delegating authority, and offering rewards. Characteristics of high-performing teams and how to improve team performance are also summarized.
Group Dynamics slides
This document summarizes key concepts of group dynamics and techniques for managing group dynamics. It defines a group as two or more people who share goals and interact with one another. It outlines stages of group development including forming, storming, norming, performing, and adjourning. It also discusses group structure involving roles, norms, status, size, and cohesiveness. Finally, it lists techniques for managing group dynamics such as listing, stacking, pacing, checking the process, and brainstorming.
Gru dyna
The document discusses various aspects of group dynamics and decision-making. It defines what a group is, the differences between groups and teams, and describes types of groups such as formal and informal groups. It also outlines Tuckman's five stages of group development, key dynamics that influence groups such as their composition, size, roles, norms and cohesiveness. Additionally, it discusses conditions that affect group behavior both externally from the organization and internally from within the group, and highlights advantages and disadvantages of group decision-making processes.
Group Dynamics and Effective Management of Teams
This document discusses group dynamics and the differences between groups and teams. It defines what makes a group, including having two or more people, common goals or identity, and members interacting with each other. Groups can be formal, created by management to achieve goals, or informal, formed from social interaction. Factors like resources, structure, processes, and tasks affect group behavior. The document provides examples of formal groups like command, task, and functional groups. Informal groups include interest and friendship groups. Turning a group into an effective team requires clear expectations, commitment, competence, control, collaboration, communication, creativity, and coordination among members.
Group cohesiveness
This presentation discusses group cohesiveness. It defines a group as two or more people who interact regularly to accomplish a common goal. Cohesiveness is the loyalty and commitment members feel toward the group. Attributes of a cohesive group include sharing goals, small membership, effective communication, and high loyalty. The presentation also covers task cohesion, social cohesion, factors that increase and decrease cohesiveness, and the relationship between cohesiveness and group performance.
Group and Team Works.
This document discusses work groups and teams. It defines formal and informal groups, and types of formal groups like command, task, problem-solving, and virtual teams. It also outlines the inputs, processes, and outcomes of work groups. Key inputs include member composition and roles. Important processes are developing group norms, cohesiveness, and going through stages of forming, storming, norming, performing, and adjourning. Positive outcomes can include enhanced performance, innovation, motivation, and competitive advantage.
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This document discusses groups and teams in organizations. It defines formal and informal groups, and describes different types of each. Formal groups are created by management to accomplish goals, while informal groups arise naturally from common interests. The document also discusses key characteristics of groups like norms, roles, cohesiveness, and size. It then defines teams and contrasts them with groups, noting that teams are focused on collective performance of objectives. Different types of teams are outlined, including self-directed work teams, problem-solving teams, and cross-functional teams. Benefits of teams in organizations are listed as well.
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This document discusses groups and teams. It defines groups as two or more people who interact to accomplish goals or meet needs, while teams are groups whose members intensely work together towards a specific, common goal. Teams require more coordination and take time to form. The document outlines different types of formal and informal groups and teams in an organization. It discusses factors that impact groups like size, tasks, roles, leadership, conformity, and cohesiveness. It also covers intergroup relations, conflict management, and managing organizational change.
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This document discusses group behavior and formation. It defines a group as two or more individuals interacting to achieve common goals, and lists reasons groups form like security, status, and goal achievement. It differentiates groups from teams, noting teams have common commitment beyond shared goals. The document outlines formal groups deliberately created by organizations, and informal groups that develop spontaneously. It also explains Tuckman's five stages of group development: forming, storming, norming, performing, and adjourning.
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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.
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This document summarizes key concepts related to group dynamics and organizational behavior. It defines groups and discusses their characteristics, purposes, types of groups including formal and informal groups. It also covers group development theories, structures, and cohesiveness. Regarding organizational behavior, it discusses models, the Hawthorne effect, elements, importance, and challenges. The research section summarizes a study on the impact of group dynamics on team performance and decision making.
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This document discusses groups and teams. It defines what a group is, including that it consists of two or more interacting people who may have common goals and identity. It also discusses group dynamics, formation, types of groups, and theories of group formation. It defines teams as small groups of people with complementary skills committed to a common purpose and goals. The document outlines the importance of teams and different types of teams including self-managed teams.
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This document discusses groups and teams in organizations. It defines groups and teams, and describes different types of groups like formal vs informal groups and task vs command vs interest groups. It also discusses characteristics that distinguish teams from groups. The document outlines factors that influence group dynamics and effectiveness, such as group size, task interdependence, roles, leadership, stages of group development, norms, conformity/deviance, and cohesiveness. It provides guidance for managers to motivate groups, reduce social loafing, and manage groups for high performance. Various group decision making techniques are also summarized.
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1. The document discusses different types of groups and teams in organizations, including formal vs informal groups, functional vs cross-functional groups, and command vs task groups.
2. It also covers factors that impact group performance like group size, composition, leadership, objectives, processes, roles, and norms.
3. Group processes include the stages of forming, storming, norming, performing, and adjourning. The document discusses appropriate management styles at each stage and the differences between managing groups vs leading teams.
Group and teams
This document discusses groups and teams. It defines a group as a collection of individuals who accept a common task and interact to accomplish it. Formal groups in organizations include command groups and task groups, while informal groups are friendship groups and interest groups. Groups go through stages of forming, storming, norming, performing, and adjourning. Key characteristics of groups include composition, status hierarchy, roles, norms, leadership, cohesiveness, and performance. Teams are more mature than groups and require interdependence, motivation, and commitment to goals. Effective teams have training, communication, empowerment, and rewards.
Teams and group dynamics
Teams are formed in companies for several reasons: to satisfy social needs, leverage diverse skills and perspectives, and achieve more than individuals can alone. Effective teams are greater than the sum of their parts because they promote communication, trust, and accountability among members to accomplish shared goals. High performing teams have clearly defined purposes and measure their success through collective work products rather than individual outputs. They encourage open problem solving and real work done together rather than just discussing tasks.
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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.
Group behaviour
Groups can be formal or informal, and consist of two or more individuals interacting to achieve goals. Formal groups include command, task, and committee groups defined by an organization's structure, while informal groups like friendships and interest groups are created by mutual consent. Groups develop over five stages from forming to adjourning. They have properties like roles that define expected behaviors, norms setting rules for behavior, and status representing esteem. Group behavior refers to the observable attitudes, feelings, and thoughts of a collection of people, guided by rules to develop cooperation and leadership skills while bringing benefits like constructive decision making and generating peace.
GROUP DYNAMICS.pptx
Group dynamics refers to the study of forces operating within a group. A group consists of two or more people who interact regularly, see themselves as a distinct entity, share common goals, and recognize themselves as a group. Groups can be formal or informal. Formal groups have clear structures and goals, while informal groups form spontaneously for social purposes. Groups contribute to organizations and individuals in various ways such as accomplishing tasks, creating new ideas, and satisfying social needs. Groups develop in stages such as forming, storming, norming, and performing. Techniques like brainstorming, nominal group technique, and Delphi decision making can improve group decision making. Effective teams are created by establishing a clear direction, having the right people,
How teams are made why teams are made
Emotional intelligence is a person’s ability to understand their own emotions, the emotions of others, and to act appropriately using these emotions.
Emotional intelligence never stops growing. Because we are always evolving as people, EQ is something that must be nurtured.
Group Dynamics PPT.pptx
This document discusses group dynamics and structure. It identifies reasons why people join groups such as security, status, and goal achievement. It outlines five stages of group development and critiques this model by noting that groups do not always progress linearly through the stages and multiple stages may occur simultaneously. The document defines group structure as a combination of roles, norms, conformity, behavior, status, social loafing, demography, and cohesiveness. It also discusses how group cohesiveness is affected by ability to work as a unit versus conflict. Finally, it distinguishes between groups and teams, noting that teams are specifically linked to achieve a common objective.
Group Behaviour.pptx
Here are the key indicators of the norming stage:
- Establishing roles and responsibilities
- Developing trust and cohesion
- Setting performance standards and expectations
- Reaching consensus on goals, priorities and ways of working
- Increased cooperation and collaboration
- Less interpersonal conflict
- Emergence of group identity and norms
The players start to understand each other better and develop trust. They agree on team rules and standards. Conflicts reduce as roles and responsibilities get defined. Team bonding and cooperation increases.
Foundations of Group behaviour
All aspects of groups are listed along with definition, reasons for joining groups, types of groups and properties
Group dynamics and Ethics
Group dynamics is the study of forces operating within groups that influence individual and group behavior. Understanding group dynamics helps increase a group's productivity by finding relationships within the group and how forces act on members. Groups develop norms, roles, relationships, and other dynamic processes that distinguish them from random individuals. Members must have a strong sense of belonging for the group to function effectively. Ethical responsibility is important both for individual members and the group as a whole.
Group activity
The document defines groups and their key characteristics such as interaction among members, common interests or goals, and members seeing themselves as part of the group. It discusses different types of groups including formal groups established by an organization, informal groups, and change membership groups. The types and purposes of formal and informal groups are described. Factors influencing why people join groups and the benefits of groups from an organizational perspective are also summarized. Stages of group development including forming, storming, norming, performing, and adjourning are outlined. Alternative theories of group development and some limitations of groups are mentioned. Key aspects related to group norms, tasks, cohesiveness, and increasing/decreasing cohesiveness are defined at a high level
OB.Group
Group is defined as two or more people who interact and influence each other to achieve common objectives. Key aspects of a group include having common goals, interdependence among members, and a sense of group identity. People join groups for reasons such as status, affiliation, security, and goal accomplishment. Group dynamics and processes, including norms, communication patterns, leadership, and tasks, determine group performance and member satisfaction.
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Organizational behaviour
- 1. INTERERSONALAND GROUP • A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.
- 2. REASON FOR JOINING THE GROUP • Member security • Socialization • Status identification • Getting the job done • Self esteem • Decision making • Affiliation • Communication • Power
- 3. TYPES OF GROUP Formal group A group created to serve organizational objectives GROUP Formal group Informal group Command group Task group Friendship groupInterest groupCommand group
- 4. Informal group A group created by its member for purposes that may or maynot be relevant to the organization’s goal. .
- 5. • Group structure It is composes of large size of group with formal leadership of main character.They have their different roles ,norms values and status in the society. Group Cohesiveness It is the degree in which group members are attracted to each other and motivated to stay in the group.
- 6. • Work Teams • It is a cooperative group whose individual efforts result in positive synergy through coordinated efforts. • Issues in managing work teams • As we know it is hard to manage the teams working in the organization due to the differences. So various activities are taken into consideration while managing the team like • Team Performance • Use of teams for TQM • Workforce diversity in Teams • Reinvigorating Teams • Social loafing