MODULE 5

GROUP
 WHAT IS A GROUP?

• A Group is basically an assemblage of people. It can be understood as a collection of

individuals (two or more), who come together and interact with each other, so as to achieve
the objectives of the organization.
• According to Stephen Robbins, A group is defined as two or more individuals, interacting
and interdependent, who have come together to achieve particular objectives.
• According to David Horton Smith, a group is the largest set of two or more individuals who
are jointly characterized by a network of relevant communications, a shared sense of
collective identity an done or more share dispositions with associated normative strength.
CHARACTERISTICS
•Size: To form a group, it must be having at least two members. Practically, the number of group
members ranges from 15 to 20. The more the members in the group, the more complex it is to
manage.

•Goals: Every group has certain goals, that are the reasons for its existence.

•Norms: A group has certain rules, for interacting with the group members.

•Structure: It has a structure, based on the roles and positions held by the members.

•Roles: Every member of a group has certain roles and responsibilities, which are assigned, by the
group leader.

•Interaction: The interaction between the group members can occur in several ways, i.e. face to
face, telephonic, in writing or in any other manner.

•Collective Identity: A group is an aggregation of individuals, which are separately called as

members, and collectively called as a group.
 Types of Groups
• Formal group - Formal groups are deliberately created by the organization in order to help
the organizational members achieve some of the important organizational goals.
• Informal groups- The informal groups, develop rather spontaneously among an
organization’s members( based on friendship or common interest) without any direction
from the organizational authorities
• Temporary Group: When the individuals come together for a particular project or task
accomplishment, they are known to be in a temporary group. Such a group disintegrates
after the successful performance of the task.
• Permanent Group: Such groups represent a long-term association of the group members.
Here, people belonging to a particular organization are known to be in a single group.
• Learning Group :The learning group comes together to increase their net knowledge.
They may act collaboratively with discussion and exploration, or they may be a taught
class, with a teacher and a syllabus.
• Nominal Group: The group in which the members are involved in problem-solving,
take up challenges and carry out operations, is termed as a nominal group.

• Non-performing Group: Whenever the individuals are put together in a single

group, just on a sheet of paper; however, they need not carry out any task, they tend to
be in a non-performing group.

• Organized Group: When the individuals belonging to a particular discipline work

together systematically as a team by supporting each other, they are said to be in an
organized group.

• Unorganized Group: The disorganized group is not formed purposefully. Instead,

the individuals just happened to fall into a single group where they neither have any
attachment to one another nor have any belongingness.
Formation of Groups
• FORMING
During this phase team members do not know each other very well and can be impersonal, guarded and polite.
They are also waiting and watching for how things will unfold. Members begin by planning their work and their
new roles. Moreover, the emotions here are positive. The groups should begin by learning about team processes
in preparation for the rough times ahead.
• STORMING
During this stage team members vie for position as they attempt to establish themselves in relation to other team
members and the leader, who might receive challenges from team members. The result of this is that the team
may lose members and face difficulties.
• NORMING
By this stage, agreement and consensus largely forms among the team, who respond well to facilitation by leader.
There is task focus and issues are confronted. Roles and responsibilities are clear and accepted and big decisions
are made by group agreement.
• PERFORMING
Now the team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has
a shared vision and is able to stand on its own feet with no interference or participation from the leader. There is a
focus on over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader.
• ADJOURNING
The adjourning stage ends the process of group formation. Because the group is adjourned once the task that is
assigned to the group is completed.
 GROUP DYNAMICS
• "Group dynamics" describes the way in which people in a group interact with one another.
When dynamics are positive, the group works well together. When dynamics are poor,
the group's effectiveness is reduced.

• It can be used as a means for problem-solving, teamwork, and to become more innovative and
productive as an organization.

Main concepts in Group Dynamics

1. Role
Behavior patterns expected of someone occupying a given position in a social unit/group.
2. Norms
Standards or expectations/rules that are accepted and shared by a group’s members.
3.Status
A prestige grading, position, or rank within a group
 GROUP SIZE
• Small group size is a greater probability of being cohesive than large group in an
organization
• When team size increases , the possibility of agreement towards the common goal
and mutual interaction decreases.

SOCIAL LOAFING
• Social loafing refers to the concept that people are prone to exert less effort when
working collectively as part of a group compared to performing a task alone.
• Social loafing can be detrimental in workplaces. When everyone does not put in
their full amount of effort because they are part of a group, this can lead to reduced
productivity.
• Factors influencing social loafing include expectations of co-worker performance,
task meaningfulness and culture.
 GROUP COHESIVENESS
• Degree to which group members are attached to each other and are motivated to stay in the group
• It can be defined as a bond that pulls people toward membership in a particular group and resists
separation from that group. In addition, group cohesion generally has three characteristics.
Interpersonal Attraction
• This means group members have a preference or want to interact with each other. Group members
enjoy this interaction and seek it out.
Group Pride
• This involves group members viewing their membership to a specific group with fondness. They
feel proud of their group membership, and staying in the group feels valuable.
Commitment to the Work of the Group
• Group members value the work of the group and believe in its goals. They are willing to work
together to complete tasks which are aligned with these group goals, even through adversity.
 CONFORMITY & GROUPTHINK
CONFORMITY
Adjusting one's behavior to align with the norms of the group (group pressure)
E.g. A teenager dresses in a certain style because he wants to fit in with the rest of the guys in his
social group.
GROUP THINK
• In highly cohesive groups, there is a tendency for group members to try to avoid disagreements or
conflicts with one another.
• The phenomenon in which the norms for consensus overrides the realistic appraisal of alternative
course of action.
• The groupthink syndrome produces poor group decisions.
WORK TEAMS
 Work Teams
• Members who work intensely on a specific, common goal using their positive synergy,
individual and mutual accountability, and complementary skills.
• Work teams are groups of employees that work together on a task. Work teams are most
efficient when job content changes and expert advice are needed to complete a set of work
with different skills. Functional, cross-functional, and self-managing teams are the three
different types of teams that can be found within a company. Each has its own specific
goals and objectives.
• A work group is a group that interacts primarily to share information and to make decisions
to help each member perform within his or her area of responsibility. In contrast, a work
team generates positive synergy through coordinated effort. Members’ individual efforts
result in a level of performance that is greater than the sum of those individual inputs.
 Work Teams - Types
Problem -solving team
• A team from the same department or functional area that’s involved in efforts to improve work
activities or to solve specific problems.
Contract Teams
Contract teams are outsourced teams that are tied down by a contract and brought in to complete a part of a project.
After the project is completed and the contract has ended, the client can cut all ties to the team, no questions asked.
Matrix Teams
These teams are characterized by a “two-boss system”, where an individual report to a different
manager for various aspects of his work. This type of team is the product of the Matrix management
approach.
Self -managed work team
A type of work team that operates without a manager and is responsible for a complete work
process or segment.
Functional Teams
These teams are permanent and always include members of the same department with different
responsibilities. A manager is responsible for everything, and everyone reports to him
Cross -functional team
A work team composed of individuals from various functional specialties.
Virtual team
A type of work team that uses technology(IT) to link physically dispersed members in order to
achieve a common goal
CREATING EFFECTIVE WORK TEAMS
What is the Difference Between Work Groups and Work Teams ?
GLOBAL TEAMS
 MANAGING GLOBAL TEAMS
• Global teams often consist of employees who work remotely across different countries and time
zones

• GTs, also called multinational work teams, are defined as a specific type of work team in which
members come from two or more national or cultural backgrounds.

• On the other hand, global virtual team (also known as a geographically dispersed team,
distributed team, or remote team) usually refers to a group of individuals who work together
from different geographic locations and rely on communication technology such as email, FAX,
and video or voice conferencing services in order to collaborate.
 BENEFITS CHALLENGES

• Global teams assist in creating a positive • Lack of clarity.

climate of diversity

• It can assist in developing global competence • Slow decision making.

• It can provide leadership development • Conflicting corporate culture

• Helps to understanding of other cultures • Time zones & Physical distance

 BUILDING TEAM SKILLS
• Team building refers to the activities undertaken by groups of people in order to increase
their motivation and boost cooperation. Many people use the phrases “team building” and
“teamwork” interchangeably. However, they are two distinct concepts. While team building places
emphasis on the creation of groups, teamwork emphasizes the functions of these groups.
• Team -building exercise trust-building which improves the group dynamics
• If attempts at team building aren’t working, then maybe it’s better to put those people in positions
where their work is done individually.
• Team building is knowing how to help individuals work as a cohesive group where all members
feel invested in the direction and accomplishments of the team.
TYPES OF TEAM BUILDING SKILLS
• Communication
• Problem Solving
• Leadership
• Teamwork
• Motivation
• Delegation
 Social Network Structure

• The patterns of informal connections among individuals within a group.

• A group’s informal social relationships can help or hinder its effectiveness.
• Managers need to understand the social networks and social relationships of work
groups.
• Organizations can conduct a social network analysis (SNA), a systematic effort to
examine the structure of social relationships in a group. Their purpose is to uncover
the informal connections between people.
 Sociometry
Its an analytical technique for studying group interactions.

Sociogram
A diagram that graphically maps the preferred social interactions obtained from
interviews or questionnaires or Preferred social interactions among team members.
EMPLOYEE STRESS
 Work Stress
• Work stress is stress related to one's job.
• The United States' National Institute for Occupational Safety and Health defines job
stress as the harmful physical and emotional responses that occur when the
requirements of the job do not match the capabilities, resources, or needs of the
worker. Job stress can, in turn, lead to poor health and even injury.
• Stress levels vary between professions and population groups. Some workers are at a
higher risk of stress than others. Studies reveal that younger workers, women, and
those in lower-skilled jobs are at most risk of experiencing work-related stress and its
attendant complications.
• Factors resulting in stress are called as stressors. (long hours, heavy workload, job
insecurity and conflicts with co-workers or bosses.)
Causes
of
Stress
 SOLUTIONS FOR MANAGING WORKPLACE STRESSORS

• Ensuring that workload is aligned with employee capabilities and resources

• Designing jobs that provide meaning and opportunities for workers to succeed
• Clearly defining roles and responsibilities
• Providing opportunities for professional development and participation in decision-making
• Improving communication concerning the overall health of the company
• Providing opportunities for social interaction among workers
• Establishing schedules that make sense for demands and responsibilities outside of work (work-life
balance
• Recognition of employees for good work performance
• An organizational culture that values the individual worker
Relationship between stress and performance
Work stress model
 Increases Energizes You
Performance Into Motion
 Burnout
• Burnout is a state of mind resulting from prolonged exposure to intense emotional stress. In
other words, Burnout is a state of emotional, physical, and mental exhaustion caused by
excessive and prolonged stress. It occurs when you feel overwhelmed, emotionally drained,
and unable to meet constant demands.
• People who expect a lot from themselves and organizations in which they work tend to
create more internal stress which leads to emotional exhaustion.
• A burnout person is hypertensive, encounters chronic exhaustion, faces mental depression,
and is cynical about everything.
Difference between Stress & Burnout
Stress Management - Stress Reduction Strategies

Individual strategies Organizational strategies

Muscle relaxation Employee Assistance

Meditation Changes in work schedules.
Time management Changes in workloads and deadlines.
Biofeedback (electronic Improvements work environment.
monitoring )
ORGANIZATIONAL CHANGE
 Organizational Change
• Organizational change: The process by which organizations move from their
present state to some desired future state to increase their effectiveness.
• Goal is to find improved ways of using resources and capabilities in order to
increase an organization’s ability to create value
Targets of change include improving effectiveness at four different levels
• Human resources
• Functional resources
• Technological capabilities
• Organizational capabilities
 REASONS FOR CHANGE
External causes Internal causes

Globalization Change in leadership

Government policies Organizational Restructuring
Competition Resource constraints
Technological changes Changes in administration system
Changing Customer needs and Internal Company
preferences Politics/Communication
 Types of Change
Change agent : Someone who acts as a catalyst and assumes the responsibility for managing
the change process

Managers face four main types of changes

• Structure
• Technology
• People
• Strategy
 Resistance To Change
Resistance to change is the unwillingness to adapt to altered circumstances. Employees can also feel
uncomfortable with the changes introduced and resist, sometimes unknowingly, through their actions
Why do people resist change?
The main reasons include uncertainty, habit, concern over personal loss, and the belief that the
change is not in the organization’s best interest. Resistance to change is evident in actions such
• Criticism
• Nitpicking (fussy)
• Snide comments or sarcastic remarks
• Missed meetings
• Failed commitments
• Endless arguments
Two Types of Resistance
 Techniques For Reducing Resistance To Change
• Education and communication : Resistance due to misinformation.
• Participation : Resisters have expertise to make contribution.
• Facilitation and support : Resisters have fear and anxiety.
• Negotiation : Resistance comes from a powerful group.
• Manipulation and co-optation : Covert actions to make change more attractive.
• Coercion : Use of direct threats or force against resisters.
Change Process
ORGANIZATIONAL CULTURE
 Organizational Culture
• Organizational culture is defined as the underlying beliefs, assumptions,
values and ways of interacting that contribute to the unique social and
psychological environment of an organization.
• Organizational culture refers to a system of shared assumptions, values, and
beliefs and the way of doing things that influence the way organizational
members act and that distinguish the organization from other organizations.
4 Types of Organizational Culture
 Changing Organizational Culture
• Changing Organizational Culture by Building Trust
• Changing Organizational Culture by Mastering Conflict
• Changing Organizational Culture by Achieving Commitment
• Changing Organizational Culture by Focusing on Results
• Change Is Painful — And Rewarding
Creativity Vs Innovation
Creativity
•Refers to the ability and power to develop new ideas.
•The ability to combine ideas in a unique way or to make unusual associations
between ideas

Innovation
•Taking creative ideas and turning them into useful products or work methods
•The innovative organization is characterized by its ability to generate new ideas
that are implemented into new products, processes, and procedures designed to be
useful—that is, to channel creativity into useful outcomes
 Barriers To Creativity

• Fear of failure
• Negative beliefs & habits
• Making assumptions
• Environment not willing to risk
• Lack of financial skill
• Cultural barrier
• Blindly following the rules
 BARRIERS OF INNOVATION
• Lack of organizational slacks (space, time, premises &staff)
• Lack of communication
• Organizational Structure
• Bureaucracy
• Talent syndrome
• System & networking
STIMULATING & NURTURING INNOVATION

An environment that stimulates innovation—includes three

variables:
Organization ’s structure
Organization ’s culture
Human resource practices
 Managing Diversity
• Diversity management is a process intended to create and maintain a positive work environment where the
similarities and differences of individuals are valued, so that all can reach their potential and maximize
their contributions to an organization’s strategic goals and objectives.
• Diversity has become a prominent theme in the field of organizational behavior. As the typical workplace
becomes more diverse in areas like ethnicity, race, age and gender, the manager's duties to manage
diversity increase. Hiring for diversity helps in creating work units with varying backgrounds and
perspectives on projects and tasks. As a manager have to develop a culture of tolerance, acceptance of
differences and open communication. Without these cultural values, diversity can lead to personal
conflicts, tension and potentially discrimination allegations.
• Workforce diversity - is the ways in which people in an organization are different from and similar to one
another. Managers and organizations should view employees as having qualities in common as well as
differences that separate them.
• Surface-level diversity represents an individual's visible characteristics, including, but not limited to, age,
body size, visible disabilities, race, or sex. ... A collective of individuals who share these characteristics is
known as an identity group.
• Deep -level diversity Differences in values, personality, and work preferences
 Types of workforce diversity
• Race /Age
• Ethnicity
• Gender
• Physical abilities and disabilities
• Religion
• Political beliefs
• Education
• Geographical orientation
• Language / Culture
 Why Is Managing Workforce Diversity So Important?
Benefits of Workforce Diversity

1. Increased quality of team problem-solving efforts

2. Enhanced problem-solving ability.
3. Ability to attract and retain employees of diverse backgrounds.
4. Increased understanding of the marketplace, which improves ability to better
market to diverse consumers.
5. Potential source of competitive advantage because of improved innovation efforts.
 Challenges In Managing Diversity
• Communication issues
• Too many opinions
• Retain bad talent
• poor career planning.
• Resistance to Change
Workplace Diversity Management Initiatives
• Diversity skills training : Specialized training to educate employees about
the importance of diversity and teach them skills for working in a diverse
workplace.
• Employee resource groups : Groups made up of employees connected by
some common dimension of diversity ( formed informally).
• Mentoring : A process whereby an experienced organizational member (a
mentor) provides advice and guidance to a less experienced member (a
protégé).