Group Dynamics and

Teamwork

MEENAKSHI AHUJA
Security
2 Status

What
Makes
Self-
Esteem People Affiliation

Join
Groups?
Goal
Power
Achievement
3 Defining and Classifying Groups

8–3
 4 Functions of Formal Groups
Organizational Functions
1. Accomplish complex, interdependent
tasks that are beyond the capabilities
of individuals.
2. Generate new or creative ideas and
solutions.
3. Coordinate interdepartmental efforts.
4. Provide a problem-solving mechanism
for complex problems requiring
varied information and assessments.
5. Implement complex decisions.
6. Socialize and train newcomers.
Individual Functions
1. Satisfy the individual’s need for
affiliation.
2. Develop, enhance, and confirm the
individual’s self-esteem and sense of
identity.
3. Give individuals an opportunity to
test and share their perceptions of
social reality.
4. Reduce the individual’s anxieties and
feelings of insecurity and powerless-
ness.
5. Provide a problem-solving mechanism
for personal and interpersonal problems.
 5 Tuckman’s Five-Stage Theory
of Group Development

Performing
Adjourning
Norming

Storming Return to
Independence
Forming
Dependence/
interdependence

Independence
 6 Tuckman’s Five-Stage Theory
of Group Development (continued)

Forming Storming Norming Performing

“What do the “How can I best

Individual “How do I fit “What’s my
others expect perform my
Issues in?” role here?”
me to do?” role?”

“Why are we
“Can we agree
fighting over
Group “Why are we on roles and “Can we do the
who’s in
Issues here?” work as a job properly?”
charge and who
team?”
does what?”

Meenakshi Ahuja
7 Stages of Group Development
8 Stages of Group Development
(cont’d)
9 Stages of Group Development

8–9
10 An Alternative Model: For
Temporary Groups with
Deadlines

Sequence
Sequenceofofactions:
actions:
1.1. Setting
Settinggroup
groupdirection
direction
2.2. First
Firstphase
phaseofofinertia
inertia
3.3. Half-way
Half-waypoint
pointtransition
transition
4.4. Major
Majorchanges
changes
5.5. Second
Secondphase
phaseofofinertia
inertia
6.6. Accelerated
Acceleratedactivity
activity
11 Group Behavior Model
12 External Conditions Imposed on
the Group
Imposed
ImposedConditions
Conditions: :
• • Organization’s
Organization’soverall
overallstrategy
strategy
• • Authority
Authoritystructures
structures
• • Formal
Formalregulations
regulations
• • Resource
Resourceconstraints
constraints
• • Selection
Selectionprocess
process
• • Performance
Performanceand
andevaluation
evaluationsystem
system
• • Organization’s
Organization’sculture
culture
• • Physical
Physicalwork
worksetting
setting
 13 Group Member Resources
• Knowledge, Skills, and Abilities
– Interpersonal skills
• Conflict management and resolution
• Collaborative problem solving
• Communication
– Personality Characteristics
• Sociability
• Initiative
• Openness
• Flexibility
 14 Group Structure - Roles
• Formal Leadership
– Leadership that is imposed on the group by the
organization.
– Leaders who derive their power from the
positions they occupy in the organizational
structure.
– Formal leaders may or may not also be the
informal leaders of the groups in which they
function.
15 Group Structure - Roles (cont’d)
16 Group Structure - Roles (cont’d)
17 Group Structure - Norms

Classes
Classesof
ofNorms:
Norms:
• • Performance
Performancenorms
norms
• • Appearance
Appearancenorms
norms
• • Social
Socialarrangement
arrangementnorms
norms
• • Allocation
Allocationofofresources
resourcesnorms
norms
18 Group Structure - Norms
(cont’d)
19 Group Structure - Norms
(cont’d)
20 Typology of Deviant Workplace
Behavior
21 Group Structure - Status

Group
GroupNorms
Norms

Group
GroupMember
Member
Status
StatusEquity
Equity Status
Status

Culture
Culture
 22Group Structure - Size
Performance

)
d

ng
te

fi
c

a
pe

o lo
t
Ex

e
l( du Other
a Otherconclusions:
conclusions:
tu
Ac • • Odd
Oddnumber
numbergroups
groupsdodo
better than even.
better than even.
Group Size • • Groups
Groupsofof77oror99perform
perform
better
better overall thanlarger
overall than largeroror
smaller
smallergroups.
groups.
23 Group Structure - Composition
24 Group Structure - Cohesiveness

Increasing
Increasinggroup
groupcohesiveness:
cohesiveness:
1.1. Make
Makethe
thegroup
groupsmaller.
smaller.
2.2. Encourage
Encourageagreement
agreementwith withgroup
groupgoals.
goals.
3.3. Increase
Increasetime
timemembers
membersspendspendtogether.
together.
4.4. Increase
Increasegroup
groupstatus
statusand
andadmission
admissiondifficultly.
difficultly.
5.5. Stimulate
Stimulatecompetition
competitionwithwithother
othergroups.
groups.
6.6. Give
Giverewards
rewardstotothethegroup,
group,not
notindividuals.
individuals.
7.7. Physically
Physicallyisolate
isolatethe
thegroup.
group.
25 Group Processes
 26 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.
27 Group Decision Making (cont’d)
28 Group Decision-Making
Techniques
 29 High-performance Teams
Participative
Leadership Aligned on
Shared
Purpose
Responsibility

Future Attributes of High

Focused high-performance Communication
Teams

Rapid Focused on
Response Creative Task
Talents
30 Evaluating Group Effectiveness