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 Intro:
Group: A Group is defined as 2 or more individuals
interacting or interdependent, who come together
to achieve particular objectives.

Dynamics: Branch of science concerned with forces

and their effects on motion.

Group Dynamics: Group Dynamics is concerned with

the interactions and forces among group members
in a social situation.

(OB. Focuses on the dynamics of members of formal

or informal work groups and teams in the
organisation)
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 Groups in organisation
Permanent Temporary

Production / Task Force/

Formal Teams
Management Skunk works
team team

Friendship Community of
Informal Groups
Group practice
 Groups in the organisation
1. Formal organisation group: Chester.I.Barnard defined
formal organisation as, ³ a system of consciously
coordinated activities or forces of 2 or more persons´
(With definite measure of authority, responsibility and
accountability).

2. Informal organisation group: It refers to the

relationship between people in the organisation based
on personal attitudes, emotions, prejudices, likes,
dislikes«.etc.

3. Permanent group: They are responsible for a specific

set of tasks or work processes in the organisation on a
continuous basis.

4. Production team: Production facilities are relying on

high-performance teams with little or no involvement
from management to complete the work processes.
ã. Friendship group: This group is based on more common
characteristics. Social alliances, which frequently extend
outside the work situation, can be based on similar age or
the holding of similar political views.

6. Temporary group: They are called task forces or project

teams which investigate a particular problem or
opportunity and disband when the decision is made.

7. Task group: It consist of those working together to

complete a job task.

8. Skunk works team: A cross functional teams, usually

separated from the main organisation, that borrow people
and resources and have relatively free rein to develop
new products or services.

9.Community of practice: These are the groups bound

together by shared expertise and passion for a particular
activity or interest.
Team Effectiveness

The extent to which a team

achieves its objectives,
achieves the needs and
objectives of its members
and sustain itself overtime.
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1. Organisational & team environment
a.Reward system: Team members tend to
work together more effectively when they
are atleast partly rewarded for team
performance.

b. Communication system: Communication

system can starve a team of valuable
information. Communication system are
particularly important when team members
are geographically dispersed.

c. Physical space: Layout of an office

influences the team¶s ability to accomplish
tasks.
d. Organisational environment: If external
environment is competitive that would
motivate the employees to work together
most closely.

e. Organisational structure: Teams work

better when we have few layers of
management.

f. Organisational leadership: Team leaders

should provide proper authority to their
team to take proper decisions. Leaders to
have value system that supports team
performance more than individual success.
 2.Team Design Features
a. Task characteristics: Teams tend to perform effectively
when they work on well-structured tasks with meaningful
goals. Task interdependence is required which would make
members to share common inputs or outcomes and in the
process of executing their work.

b. Team size: Teams should be large enough to provide the

necessary competencies , yet small enough to maintain
efficient coordination and involvement of each members.

c. Team composition: Members of the team should have the

motivation to perform the task in the team environment.
Team members must abide by its rules of conduct.

Each member needs only some of the necessary skills, but

the entire group must have the full set of competencies.

Team Diversity- A team could be Homogeneous or

Heterogeneous
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Forming Storming Norming Performing Adjourning

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b. Team Norms:
The informal rules and expectations that groups
establish to regulate the behaviour of their members.
Norms exist only for behaviour that are important to
teams.

Trouble shouting dysfunctional team norms.

1. Introduce performance oriented norms as soon as
the team is created.
2.To select members who will bring desirable norms to
the teams.
3.Selecting people with positive norms may be effective
in new teams, but not when selecting a new
members to the existing teams.
4.Team based reward systems can sometimes weaken
counter productive norms.
ã.If dysfunctional norm is deeply ingrained, the best
strategy is to disband the group and replace it with
people having more favorable norms.
c.Team roles
A set of behaviour that people are
expected to perform because they hold
certain positions in a team and
organisation (Designation).

Note: In a dynamic environment, team

members often have to fulfill various
roles temporarily as the need arises.
d.Team cohesiveness
The degree of attraction people feel toward the team
and their motivation to remain members.
Employees feel cohesiveness when their personal
goals matches the team goals.
Cohesiveness is an emotional experience, not just a
calculation of whether to stay or leave the team.

Influence on team cohesiveness:

a. Member Similarity: Homogeneous teams become

cohesive more easily than do heterogeneous teams.
b. Team size: Smaller teams tend to be more cohesive
than larger teams.
c. Member interaction: Teams are more cohesive when
team members interact with each other fairly
regularly. Here team members also perform highly
interdependent tasks and work in same physical
area.
d. Some what difficult entry: Teams tend
to be more cohesive when entry to the
team is restricted.

e. Team success: Cohesiveness increases

with the team¶s level of success.
Individuals are more likely to attach
themselves with successful team¶s.

f. External competition and challenges:

Team cohesiveness tends to increase
when members face external
competition or valued objective that is
challenging.
Troubles with teams
1. Teams are overused.
2. Process loss ± Resources (including
time and energy) expended towards
team development & maintenance,
rather than the task.
3. Teams require right environment ±
which might not be given by the
company.
Social Loafing
It is a situation in which people exert less effort (and usually
performs at a lower level) when working in groups than when
working alone.

Minimising social loafing.

1. Form smaller teams: Splitting the team into several small
groups reduces social loafing because each persons
performance is monitored.

2. Specialise tasks: Each members contribution is easier to see

when each team member performs a different activity.

3. Measure individual performance: Social loafing is minimised

when each members contribution is measured.

4. Increase job enrichment: Social loafing is minimised when team

members are assigned jobs requiring more skills. (Members
should have growth need)

ã. Select motivated employees: Social loafing can be minimised by

carefully selecting employees who are motivated by the task
and have collectivist value.