Comilla University

Assignment on:
“Group”

Course Title: Organizational Behaviour (OB). Course Code: PA-321

Submitted to:
Dr. Mohammad Razaul Karim
Associate Professor, Public Administration
Comilla University

Submitted by:
Md. Sohel
Class ID: 11803022
Session: 2017-18
Public Administration
Comilla University

Submission Date: 26-12-2021

 Acknowledgment
I would like to express my heartiest gratitude to my course teacher Dr. Mohammad Razaul
Karim, Associate professor of Public Administration, Comilla University who encouraged me to
complete the assignment and provided support regarding the topic, ‘Group’.

I am grateful enough to the Almighty for making this assignment possible. Moreover, I would
like to give my cordial thanks and wholehearted gratitude to all for facilitating me with guidance
and advice to complete my assignment.
Abstract

From birth, the human being is a social being who survives as part of a group in every aspect of
existence. A group is a community made up of one or more people who engage with one another
in order to achieve a common purpose. Within the organization, groups are formed formally and
informally at various times and for various purposes. Those groups have both detrimental and
positive effects on the structure and function of the organization. The influence of group
behaviors within companies is examined conceptually in this study, which examines the group
notion in organizations. The five stages of group development that go through are: forming,
storming, norming, performing, and adjourning. There are various techniques involved in
decision making, e.g., interacting groups, brainstorming, nominal groups, Delphi groups,
electronic meetings, and dialectics, which are described and discussed.

Keywords: Group, Team, Organization, Group Decision Making Techniques, Class

Representative, Group Development, Group Work, Team Work.

Table of Figure

Figure 1. Types of Groups.

Figure 2. Stage of Group Development.

Figure 3. Dialectic Decision Methods.

Figure 4. Nominal Group Technique.

Figure 5. Types of Teams

Figure 6. Team Work & Group Work.

Figure 7: Team Work.

Contents
Introduction.................................................................................................................................................4

Concept Of Group.......................................................................................................................................4

Types of Group............................................................................................................................................4

Stage of Group Development......................................................................................................................5

Group Decision Making..............................................................................................................................7

As a class representative,.............................................................................................................................9

Concept of Team.......................................................................................................................................11

Types of Team...........................................................................................................................................11

Team Work & Group Work...................................................................................................................11

Conclusions...............................................................................................................................................13

Reference...................................................................................................................................................14
Introduction
Groups and teams are two different things. A group is defined as consisting of two or more
individuals who interact with each other and who are interdependent. They come together to
achieve a particular objective. A work group is one that primarily interacts to share information
and make decisions to help each other in their area of responsibility. Usually, such work groups
are not engaged in collective work requiring joint efforts, but their performance as a group is the
sum total of each group member’s individual contributions. Humans are the only creatures that
live in groups, so they must communicate, collaborate, and interact in order to thrive. This
cooperation and contact take place in the community's formal and informal groupings (Saim et
al., 2015).

Concept Of Group
The term, group, used in the daily language, defines “to become plural” in the most general
sense. We use the term "group" to describe two or more people who join together and engage
with one another in order to achieve a common purpose. In social psychology and sociology, the
term "group" is defined in a variety of ways (Saim et al., 2015). According to those definitions,
the conditions such as joint norms, joint goals and feeling themselves as a group are suggested in
order that the crowd becomes a group (Monique & Michael, 2015).

The definition of the group is stated as an individual community that is in regular interaction
with each other and has common values or norms regulating their behaviors in various statuses
or roles (Kreitner & Kinicki, 2012).

Types of Group
There are many ways of classifying groups. A key difference exists between formal groups,
which are established by the organization and have a public identity and goal to achieve, and
informal groups, which emerge on the basis of common interests, proximity, and friendships
(Newstrom, 2007).

We deal with many different group types within the organization. Those are formal, informal,
task and control group types, as well as interest and friendship groups.
 Figure 1. Types of Group.

1. Formal Group:

Formal Group means that the group is formed by the organization and the limits of subject,
which the group will discuss, are determined. Another fundamental distinction is between two
types of formal groups. Some have a relatively temporary life; they are created to accomplish a
short-term task group and then command group.
2: Informal Group:

Informal Group means the groups that are formed in order to meet the social needs and their
goals are not determined (Judge & Stephen, 2013). Informal groups may emerge through simple
factors such as location or may be formed due to factors which are difficult to understand, such
as satisfying the certain needs of some individuals (Robbins & Judge, 2010).

Stage of Group Development

A group does not form in an appropriate style from the very first time. It has to pass in a
sequential way for the utmost development. This sequential way was developed by Bruce
Tuckman (1965). The model describes four linear stages, which are forming, storming, norming,
and performing. A group will go through its unitary sequence of decision-making. "Adjourning"
was added in 1977 when a new set of studies were reviewed.

The stages of group development are described in the diagram below-

 Figure 2. Stage of Group Development.

1. Forming Stage:

The first stage, the forming stage, is characterized by a great deal of uncertainty about the
group’s purpose, structure, and leadership. Members "test the waters" to determine what types of
behaviors are acceptable. This stage is complete when members have begun to think of
themselves as part of a group.

2. Storming Stage:

The storming stage is one of intragroup conflict. Members accept the existence of the group but
resist the constraints it imposes on individuality. There is conflict over who will control the
group. When this stage is completed, there will be a relatively clear hierarchy of leadership
within the group.

3. Norming Stage:

In the third stage, close relationships develop and the group demonstrates cohesiveness. There is
now a strong sense of group identity and camaraderie. This norming stage is complete when the
group structure solidifies and the group has assimilated a common set of expectations for what
defines correct member behavior.

4. Performing Stage:

The fourth stage is performing. The structure at this point is fully functional and accepted. Group
energy has moved from getting to know and understanding each other to performing the task at
hand. For permanent work groups, performing is the last stage in development. 

5. Adjourning Stage:
However, for temporary committees, teams, task forces, and similar groups that have a limited
task to perform, the adjourning stage is for wrapping up activities and preparing to disband.
Some group members are upbeat, basking in the group’s accomplishments. Others may be
depressed over the loss of camaraderie and friendships gained during the work group’s life
(Robbins & Judge, 2015).

Group Decision Making

In organizations, groups are commonly utilized to solve problems or make decisions. Almost all
businesses, institutions, hospitals, university and schools use decision-making groups, which are
commonly referred to as committees. Committees improve the likelihood that those who must
accept and implement a decision will do so. If you've served on a committee and contributed
actively to its deliberations, you're more likely to see that its choices are followed through on and
to go above and beyond to ensure that they work. As a result, committees' popularity might be
attributed to their capacity to make and implement good choices. The benefits of making
decisions as a group do not come without a price. Two significant phenomena affect a group's
ability to evaluate alternatives and reach decision solutions.

There are various techniques involved in decision making, e.g., interacting groups,
brainstorming, nominal groups, Delphi groups, electronic meetings, and dialectics, which are
described and discussed.

1. Interacting Group Decision Making:

Interacting groups are the most typical kind of group decision-making. Members meet face-to-
face and converse using both verbal and nonverbal communication. However, as we saw in our
examination of groupthink, interacting groups frequently censor themselves and press individual
members into conformity with their view. Brainstorming and the nominal group technique can
help to alleviate some of the issues that come with traditional interacting groups (Robbins &
Judge, 2015).

2. Brainstorming:

In a typical brainstorming session, a half-dozen to a dozen people sit around a table. The group
leader states the problem in a clear manner so all participants understand. Members then
freewheel as many alternatives as they can in a given length of time. To encourage members to
“think the unusual,” no criticism is allowed, even of the most bizarre suggestions, and all ideas
are recorded for later discussion and analysis (Robbins & Judge, 2015).

It is built around four basic guidelines for participants:

 Generate as many ideas as possible.

 Be creative, freewheeling, and imaginative.
  Build upon (piggyback), extend, or combine earlier ideas.
 Withhold criticism of others’ ideas (Newstrom, 2007).

3.Nominal Group Technique:

The nominal group technique, as the name implies, limits debate and interpersonal
communication during the decision-making process. As in a regular committee meeting, all
members of the group are physically present, yet they act independently (Robbins & Judge,
2015).

A nominal group exists in name only, with members having minimal interaction prior to
producing a decision. Here are the steps that nominal groups often follow:

 Individuals are brought together and presented with a problem.

 They develop solutions independently, often writing them on cards.
 Their ideas are shared with others in a structured format.
 Brief time is allotted so that questions can be asked—but only for clarification.
 Group members individually designate their preferences for the best alternatives by secret
ballot.
 The group decision is announced (Newstrom, 2007).

4. Delphi Group Technique:

The Delphi method also protects participants' confidentiality and prevents hostility by avoiding
face-to-face engagement. Questionnaires are used in the standard Delphi implementation, and
each member of the group responds anonymously. Although the benefits of group synergy are
compromised in the process, the absence of group discussion avoids voice dominance by
position or persuasiveness and decreases group pressure to conform. A cumulative Delphi
technique builds on the questionnaire approach by distributing "knowledge packets" that
gradually capture group member input and group consensus (Schmoldt & Peterson, 2000).

5. Dialectic Decision Methods:

Some face-to-face decision-making groups converge on one option too soon while ignoring
others. It's possible that the participants' insufficient assessment of possibilities reflects either
their distaste for meetings or their unwillingness to raise and confront difficult concerns. The
dialectic decision method (DDM), which may be traced back to Plato and Aristotle, provides a
solution to these issues. The steps of DDM are portrayed in Figure 3 (Newstrom, 2007).
 Figure 3. Dialectic Decision Methods.

As a class representative, I will follow the Nominal Group Decision-making Technique

As a class representative, I shall adhere to the nominal group technique because any decision will
be based on the nominal group technique's opinion. We can plan our midterm tests or one of the
activities as a class representative with the input of all of the students in the class.

Figure 4. Nominal Group Technique.

An Nominal Group Technique (NGT) is a structured brainstorming technique for generating a

high number of ideas about a topic while guaranteeing that all members of the group participate
equally in the development of ideas (Islam, 2010).

Nominal Group Technique is used to not only produce a vast number of ideas but also prioritize
them, allowing the ideas with the most votes to be chosen. It's possible that a batch will have
many issues. NGT is typically used to identify problems and develop solutions to them. This
method is especially beneficial for groups who aren't used to engaging, groups that are frequently
excited, or groups where status inequalities may prevent free conversation.
Some preparation is required for the NGT application. To begin with, assemble a team of seven
to ten people who are expected to be familiar with the problems being discussed during the
meeting. It is beneficial for people to come from various backgrounds. A U-shaped table should
be placed in the center of the room. There should also be a marker board, a marker pen, and
several pieces of paper available. Those who are anticipated to have prior experience leading or
participating in nominal group (NG) sessions might choose this nominal group technique. A
class representative, on the other hand, is a neutral figure who is expected by all students, and he
is not required to instruct all members of the class to make a firm decision. The facilitator's
ability to facilitate an NGO session is critical to its effectiveness.

As a class representative, the following are the six steps of the Nominal Group Technique:

1. At the start of the meeting.

2. In writing, the silent generation of ideas.
3. Round-Robin recording of ideas.
4. There will be a series of conversations on the topics.
5. The most important suggestions will be chosen by a vote.
6. Discussion of the chosen concepts.

For a successful Nominal Group session, the following rules should be observed:

1. There will be no criticism of anyone's ideas.

2. There will be no assessment of anyone's ideas.
3. Come up with as many ideas as you can.
4. Modifying and combining ideas.
5. Input anonymity.

The NGT is simply a "nominal" group, as its name implies, because there is no contact among
group members and the rating of ideas is done on an individual basis.

Some of the benefits of the technique are:

1. Members' participation is evenly distributed.

2. More creative ideas are generated than in interactive groups.
3. Traditional interactive groups generate a smaller number of ideas.
4. A prioritization technique for selecting the greatest ideas.
5. Problems that occur frequently in face-to-face meetings are minimized.
6. There is a stronger sense of accomplishment on the part of the participants.
Concept of Team
We believe that teams will become the primary unit of performance in high-performance
organizations. A team is a group of individuals who collaborate to achieve a common goal.
Teams have a set of activities to participate in and a defined membership (which might be huge
or small). People on a team work on a set of connected tasks that must be completed in order to
achieve a goal. Each team member is accountable for their contributions, but the group as a
whole is accountable for the team's success.

Types of Team
A team is defined as a group of individuals who execute interdependent tasks in order to achieve
a common goal or mission.

Teams can create products, provide services, negotiate contracts, plan projects, provide advice,
and make decisions. Problem-solving teams, self-managed work teams, cross-functional teams,
and virtual teams are the four common forms of teams in organizations described in this section
(see Figure 5). Then we go over multiteam systems, which employ a "team of teams" and are
becoming more common as work becomes more complex (Robbins & Judge, 2015).

Figure 5. Types of Team

Team Work & Group Work

Although some scholars distinguish teams work and groups work, we make no such distinction
and use the terms interchangeably. Others distinguish dyads or triads from larger teams. Work
teams and groups come in a variety of types and sizes, cutting across different contexts,
functions, internal processes, and external linkages. However, several features provide a
foundation for a basic definition.

Work teams and groups:

a) are made up of at least two people,

b) share one or more common goals,
c) interact socially,
d) exhibit task interdependencies,
 e) maintain and manage boundaries, and
f) They are embedded in an organizational environment that establishes limits, constrains
the team, and shapes interactions with other parts of the company (Kozlowski & Bell,
2003).

Whereas we can think of a team work as a subset of a group work, the team is constructed to be
purposeful (symbiotic) in its member interaction. The distinction between a group work and a
team work should be kept even when the terms are mentioned interchangeably in differing
contexts. Figure-6 highlights the differences between groups work and teams work.

Figure 6. Team Work & Group Work.

I will support team work

I support teamwork because all the members of the team work and help each other. Teamwork
always thinks positively. And all the members of the team help their colleagues, and when
someone is in danger, everyone comes forward.

We view teams from an organizational systems perspective. Teams are embedded in an open yet
bounded system composed of multiple levels. This broader system sets top-down constraints on
team functioning. Simultaneously, team responses are complex bottom-up phenomena that
emerge over time from individual cognition, affect, behavior, and interactions among members
within the team context. Based on this perspective, we assert that four conceptual issues are
critical in efforts to investigate and understand work teams:

1. task or workflow interdependence,

2. contextual creation and constraint,
3. constrainmultilevel influences, and
4. temporal dynamics.
Finally, time is an important of work teams. Teams have a developmental lifespan; they form,
mature, and evolve over time. Team constructs and phenomena are not static. Many, indeed,
most team level phenomena (e.g., collective efficacy, mental models, performance) emerge
upwards from the individual to the team level and unfold via complex temporal dynamics that
include not only linear, but also cyclical, and episodic aspects. Although time is explicitly
recognized in models of team development, it is largely neglected in many other areas of team
research; yet time is relevant to virtually all team phenomena. It is impossible to understand team
effectiveness without paying attention to the processes that unfold over time to yield it.

Figure 7: Team Work.

Role of Team Leader

 Give feedback & resolve conflict.

 Help to keep team focused on the mission despite personality conflict, work style
difference and blockages by interpersonal conflict.
 Build trust and inspire teamwork.
 Coach team members and group members toward higher levels of performance.
 Facilitate and support the team decisions.
 Expand the teams’ capabilities.
 Create a team identity Anticipate & influence change.
 Inspire the team toward higher levels of performance.
 Enable & empower group members to accomplish their work.
 Encourage team members to eliminate low-value work.

Conclusions
In the industry, tiny work groups are sometimes referred to as "informal groups." There is no
official position that can be allocated to them within the organization's management process. In
order to protect objective integrity, the optimal composition of formal and informal organizations
is the establishment of informal systems that will maintain group attachment and teamwork with
the predominantly dominant formal system. The performance of teams can then be improved by
team-building programs, collaboration, and effective leadership, as well as by taking into
consideration functional, demographic, or cultural diversity, as well as global challenges, while
forming teams. Groups are frequently used in businesses to address problems or make decisions.
Almost every business, institution, hospital, university, and school uses decision-making groups,
also known as committees. Interacting groups, brainstorming, nominal groups, Delphi groups,
electronic meetings, and dialectics are examples of decision-making approaches that are reported
and explored.

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