Group Behaviour Definition and meaning, Features, Need, Types of Groups and Stages of Formation..

1. Unit-IV: GROUP BEHAVIOR
By
Dr. H.S. ABZAL BASHA, M.B.A., Ph.D.
Assistant Professor,
Department of Management Studies,
G. Pullaiah College of Engineering & Technology,
Kurnool.

2. Introduction
• Definition of Group
• Definition of Team,Differences between Team and Group
• Reasons behind forming Group
• Types of Group
• Group Formation
• Properties of Group

3. What is Group ?
A group refers to the association of two
or more persons interacting among
themselves for the achievement of
common goal.
Two or more individuals, interacting
and interdependent, who have come
together to achieve particular
objectives.
A group can be defined as two or more
interacting and interdependent
individuals who come together to
achieve particular objectives.

4. Group Features?
Combination of 2 or more individuals
Motivated to come closer physically
of virtually
To achieve their common and shared
goals
Through integrated efforts
Perceive the group as a unified unit
Members contribute different inputs
(skill, knowledge, experience and
efforts)
Reach agreement or disagreement
through various forms of interaction

5. Team
• A group of people with different skills and different tasks,
who work together on a common project, service, or
goal, with a meshing of functions and mutual support. .
• A common definition of a team is that it comprises a
group of people.

6. Group Behavior
Group Behaviour refers to people with a similar goal behaving in the same
way, which might be different from how they would normally behave if they
were alone or as individuals. It is the type of behaviour that takes place
when individuals act together or collectively.
A group behavior can be stated as a course of action a group takes as a
family.
Two or more people constitute a group if...
t h e y have some common purpose or goal
t h e r e exist a relatively stable structure ( a hierarchy, an
established set of roles)
t h i s collection of people see themselves as being part of that
group

7. Group Vs Team

8. Group Team
Strong, clearly focused leader Shared leadership roles
Individual accountability Individual and mutual accountability
The group’s purpose is the same as
the broader organisational mission
Specific team purpose that the team
itself delivers
Individual work products Collective work products
Runs efficient meetings
Encourages open -ended discussion
and active problem solving meeting
Measures its effectiveness indirectly
by its influence on others
Measures performance directly by
accessing collective work products
Discuss, decides and delegates
Discuss, decides and does real work
together

9. Need for formation of group
1. Security
2. Empowering through sharing resources
3. Becoming a leader
4. Synergy
5. Goal attainment
6. Status
7. Affiliation need
8. Self esteem

10. Group
Formal group
Informal
group
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Types of group

11. Formal group
• Defined by organisation structure
• Designated with work assignments.
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12. Formal group
Command
group
Task group
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13. Command group
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• Relatively permanent
• Functional reporting relationship such as having
both a group manager and those who report to
the manager.
• Included in organization chart.
• Ex: A manager and his or her immediate
subordinate.

14. MAEER's MIT College Of Management,
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• Relatively temporary
• Created to do a specific task
• Ex: Search committee for a new school
superintendent, Task force on new product
quality
Task group

15. • Created by mutual alliances
• Not formally structured
• Not organizationally determined
• Appear in response to the need for social
contact
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16. Informal group
Interest group
Friendship
group
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17. Interest group
• Those working together to attain a specific
objective with which each is concerned
• Relatively temporary
• Organised around a common activity or interest of
its members
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18. Friendship group
• Those brought together because they share one or
more common characteristics
• Relatively permanent
• Draws benefits from social relations among its
members
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19. Dr. Bruce W. Tuckman, a professor of
educational psychology at the Ohio
State University, who researched the
theory of group dynamics, published
one of his theories in 1965 called
"Tuckman's Stages of Group
Development. Bruce Tuckman

21. A fifth stage was later added by
Tuckman about twelve years later
in 1977, which is called
Adjourning.

22. 1
• Forming:
• Uncertainty about purpose, structure, and leadership
2
• Storming:
• Intragroup conflict as members resist constraints
3
• Norming:
• Group is cohesive with strong group identity
4
• Performing:
• Group fully functional and working toward goals
5
• Adjourning:
• For temporary groups: breaking up
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24. It is believe that these stages are
universal to all teams despite the
group members, purpose, goals,
culture and so on.

25. The Forming represents
a time where the group
is just starting to come
together.
FORMING

27. FORMING STAGE:
• Members are cautious with their behavior.
• The desire to be accepted by all the team
members.
• Conflict, controversy and personal opinions are
avoided.
Some believe that this cautious behavior prevents the team
members from getting any real work done.

28. PURPOSE OF FORMING STAGE:
•The focus for group members during forming
stage is to become familiar with each other and
their purpose, not on work.

29. OUTCOMES OF FORMING STAGE:
• Gaining an understanding of the team purpose.
• Determining how the team will be organized
• Who will be responsible for what?
• Discussion of major phases of the team’s goals.

30. Dealing with tensions and
defining group tasks.
STORMING
In storming stage conflict and competitions are at its
greatest.

31. WHY IS THAT?
• This is because now the team members have an understanding of
the task and a general feel for who they are as a group and who
group members are.
• They feel confident and begin to address some of the more important
issues surrounding the team members.
• Such issues can relate to things like the group’s tasks, individual roles
and responsibilities or even with team members themselves.
• The storming stage is where the most dominant member of the
team emerges.

32. STORMING STAGE:
• Less confident members stay in their comfort zone and
security of suppressing their feelings just as they did in the
previous stage.
• If these individuals stay quiet then issues may still exist.
• Every individual should take part in storming process.

33. Questions arise surrounding leadership, authority, rules,
responsibilities, structure etc..

34. Such questions must be answered so
that the team can move on to the
next stage.

35. The norming stage is the
time when all the team
members becomes a
cohesive unit.
NORMING

36. • Degree to which group members are attracted to each
other and are motivated to stay in the group.
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission
difficultly.
5. Stimulate competition with other
groups.
6. Give rewards to the group, not
individuals.
7. Physically isolate the group.

37. NORMING STAGE:
• Morale of team members is high.
• They acknowledge the talents, skills and experience that each
individual brings to the team.
• A sense of community is established among the team members.
• The team remains focused on the team’s purpose
• Roles an responsibilities are clear and accepted.
• Commitment and unity is strong.
• Agreements forms among the team and goal.

38. NORMING STAGE:
• Leadership begins to fade as important data is shared
among team members.
• People develop a stronger commitment to the team goal,
and you start to see good progress towards it.

39. This is the final stage
where groups become
high-performing teams.
The team knows clearly
WHY it is doing and
WHAT is doing.
PERFORMING

41. PERFORMING STAGE:
• Work and progress commences on the basis of
relatively stable structure.
• Team members are focused on task completion
and achievement.

42. PERFORMING STAGE:
• Productivity
• Action, results.
• Moving towards the completion of goals.
• Team unification and identity.

43. PERFORMING STAGE:
• As leader, you can delegate much of your work, and you
can concentrate on developing team members.
• It feels easy to be part of the team at this stage, and
people who join or leave won't disrupt performance.

44. Tuckman’s fifth stage,
Adjourning, is the break
up of the team, hopefully
when the task is completed
successfully.
ADJOURNING

45. Tuckman's five stage theory of Group
Development
Forming Norming Storming Performing
Individu
al Issue
"How do i
fit in?"
"Whats my
role here?"
"What do
the others
expect me
to do?"
"How can i
best
perform
my role?"
Group Issue
"Why are
we
"Why are we
"Can we
agree
"can we do
here?" fighting over on roles and the job
who's in
charge work as a properly?"
and who does team?"
what?"

46. • https://www.tutorialspoint.com/organizationa
l_behavior/organizational_behavior_groups.ht
m#:~:text=A%20group%20can%20be%20defin
ed,group%20takes%20as%20a%20family.
• https://www.yourarticlelibrary.com/hrm/orga
nisation/group-behaviour-meaning-reasons-
effectiveness-and-other-details/60276