Explain the meaning of 6 variables in the workgroup model and explain how those
variables link to the group process and performance.
Meaning
External External Conditions means conditions
conditions which affect or are likely to affect the
construction of the organization
including without limitation.
The strategy of the business, its rules
and regulations, its culture, the
physical work environment, and the
staff selection process are all
examples of external conditions.
Group A group’s potential level of
resources performance is, to a large extent,
dependent on the resources that its
How it links to the group process and
performance.
External conditions imposed from the
outside have an impact on any
organization.
- Authority Structures
Organizations have authority structures that
define who reports to whom, who makes
choices, and what decisions groups may
make. This structure often establishes the
formal leader of a specific work group, as
well as formal relationships between
groups, in the organization hierarchy.
- Formal Regulation
To control employee behavior,
organizations create guidelines, processes,
policies, and other types of regulations.
The more formal regulations that the
organization imposes on all of its
employees, the more consistent and
predictable the behavior of the work group
members will be.
Knowledge, Skills, & Abilities: set the
parameters for what members can do and
how effectively they will perform in a
 members individually bring to the
group.
Group Groups are not unorganized mobs.
structure They have a structure that shapes the
behavior of members. A group
comprises a number of individuals and individual behavior within the group as
has a well-defined structure.
Group task - The task in which the group is
engaged will influence the end result,
group processes, the degree, and
nature of interdependence of group
members.
- Classification of tasks: 3 types
+ Clearly defined production
tasks
+ Cognitive or intellective tasks
+ Creative idea
generation/decision-making
group.
Personality Characteristics: the magnitude
of the effect of any single characteristic is
small, but taking personality characteristics
together, the consequences for group
behavior are of major significance.
Groups have structures that shape the
behavior of their members and make it
possible to predict and explain the
well as the performance of the group as a
whole.
Understand the relationship between group
cohesiveness, performance norms, and
productivity - Highly cohesive groups with
high-performance norms are the best
Intellective tasks are problem-solving
tasks with a correct answer, whereas
decision-making tasks are involved
with reaching consensus on the best
solution to a problem. A workgroup with
potentially high process losses might still
be effective in simple
routine production tasks, group processes,
but if they are involved in a problem-
solving task, might suffer the negative
effects of those more important process
 tasks
Group The group process like:
process communication patterns, decision
process and reactions to conflict,
cause a failure in meeting the group’s
potential, the group suffered a process
loss.
+) Group think: group consensus is
more important than other courses of
action
+) Social floating: will do less because
someone else will do my job
When group efforts exceed that of
individual members, we have a
process gain of a synergy
activities
All groups go through 5 stages, but not
necessarily in sequence:
- Forming
The first stage in the life of a group is
concerned with forming a group. This stage is
characterized by members seeking either a
work assignment (in a formal group) or
another benefit, like status, affiliation, power,
etc. (in an informal group). Members at this
stage either engage in the busy type of activity
or show apathy.
- Storming
The next stage in this group is marked by the
formation of dyads and triads. Members seek
out familiar or similar individuals and begin a
deeper sharing of self. Continued attention to
the subgroup creates a differentiation in the
group and tensions across the dyads/triads may
appear. Pairing is a common phenomenon.
There will be conflict about controlling the
group.
- Norming
The third stage of group development is
marked by a more serious concern about task
performance. The dyads/triads begin to open
up and seek out other members of the group.
Efforts are made to establish various norms for
task performance.
Members begin to take greater responsibility
 for their own group and relationship while the
authority figure becomes relaxed. Once this
stage is complete, a clear picture will emerge
about the hierarchy of leadership. The norming
stage is over with the solidification of the
group structure and a sense of group identity
and camaraderie.
- Performing
This is a stage of a fully functional group
where members see themselves as a group and
get involved in the task. Each person makes a
contribution and the authority figure is also
seen as a part of the group. Group norms are
followed and collective pressure is ‘exerted to
ensure the Process of Group effectiveness of
the group.
- Adjourning
In the case of temporary groups, like project
team, task force, or any other such group,
which have a limited task at hand, also have
the fifth stage, This is known as adjourning.
The group decides to disband. Some members
may feel happy over the performance, and
some may be unhappy over the stoppage of
meeting with group members. Adjourning may
also be referred to as mourning, i.e. mourning
the adjournment of the group.

Group A group comprises a number of In fact most of the group activities require
composition individuals with varied qualities and a variety of skills and knowledge. As far as
characteristics. group composition is concerned, a group
may be homogeneous or heterogeneous.
Homogeneous groups are those which are
composed of similar individuals, similar in
terms of personality, age, gender,
experience, knowledge etc.