Two or more individuals who mutually influence one another through social interaction (Forsyth, 1990) Corporate giants like Toyota, Motorola, General Mills and General Electric were the first to use groups. Today, most organizations form different types of groups to achieve specific results Harold H. Kelley and J.W. Thibaut define a group as a collection of individualsthe members accept a common task, become interdependent in their performance, and interact with one another to promote its accomplishment.

Members engaged in frequent interaction Those involved define themselves as group members Others define members as belonging to a particular group They share common norms and mutual interests They identify with one another and share values They feel a sense of collective responsibility They act in a unified way towards the organization

Formal Group

Informal Group

A designated work group defined by the organizations structure. These groups are structured and created to fulfill the organizational goals. These groups usually have specific targets, well defined roles to perform, well organized norms and regulations

A group that is neither formally structured nor organizationally determined; rather it appears in response to the need for social contact Greatly influences the behavior of their members and therefore determine their productivity

Command groups - composed of a manager and the employees, who report directly to a manager. The relationship is instruction or command focused which flows from the top level to the bottom Task Groups - Those working together to complete a job or task. Here the focus is on the actions or tasks they perform together Committee A specialized group consisted of employees who have been chosen or elected to carry out some crucial functions. For e.g. the grievance committee, vigilance committee etc There are basically two types of committees standing committees and ad hoc committees. Standing committees are permanent in nature and are formed by the standing orders, bylaws, rules and regulations of an organization. Ad hoc committees are committees which are constituted for a short-term to serve a specific purpose

The purpose and the authority structure of the committee should be properly defined. The tasks, responsibilities and deadlines should be clearly specified. The manner of reporting should be clearly defined. The role of each committee member should be clearly specified. The term of office for the committee members as well as the method of recruitment should be clearly specified. The method of selection of committee members and the budget for the committee should be established. The resources needed for the achievement of the goals of the committee should be determined. A reward and recognition scheme should be designed to motivate the members

The informal groups are created independently by colleagues regardless of position, actual job in the organization or age. They have no officially installed leaders rather leadership is earned either through contribution to the group, experience or even influence in the group. Power in the informal group therefore could change rapidly from person to person depending on how much the group respects influence within their members. Informal groups are encouraged but controlled in most organizations so as to promote employee job satisfaction in the organizations environment. Most of these groups are usually monitored by the organizations so the discussions or actions dont negatively affect the organizations

Friendship Groups People of similar characteristics, interests, value systems, and beliefs usually form close bonding with each other. Sometimes within a big friend circle cliques are formed between some individuals who are very close to each other Interest Group - Those working together to attain a specific objective with which each is concerned consists interest group. Their relationship is centered on their common interest and activities associated with them. For e.g. cultural group within the organizations. Sometimes memberships are formed on the basis of common interest. In membership groups the members are expected to remain active for the protection of each others interest. They may even enjoy certain benefits by the virtue of being member of those groups Reference Groups These groups act as reference points for comparisons. Sometimes, employees perceive them as role models and strive to achieve them. Some other times these groups are used as negative examples and people find pleasure in criticizing them and feel relaxed by believing that they are better than those employees

Prevent organizational change Role conflict Increased scope for rumors Pressure to conform to group norms

If the management underplays the importance of the informal groups, these groups are likely to generate a lot of internal conflicts and cause problems for the organization Management should try to blend together both the formal and informal groups Must Adopt a positive attitude towards it, and try to obtain the direct or indirect cooperation of the informal group

1. 2. 3. 4. 5.

Forming Stage Storming Stage Norming Stage Performing Stage Adjourning Stage

Highly influenced by emotional factors and interpersonal relationships between the members. Uncertainties regarding norms, leadership role, various positions, power conflict between the members etc are prevalent in this stage. Members are unsure about the accepted. Members vaguely develop a sense of belongingness with the group

The polite stage in which the team starts to form. Everyone is trying to figure out what the team concept is. Initial silent leaders may take the rein The team is usually positive for the most part for the initial meetings. No one has offended anyone at this point yet!

Excitement, anticipation, and optimism. Pride in being chosen for the project. A tentative attachment to the team Suspicion and anxiety

about the job. Defining the tasks and how they will be accomplished. Determining acceptable group behavior. Deciding what information needs to be gathered. Abstract discussions of the concepts and issues, and for some members, impatience with these discussions. There will be difficulty in identifying some of the relevant problems

Interpersonal conflicts arise and differences of opinion about the group and its goals will surface The honeymoon is over. The silent leaders may be clashing for control of the group. People disagree and may blame the team concept, saying it doesnt work. Management needs to do a lot of coaching to get people to work past their differences Usually the highly committed members who focus more on the goal of the group not on the interpersonal relationships survive the blows of this phase and stay back.

Resisting the tasks. Resisting quality improvement approaches suggested by other members. Sharp fluctuations in attitude about the team and the project's chance of success. Arguing among members even when they agree on the real issues. Defensiveness, competition, and choosing sides. Questioning the wisdom of those who selected this project and appointed the other members of the team. Establishing unrealistic goals. Disunity, increased tension, and jealousy

Formal and informal procedures are established in delegating tasks, responding to questions, and in the process by which the group functions The team is starting to work well together, and has turned around from the stormingphase. They may start to brag up the team concept to others who arent in the team and will be very positive about their role/team group. Often, the team will bounce back and forth between storming and norming when issues crop up. The natural leaders at this stage may not be the ones who were visible in stages 1 & 2 (those people may no longer have the unofficial lead roleswithin the team

An ability to express criticism constructively. Acceptance of membership in the team. An attempt to achieve harmony by avoiding conflict. More friendliness, confiding in each other, and sharing of personal problems. A sense of team cohesion, spirit, and goals. Establishing and maintaining team ground rules and boundaries

This is the level where the team is a highperformance team They can be given new projects and tasks and accomplish them successfully, and very seldom fall back into the storming phase At this level, the team is taking on new work on their own, and selling it to other team The team can usually take on a new member or two with little trouble as far as regressing goes They are a complete self-directed team and require little, if any, management direction In many organizations, this can take 6 months or longer to reach this state this stage

Members have insights into personal and group processes, and better understanding of each other's strengths and weakness Constructive selfchange Ability to prevent or work through group problems. Close attachment to the team

Adjourning is the end of the task and disengagement from relationships A planned conclusion usually includes recognition for participation and achievement and an opportunity for members to say a personal thank you or goodbye Ending a group can create some fear - in effect, a minor crisis Many organizations and groups have a wrap up party, or a graduation ceremony to mark this stage The team briefs and shares the improved process during this phase. When the team finally completes that last briefing; there is always a bittersweet sense of accomplishment coupled with the reluctance to say goodbye. Many relationships formed within these teams continue long after the team disbands

Formal Leadership Roles (A set of expected behavior patterns attributed to someone occupying a given position in a social unit) Role identity (Certain attitudes and behaviors consistent with a role) Role perception (An individuals view of how he or she is supposed to act in a given situation) Role expectations (How others believe a person should act in a given situation) Psychological Contract (An unwritten agreement that sets out what management expects from the employee and vice versa) Role Overload(To many roles to perform within a perceived short time) Role Ambiguity (Difficulty to understand exactly what is expected) Role conflict (A situation in which an individual is confronted by divergent role expectations.

Norms (Acceptable standards of behaviorwithin a group that are shared by the groups members) Performance Related Norms(Norms pertaining to performance related processes which suggests how to get the work done) Appearance norms (Norms regarding dress code and other rules associated with appearance) Norms pertaining to informal social arrangements (Sitting arrangements, work stations, rules regarding lunch breaks, etiquettes etc) Norms that regulate the allocation of resources(pay, assignment of new jobs etc)

Status (A socially defined position or rank given to groups or group members by others) Size (Number of members involved in the group and the possibilities of forming sub-groups) Composition (Combination of various members from their respective background) Cohesiveness (Degree to which group members are attracted to each other and are motivated to stay in the group)

Change in a person's behavior or opinions as a result of real or imagined pressure from a person or a group of people. Conforming is acting at odds with one's beliefs or perceptions because others are acting that way

Situational Factors Groups cohesiveness Ambiguous situation Rewards and punishments (normative pressure) wish to avoid punishment (rejection, ridicule, embarrassment); wish to gain acceptance or love Size of group

Individual factors Type of person (Self confidence, esteem, lack of assertiveness , intelligence level, emotional maturity, excessive need for affiliation, fear of rejection etc) Need to stand out of the crowd in order to be noticed Desire for personal control - the theory of psychological reactance people will react against attempts to control their behavioral freedom Burger (1987) desire for personal control (high and low

Difficult decisions typically involve issues like:

There are six steps to making an effective decision:

Uncertainty - Many facts may not be known Complexity - You have to consider many interrelated factors High-risk consequences - The impact of the decision may be significant Alternatives - Each has its own set of uncertainties and consequences Interpersonal issues - It can be difficult to predict how other people will react

Create a constructive environment Generate good alternatives Explore these alternatives Choose the best alternative Check your decision Communicate your decision, and take action

Brain Storming Nominal Group Technique Delphi Technique Electronic Meetings Devils Advocacy Quality Circles and Quality Themes Self Managed Teams

Brainstorming is by far the most widely used tool to stimulate creative thinking. It was developed in the 1940s by the American advertising executive Alex Osborn who believed that anyone could learn to generate creative solutions for a wide variety of problems

Steps of Brainstorming:

Brief idea about the topic is given Ideas, solutions, options are asked for from all the team members Criticism of ideas isn't allowed All ideas, no matter how wild, are encouraged Every participant should try to build on or combine the ideas of others Leader may intervene and add few more ideas The modification of ideas and editing is done by all the members

The members make a list of their ideas silently Then a decision is made from those ideas Criticism is not allowed It is a very effective method for solving a crucial problem from various perspective

People type their responses on a computer The responses are finally displayed The names of them members are not usually flashed which gives them the opportunity of being brutally honest

From various locations the members send their responses

Since the members are not physically present in that group so they can give their reaction independently without getting influenced by others

Takes a lot of time to form a decision

A critic is chosen from the group who pin points the pitfalls of a proposed decision This method helps the members to be sure about their decision before they place it in front of others

Quality teams are formed usually with subordinates who give advice to the managers

Self managed teams evolve from Quality teams

They are directly involved in the decision making process

They give recommendations and suggestions for betterment

This group should be consisted of rational matured and emotionally stable members

They dont have the authority to implement any change

Break down due to role conflict, role overload, role ambiguity

Groupthink: due to overemphasis on mutual affiliation proper decision making and productivity of group gets affected

Social loafing and compensation: Some members do not put effort (loafing) and others over work for striking balance (compensation)

TeamA team is a small number of employees with complementary competencies (abilities, skills and knowledge) who are committed to common performance goals and working relationships for which they hold themselves mutually accountable Two or more people who are interdependent who share responsibility for outcomes, who see themselves as (and who are seen by others as) an intact social entity in a larger social system are also called as Teams.

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Characteristics of Team Vary closely bonded Has significant influence over each otherCapable of being effective (potency). Performing important and valuable tasks (meaningfulness) Having independence and discretion (autonomy) in performing the work, and Experiencing a sense of important and significance (impact) in the work performed and goals achieved36

Types of Teams Problem solving teams (Focuses on problem solving) Cross-functional teams (same hierarchy, different work level ) Self-managed teams (a group of employees who have day-to-day responsibility for managing themselves and the work they do) Functions of Team Scheduling work and vacations by members, Rotating tasks and assignments among members, Ordering materials, Deciding on team leadership, Setting key team goals, Budgeting Hiring replacements for departing team members, and Evaluating one anothers performance37

High productivity as the unhealthy competitions are controlled Good interpersonal relationship and better organizational environment Greater flexibility Meets belongingness needs Enhances organizational commitment