m Definition

m Features
m Need
m Types of groups
m Stages of group formation
m Group Structures
Formal Leadership
Group Norms
Group Cohesiveness
Group Roles
Group Status
Group Size
Group Composition
Group Decision making
m Two or more people in a unifying
relationship

m Combination of two or more people with

a purpose of achieving their common
and shared goals through their
integrated efforts.
m Combination of two or more people
m Individuals are motivated to come closer
physically or virtually
m They come closer to achieve their common
and shared goals
m Grp. members achieve their common goals
through integrated efforts
m Perceive the group as unified unit
m Members contribute different inputs in
different amounts towards achievement of
group goals
m Reach agreements and disagreements
through various forms of interaction.
m Theory of propinquity-geographical proximity
m Balance Theory ² similar attitudes
m Exchange Theory ² Reward cost outcomes
m Security
m Becoming a leader
m Goal attainment
m Status
m Affiliation
m Self-esteem
m Identity
m Empowerment
 GROUPS

FORMAL INFORMAL

COMMAND TASK COMMITTES INTEREST FRIENDSHIP REFERENCE

FORMING STORMING NORMING PERFORMING ADJOURNING
m Process of group model is characterised
by long periods of inertia , punctuated
with brief periods of activity.
m Helps to shape behaviour of people and
guide performance of groups

m FORMAL LEADERSHIP
m Acceptable standards of behaviour
within a group that are shared by
group·s members.
m Functions :
Predictive
Control
Relational
m Develop
- members bring past experience of
other groups in other organisations
- Primacy
- a critical incident in the life of an
organisation, sets a precedence
- Explicit statements
m Conformity : adjustment of employees
behaviour in accordance to the group
norms
m Is the degree to which group members
are attracted to each other and are
inspired and motivated to stay in a
group/or to remain members
m EFFECTS
Increased Morale
Increased Productivity
High Communication
Conformity
Less dysfunctional conflict
 COHESIVENESS
HIGH LOW
PERFOR-
MANCE
HIGH PERFORMANCE MEDIUM
HIGH PERFORMANCE
NORMS

LOW PERFORMANCE LOW PERFORMANCE

LOW
m INFLUENCES
- member similarity
- size
- member interaction
- somewhat difficult entry
- team success
- external competition and challenges
m NEGATIVE EFFECTS
Group think
Productivity
m TO ATTAIN ORGANISATIONAL GOALS
Emphasis on task accomplishment
Participative Management
Intergroup Competition
Disband the group
m Set of behaviour patterns attributed to
someone occupying a given position in
a social unit

m Expected Role/Role Expectation

m Percieved Role/Role Perception

m Enacted Role
m Role shift/Role identity

m Role Ambiguity

m Role Conflict
m Plant-solves difficult problems
m Coordinator-promotes decision making
m Monitor-sees all options
m Implementer-turns ideas into practice
m Completer-searches our errors
m Resource Investigator-explores oppr.
m Shaper-drive & courage, overcomes obstacles
m Team worker-listens, averts friction
m Specialist-provides knowledge in rare supply
m Is a socially defined position or rank
given to group or group members by
others.
m Ascribed ² Achieved
m Scaler ² Functional
m Positional ² Personal
m Pay
m Age & Seniority
m Method of Pay
m Working Conditions
m Status In congruency-disagreement
about individual·s status

m Status Discrepancy-doing things that do

not accord with their status
m Optimal size depends upon
no. of people required to complete
the work
amount of coordination needed to
work together

m Social Loafing : Tendency for individuals

to expend less effort when working
collectively than when working
individually
m Heterogeneous groups

m Group Demography
m Simple & Complex tasks

m Social Facilitation : the tendency for

performance to improve or decline in
response to the presence of others.