GROUP

Prof. KHAGENDRA
BULMIM,NEW DELHI
 What is GROUP?

• A group consists of two or

more persons who
interact with each other,
consciously for the
achievement of certain
common objectives.
 What is GROUP?

• A group is two or
more persons who
are interacting with
one another in such
a manner that each
person influences and
is influenced by each
other person.
• A group refers to a
collection of two or
more interacting
individuals with a
stable pattern of
relationships between
them ,who share
common goals & who
perceive themselves
as being a group.
 In short :group
• Two or more person .
• Common objectives.
• Influenced by each other person.
• Perceive themselves as being a group.
 Nature of Group
• The members of the group inter-
dependent and are aware that they are
part of group.
People must interact with each other.
• People must be psychologically aware of one
another.
• People must perceive themselves to be a
group.
• A feeling of belongingness & Feeling of
Security
Consent ,solving problems and
helping others.
Effective communication
Why do people join Groups?
 Security
 Status
 Self-esteem
 Affiliation
 Power
 Identity
&recognition
 Goal
accomplishment
 Other REASONS FOR GROUP
FORMATION

1. COMPANIONSHIP
2. SENSE OF IDENTIFICATION
3. SOURCE OF INFORMATION
4. JOB SATISFACTION
5. PROTECTION OF MEMBERS
6. OUTLET FOR FRUSTATION
7. PERPETUATION OF CULTURAL VALUES
8. GENERATION OF NEW IDEAS
 Identity “ Group”
My State

My Generation My Race/Ethnicity

My Company
My School
My Religion
My Team/Club
My Department
 Characteristics of Groups
 Norms: standard of behavior that
every member of the group is
expected to follow.
 Conformity: behavior or actions that
follow the norms.
 Cohesiveness: forming a united
whole
What is group dynamics ?

 Dynamics means a force from

organizational point of view.

 The social process by which people interact face to face

in small groups is called group dynamics.
Group dynamics is concerned with
the interaction of individuals in a
face to face relationship
Group Dynamic focus on teamwork where in small
groups are constantly in contact with each other
and share common ideas to accomplish the given
tasks.
Group Dynamic
 Types of groups:

Formal group Informal group

• Work group , task • Developed
force , committee and (spontaneously) by
quality of team. social interaction
• Decided by • Common interest ,
management language ,taste , caste
• Clear –cut authority ,religion , background
and responsibility etc.
relationships
 Other types of Group
1. Command Group : A group composed of the
individuals who report directly to a given
manger.
2. Task Group : People working together to
complete a job task
3. Interest Group : People working together to
attain a specific objective with which each is
concerned.
4. Friendship Group : people brought together
because they share one or more common
characteristics.
 Stages of Group Development
1. Forming : When members have begun to think of
themselves as part of group. (uncertainty ).
2. Storming: There will be a relatively clear hierarchy of
leadership within the group. (intragroup conflict)
3. Norming : When the group structure solidifies and the
group has assimilated a common set of expectations of
what defines correct member behaviour. (Close
Relationship & Cohesiveness).
4. Performing: Group energy has moved from getting to
know and understand each other to performing the
task at hand. (Fully Functional ).
5. Adjourning: The final stage in group development for
temporary groups ,characterized by concern with
wrapping up activities rather than task performance.
Stages of Group Development

E X H I B I T 8–2
E X H I B I T 8–2
 Determinants/properties of Group
Behaviors -1
2
5
Group
Member Group
1 Resources 4 Task
6

External Group
Processes Performance
Factors
3 &
Satisfaction
Group
Structure
 1.External Factors :
Determinants/properties of Group
Behaviors -2
• Corporate Strategy
• Organizational structure
• Rules and Regulations
• Organizational Resources
• Staffing Policies
• Appraisal
• Reward System
• Organizational Culture
• Physical work Environment such as lay out , interior
decoration , seating arrangement , temperature etc.
 2.Group Member Resources
Determinants/properties of Group Behaviors -3

• Abilities of members
( Intellectual abilities & Task relevant
Ability )
• Personality Characteristics
( sociability , self reliance , and
independence
Vs
Authoritarianism , dominance, and
manipulation )
 3.Group Structure :
Determinants/properties of Group
Behaviors -4
1. Leadership Role Relationship
2. Goals Role Set
3. Communication Role identity
Role perception
4. Role Relationship
Role Incongruence
5. Group Norms Role Expectations
6. Group Status Role Conflict
7. Group Size
8. Group Composition
9. Group Cohesiveness A set of expected behavior patterns
attributed to someone occupying a given
position in a social unit.
 Group Structure - Norms
Norms
Acceptable standards of behavior within a group
that are shared by the group’s members.

Classes
Classesof
ofNorms:
Norms:
•• Performance
Performancenorms
norms
•• Appearance/Behavioural
Appearance/Behavioural
norms
norms
•• Social
Socialarrangement
arrangementnorms
norms
•• Allocation
Allocationof
ofresources
resources
norms
norms
 Group Structure - Norms
(cont’d)
Conformity
Adjusting one’s behavior to align
with the norms of the group.

Reference Groups
Important groups to which
individuals belong or hope
to belong and with whose
norms individuals are likely
to conform.
 Group Structure - Norms
(cont’d)
Deviant Workplace Behavior

Antisocial actions by organizational

members that intentionally violate
established norms and result in negative
consequences for the organization, its
members, or both.
Typology of Deviant Workplace
Category
Behavior
Examples

Production Leaving early

Intentionally working slowly
Wasting resources
Property Sabotage
Lying about hours worked
Stealing from the organization
Political Showing favoritism
Gossiping and spreading rumors
Blaming coworkers
Personal Aggression Sexual harassment
Verbal abuse
Stealing from coworkers
Source: Adapted from S.L. Robinson, and R.J. Bennett. “A Typology of Deviant Workplace E X H I B I T 8–5
E X H I B I T 8–5
Behaviors: A Multidimensional Scaling Study,” Academy of Management Journal, April 1995, p. 565.
 Group Structure - Status
Status
A socially defined position or rank given to groups or
group members by others.

Group
GroupNorms
Norms

Group
GroupMember
Member
Status
StatusEquity
Equity Status
Status

Culture
Culture
 Group Structure - Size
Social Loafing
The tendency for individuals to expend less effort when
working collectively than when working individually.
Performance

Other
Otherconclusions:
conclusions:
g) • • Odd
Oddnumber
numbergroups
groupsdo
d

fin do
te

a better than even.

ec

lo better than even.

p

t o
Ex

e • • Groups
Groupsof of77or
or99perform
perform
(du better
better overall thanlarger
overall than larger
l
t ua or smaller groups.
or smaller groups.
Ac

Group Size
Group Structure - Composition
Group Demography
The degree to which members of a group share a
common demographic attribute, such as age, sex,
race, educational level, or length of service in the
organization, and the impact of this attribute on
turnover.

Cohorts
Individuals who, as part of
a group, hold a common
attribute.
 Group cohesiveness :
Determinants/properties of Group
Behaviors -7
• The degree of attachment of the members to
their group.
• Factors Influencing Group Cohesiveness
( nature of the group , size of the group , location
of the group , communication , Status of the
group , outside pressures , Inter-dependency ,
Leadership of the group , Success ,
Management behaviour )
Relationship Between Group
Cohesiveness, Performance
Norms, and Productivity

E X H I B I T 8–6
E X H I B I T 8–6
Group cohesiveness
Group Structure - Cohesiveness
Cohesiveness
Degree to which group members are attracted to
each other and are motivated to stay in the group.

Increasing
Increasinggroup
groupcohesiveness:
cohesiveness:
1.1. Make
Makethe
thegroup
groupsmaller.
smaller.
2.2. Encourage
Encourageagreement
agreementwith
withgroup
groupgoals.
goals.
3.3. Increase
Increasetime
timemembers
membersspend
spendtogether.
together.
4.4. Increase
Increasegroup
groupstatus
statusand
andadmission
admissiondifficultly.
difficultly.
5.5. Stimulate
Stimulatecompetition
competitionwith
withother
othergroups.
groups.
6.6. Give
Giverewards
rewardstotothe
thegroup,
group,not
notindividuals.
individuals.
7.7. Physically
Physicallyisolate
isolatethe
thegroup.
group.
 4.Group Process :
Determinants/properties of Group
Behaviors -5
• Group processes refers to the communication
patterns used by members group decision
processes , leader behaviour , power dynamics ,
conflict interactions
• Group processes are significant as they can
create out puts greater than the sum of their
inputs because of the effect of synergy.
• Group process refers “to the understanding of
the behavior of people in groups”.
 5.Group Tasks :
Determinants/properties of Group
Behaviors -6
 Group Tasks
• Decision-making
– Large groups facilitate the pooling of
information about complex tasks.
– Smaller groups are better suited to coordinating
and facilitating the implementation of complex
tasks.
– Simple, routine standardized tasks reduce the
requirement that group processes be effective
in order for the group to perform well.
 Group Decision Making
• Strengths • Weaknesses
– More complete – More time
information consuming (slower)
– Increased diversity of
– Increased pressure
views
to conform
– Higher quality of
decisions (more – Domination by one
accuracy) or a few members
– Increased acceptance – Ambiguous
of solutions responsibility
Group Decision Making (cont’d)
Groupthink
Phenomenon in which the norm for consensus
overrides the realistic appraisal of alternative course
of action.

Groupshift
A change in decision risk between the group’s
decision and the individual decision that member
within the group would make; can be either toward
conservatism or greater risk.
 Symptoms Of The Groupthink
Phenomenon
• Group members rationalize any resistance to the
assumptions they have made.
• Members apply direct pressures on those who
express doubts about shared views or who
question the alternative favored by the majority.
• Members who have doubts or differing points of
view keep silent about misgivings.
• There appears to be an illusion of unanimity.
 Group Decision-Making
Techniques
Interacting Groups
Typical groups, in which the members interact with
each other face-to-face.

Nominal Group Technique

A group decision-making method in which individual
members meet face-to-face to pool their judgments
in a systematic but independent fashion.
 Group Decision-Making
Techniques
Brainstorming
An idea-generation process that specifically
encourages any and all alternatives, while
withholding any criticism of those alternatives.

Electronic Meeting
A meeting in which members
interact on computers, allowing
for anonymity of comments and
aggregation of votes.
Evaluating Group Effectiveness
TYPE OF GROUP

Effectiveness Criteria Interacting Brainstorming Nominal Electronic

Number and quality of ideas Low Moderate High High

Social pressure High Low Moderate Low
Money costs Low Low Low High
Speed Moderate Moderate Moderate Moderate
Task orientation Low High High High
Potential for interpersonal conflict High Low Moderate Low
Commitment to solution High Not applicable Moderate Moderate
Development of High High Moderate Low
group cohesiveness

E X H I B I T 8–8
E X H I B I T 8–8
 Determinants/properties of Group
Behaviors -1
2
5
Group
Member Group
1 Resources 4 Task
6

External Group
Processes Performance
Factors
3 &
Satisfaction
Group
Structure
 Importance of Groups to the
Organization
• Filling in gaps in manager’s abilities.
• Solving work problems
• Better Coordination
• Channel of communication
• Restraint on mangers.
• Better relations
• Norms of Behaviour
• Save time & energy
• Effective work & result oriented
 Quality Circles
• A quality circle is a small group of
employees doing similar or related work
who meet regularly to identify , analyze,
and solve product-quality problems and to
improve general operations .
• The Concept of QC emerged from quality
control & quite popular in Japan .
• The Quality circles are relatively
autonomous units (ideally about 10
workers), usually led by a supervisor or a
senior worker and organized as work unit .
• The workers, who have a shared area of
responsibility ,meet periodically to discuss,
analyze and propose solutions to
ongoing problems.
 Objectives &benefits of QC
• Overall improvement of quality of products
manufactured by the enterprise.
• Improvement of production methods and
productivity of the enterprise
• Development of the employees who take
part in quality circles.
• Building high morale of employees by
developing team-work in the organization.
Problems in Implementation of QC
• Negative Attitudes
• Lack of Ability
• Lack of Management Commitment
• Non-Implementation of Suggestions
For the effective Implementation of
QC
• Commitment of top Management
• The Attitude of Managers and workers about
quality circles should be modified through
providing them necessary information about the
positive aspects of QC.
• Sufficient training
• Useful suggestions of QC should be duly
acknowledged and implemented by top
management.
• Sufficient publicity through notice boards and
company publications.
 Possible Questions
1. Define groups and give examples of different
type of group.
2. What are the five stages of group development?
3. Do role requirements change in different
situations? If so, how?
4. How do group norms and status influence
an individual’s behaviour?
5. How does group size affect group
performance?
6. What are the advantages and limitations of
cohesive groups?
 Questions & -Tell Answers
• What are the strengths and weakness of
Group (versus individual) decision Making?
• How effective are interacting,
brainstorming, nominal and electronic
meeting groups?
• Give reasons as to why you joined a
favourite group other than your family.
• What is the evidence for the effect of
culture on group status and social loafing?
How does diversity affect groups and their
effectiveness over time?
This is beginning ………………..