1. PANDAVAS
BHANUSHREE
MAYVIYA
DEBADIPTA
GHOSH
PAWAN
BISWAKARMA
RAHUL HELA
RAJKUMAR
KOLI
Make Some Difference

2. GROUP DYNAMICS

3. Objective of the Presentation
Why we study group dynamics
Its need and Application
Why people make group
Advantage and Disadvantage of group
Difference between group and individuals

4. Case Study
Acknowledgement
Reference
Conclusion
Managerial Implication
Group Decision Making
Formation of Group Theory
Group Structure
Concept Of Group
Outline of the Presentation

5. Concept of
Group
Individual commitment to a group effort - that is
what makes a team work, a company work, a society
work, a civilization work.

6. A group is defined as two or more individuals, interacting
and interdependent, who have come together to achieve
particular objectives.
Group

7. Types of group

8. Group
Dynamics
Finding good players is easy. Getting them to play as
a team is another story.

9. The Five Stage Model

10.  NORMS
 ROLES
STATUS
SIZE
COHESIVENESS
Group Dynamics

11. Formal Leadership

12. Group Properties-Role

13. Group Structure-Norms
Acceptable standards of behaviour within a
group that are shared by the group’s members.
Conformity
Adjusting one’s behaviour
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.

14. Group Structure-Status

15. Group Structure-Size

16. Group Structure-Composite

17. Group Structure-Cohesiveness
Degree to which group members are attracted to each other and are motivated
to stay in the group.

18. Formation of
Group Theory
Teamwork makes the dream work, but a vision
becomes a nightmare when the leader has a big
dream and a bad team.

19.  Performance Norms:- How hard members should
work.
 Appearance Norms:- Dress code.
 Social Arrangement Norms:- Whether to form
friendship with co-workers.
 Resource Allocation Norms:- Assignment of
difficult jobs.
Theory of Group Formation

20. Balance Theory
Balance Theory:
Propounded by
“ Theodore New-Comb”
which states that-
“Persons are attracted with
one another on the basis of
similar attitudes towards
commonly relevant
objectives and goals.”

21.  Role Perception
 Role Expectations
 Psychological Contract
 Role Conflict
Exchange Theory

22. Group Decision Making
I am a member of a team, and I rely on the team, I defer to it and sacrifice
for it, because the team, not the individual, is the ultimate champion.

23.  Standards of behavior shared by group members
 Formed only for things important to the group
 May be written, but more often orally
communicated; can be implicit
Accepted in various degrees by group members
May apply to all or to only some group members
Group Decision Making

24. Group think and Group shift

25. 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 favoured by the majority.
Members who have doubts or differing points of
view keep silent about misgivings.
There appears to be an illusion of unanimity.
Symptoms of Groupthink Phenomenon

26. Group Decision –Making Technique
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.

27. Group Decision-Making Technique
Brainstorming
An idea-generation process
that specifically encourages
any and all alternatives,
while withholding any
criticism of those
alternatives.

28. Group Decision-Making Technique
Electronic Meeting
A meeting in which members
interact on computers, allowing for
anonymity of comments and
aggregation of votes.

29. Managerial
Implication
I am a member of a team, and I rely on the team, I defer to it
and sacrifice for it, because the team, not the individual, is the
ultimate champion.

30. Performance Implications for Managers
Positive relationship between role perception and
performance
Norms help explain behaviour
Status inequities adversely impact
productivity and performance
Set group size based on task at hand
Cohesiveness can influence productivity.

31. Performance Implications for Managers
High congruence between
boss and employee on
perception of job shows
significant association with
employee satisfaction
Satisfaction is greater when
job minimizes interaction
with individuals of lower
status
Larger groups are associated
with lower satisfaction

32. Summary
1.
• Differentiated between formal and informal groups
• Described how role requirements change in different
situations
2
• Described how norms exert influence on an individual’s
behaviour
• Explained what determines status
3
• Defined social loafing and its effect on group
performance
• Identified the benefits and disadvantages of cohesive
groups.
4
• Listed the strengths and weaknesses of group decision
making
• Contrasted the effectiveness of interacting,
brainstorming, nominal and electronic meeting groups

33. Conclusion
A key to achieving success is to assemble a strong and
stable management team.

34. Conclusion
Group behaviour measures
the immeasurable. Quota;
Although most humans are
by nature social creatures,
cooperative group work is
not something that comes
without effort. Such group
activities require that a
sense of trust be built
between members, as well
as a feeling of shared
responsibility. This means a
responsibility to carry your
own weight in the group, as
well as a responsibility to
all of the other members of
the group.

35. Customers include Alcoa,saab,general motors and SEMCO is regarded as one of the best
company in Brazil to work for by press.
Today SEMCO has many factories producing range of products like marine pumps,
digital scanners, commercial dishwashers, truck filters and mixing equipment for
substances ranging from bubble gum to rocket fuel.
They also travelled 4 continents that enabled the company to reduce its cyclical marine
business to 60% of total sales
For the next 2 years, top managers constantly sought bank loans and fought off rumours
that the company was about to sink
In 1980 , Richard seller joined SEMCO , founded by his father 27 years earlier, having
100 employees and manufacturing hydraulic pumps for ships, producing about $4million
in revenue and tottered on the edge of bankruptcy
CASE STUDY

36. Costs rose up because of duplication of effort and lost economies of scale. within a year sales got doubled
,inventory dropped from126 to 46 days,8 new products appeared that had been tied up in R&D for 2 years and the
product rejection rate at inspection dropped from 33 to 1% and increased productivity enabled the company to
reduce the workforce by 32& through attrition and early retirement.
After some experimentations SEMCO found that they need 150 employees per factory
and all are divided into 10 member group given a major responsibilities for outcomes
associated with their areas.
SEMCO emphasized on 3 fundamental values- democracy , information , profit sharing.
These values helped in gaining confidence on work groups as a primary mechanism for
managing the company
The company’s survival and ultimate success is due largely to a major change in its
management approach.
CASE STUDY

37. All workers voluntarily attend monthly classes so that they can learn to read and
understand the numbers.
work groups have access to important information like Balance Sheet,P&L analysis, cash
flow statements for his or her division every month.
Finally 2 employees went to the supplier’s plant and got delivery on the last day of the
month and every one sat for the whole night till mg 4.45 and completed the assignment (
meat slicers)
At SEMCO once the members of a group agree on a monthly production schedule, they
meet it . At end of the month every body has done their work allotted except for motors
that had not yet arrived, despite repeated phone calls to the supplier.
CASE STUDY

38. A survey was conducted by college graduates by Brazilian magazine found that 25% of
men and 13% of women cited SEMCO as the company they most wanted to work for.
Employees vote on how to disburse the funds, which are visually distributed equally.
Profit sharing plan, twice a year employees receive about 25% of the after tax profits for
their division
Another factor is that although top level managers are strict about meeting the financial
targets, workers have wide latitude in determining the necessary actions and carrying
them out.
CASE STUDY

39. 1.Organization Behaviour-Rubbins
& lathers
2.www.slideshare.net/kirthi.t/
group-behavior
Reference

40. Acknowledgement
Dr Anannya Deb Roy, Assistant Professor
All Faculty in our College for continues support
Our Classmates and Senior
Our Friends and Parent.

41. Thank You