Name of Institution
Group
Name of Institution
• Group: Two or more indi interacting and
interdependent who have come together
to achieve particular objectives
Types of Group Name of Institution
• Formal –A designated work group defined by org.
structure
• Informal- a group that is neither formally structured nor
organizationally determined, appears in response to the
need for social contact
• Command – a group composed of indi who report
directly to a given manager
• Task – those working together to complete a job task
• Interest- those working together to attain a specific
objectives with which each is concerned
• Friendship- those brought together because they share
one or more common characteristics
Why people join group Name of Institution
• Security
reduce the insecurity of standing alone
people feel stronger
have fewer doubts
are more resistant to threat when part
of a group
Name of Institution
• Status
inclusion in a group that is viewed as
imp by others provide recognition and
status for its member
• Self esteem
Provide people with feeling of self worth
Being member of influential or powerful
group increase feeling of worth
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• Affiliation
Group can fulfill social needs
People enjoy the regular interaction that
comes with group membership
• Power
What cannot be achieved individually
often become possible through group
action
power in number
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• Group Achievement
Need to pool talents, knowledge or
power to achieve/accomplish a
particular task
Determinants of group Name of Institution
[Link] – acceptable standards of beh
within a group that are shared by the
group members
All groups have established norms,
its tell members what they ought and
ought not to do under certain
circumstances
Types of Norms Name of Institution
• Performance Norms- work group provide their
members with explicit cues on how hard they
should work, how to get job done, their level of
output etc.
Very powerful in affecting an indi employees to
performance can modify performance
• Appearance norms – includes things like
appropriate dress, loyalty to the work group or
org, when to look busy and when it is acceptable
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• Social arrangement Norms- these norms come
from informal work group and primarily regulate
social interactions within the group
Includes :with whom members eat lunch,
friendships on and off the job, social games etc
• Allocation of Resource Norms – covers up
pay, assignments of difficult jobs and allocation
of new tools and equipment
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• 2. Status- a socially defined position or rank
given to groups or group members by others
Determinants of status
A) Power a person wields over others
B) Person’s ability to contribute to a group goal
C) Indi personal characteristics- good looks,
intelligence, money, and friendly personality
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• [Link]
Small – faster at completing the task
Better at doing something productive
Better indi performance
Large
Good for fact finding
Good for gaining diverse input
In problem solving large group consistently get
better marks
Stages of group formation Name of Institution
• Forming stage
• First stage in group development
• Characterized by high uncertainty,
• There is uncertainty about groups purpose, structure,
and leadership
• Members are ‘testing the water’ to determine what types
of beh are acceptable
• Stage complete when members have begun to think of
themselves as part of the group
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• Storming
• The second stage, characterized by intragroup
conflict
• Members accept the existence of the group but
there is resistance to the constraints that the
group imposes on individuality
• There is conflict over who will control the group
• As the stage ends when there is relatively
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• Norming
• 3rd stage characterized by close relationship and
cohesiveness
• Close relationship develops and group
demonstrates cohesiveness
• A strong sense of group identity and
camaraderie
• Completes when group structure solidifies and
group has assimilated a common set of
expectation of what defines correct member beh
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• Performing
• 4th stage ,when group is fully functional
• Structure at this point is fully functional and accepted
• Group energy has moved from getting to know and
understand each other to perform the task at hand
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• Adjourning
• The final stage characterized by concern about wrapping
up activities rather than task performance
• Group prepares for its disbandment
• High task performance is no longer groups priority
attention towards wrapping up
• Mixed feeling experienced by group members
Cohesiveness Name of Institution
• Degree to which group members are attached to each
other and are motivated to stay in the group
• Sources of cohesiveness
Interaction
Threat
Cooperation
Shared goal
Attitude and values
Size – increase in size decreases cohesiveness
Status
Group leadership
Consequences of group Name of Institution
cohesiveness
Increase morale
Reduction in conflict
Better communication
Increase in productivity
Lower absenteeism
Reduction in work related anxiety
Ways to increase cohesiveness Name of Institution
• Make smaller group
• Encourage agreement with group goals
• Increase the status of the group and the
perceived difficulty of attaining membership in
the group
• Increase the time, members spend together
• Stimulate competition with other group
• Give rewards to group rather than to indi
members
• Physically isolate the group
Ways to decrease cohesiveness Name of Institution
• Induce disagreement on group goals
• Increase membership heterogeneity
• Restrict interaction among members
• Introduce dominating member
• Allocate rewards to individual rather than
to group
• Increase group size
High performanceTeam Name of Institution
• High-performance teams (HPTs) is a
concept within organization
development referring to teams,
organizations, or virtual groups that are
highly focused on their goals and that
achieve superior business results.
How to create high performing Name of Institution
Team
• Participative leadership – using a democratic leadership
style that involves and engages team members
• Effective decision-making – using a blend of rational and
intuitive decision making methods, depending on that nature
of the decision task
• Open and clear communication – ensuring that the team
mutually constructs shared meaning, using effective
communication methods and channels
• Valued diversity – valuing a diversity of experience and
background in team, contributing to a diversity of viewpoints,
leading to better decision making and solutions
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• Mutual trust – trusting in other team members and
trusting in the team as an entity
• Managing conflict – dealing with conflict openly and
transparently and not allowing grudges to build up
and destroy team morale
• Clear goals – goals that are developed using SMART
criteria; also each goal must have personal meaning
and resonance for each team member, building
commitment and engagement
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• Defined roles and responsibilities – each team
member understands what they must do (and what
they must not do) to demonstrate their commitment to
the team and to support team success
• Coordinative relationship – the bonds between the
team members allow them to seamlessly coordinate
their work to achieve both efficiency and
effectiveness
• Positive atmosphere – an overall team culture that is
open, transparent, positive, future-focused and able to
deliver success
Concepts in Group Name of Institution
• Social loafing
The tendency for indi to spend less effort when working
collectively than when working individually
Group performance increases with group sized but
addition of new members to the group has diminishing
return on productivity
Group think : a deterioration of mental efficiency, reality
testing and moral judgment which results from in–group
pressure