W E LC O M E TO

CAS E S T U DY - 7
GROUP
DYNAMICS
Team:
Anshu (3060), A
Rakhi (3168), B
CASE STUDY
Sujoy, the new Production manager of Rohan Industries Ltd., was
wondering how to deal with what appeared to be a cohesive group
comprising of 8 of the 30 machines operators in his department. This
group worked on adjacent machines, exchange the joking remarks
during working hours, ate lunch together, and frequently were involved
together in afterhours social functions. Manoj, a union leader, seemed
to organize most of the group’s after-hours functions, and his leadership
within the group also was quite apparent on the job. Every time when
Sujoy made are request to any of the group members, the operator
would look to Manoj for his approval before he would cooperate.
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CASE STUDY
The situation appeared particularly intolerable when a new
entrant to the production shop, Shyam, was forced to hold
down his output. Shyam found that his lunchbox had
mysteriously disappeared, and his questions put to his fellow
operators had brought only naughty smiles but not his lunch.
As Sujoy leaned back in his chair thinking over the situation
existing in his department, he could hear the group of 8
operators laughing and talking as they return from lunch
SUMMARY
• Sujoy is the new Production Manager at Rohan
Industries Ltd.
• There is a cohesive group of 8 out of 30 machine
operators in his department.
• This group works on adjacent machines, exchanges
joking remarks during working hours, and shares lunch
breaks.
• They frequently engage in after-hours social functions,
often organized by Manoj, who is a union leader and a
key figure within the group.
SUMMARY
5

• Manoj's leadership within the group is evident both on and off

the job.
• When Sujoy requests cooperation from any of the group
members, they look to Manoj for his approval before
responding.
• A new employee, Shyam, has encountered difficulties in his
role, including the disappearance of his lunchbox and
unhelpful responses from his fellow operators.
• The situation is causing concern for Sujoy, and he is
contemplating how to address the dynamics in his department
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QUESTION-1

WHAT KIND OF DYSFUNCTIONAL INFLUENCE OF

THE GROUP IS CLEARLY NOTICEABLE?
Dysfunctional Influence of the Group:
 The group demonstrates a cohesive and exclusive behaviour.
 They engage in joking and socializing during working hours,
potentially affecting productivity.
 Manoj's leadership within the group creates dependency on him
for decision-making.
 They engage in bullying behaviour, as seen with Shyam's
missing lunchbox and unhelpful responses to his questions.
 The group's strong social bonds and exclusionary practices can
create a hostile work environment for others.
QUESTION-2

CAN THE INFORMAL GROUP BE LIQUIDATED?

- Liquidation of the Informal Group:

 Completely liquidating the informal group might be challenging, given their
strong social bonds and shared activities.
 Instead of trying to eliminate the group, Sujoy should focus on managing
and reshaping the group dynamics to align with company objectives and
values.
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QUESTION-3

WHAT ADVICE WOULD YOU OFFER TO SUJOY TO DEAL

WITH THE PROBLEM EFFECTIVELY?

-Advice for Sujoy to Deal with the Problem Effectively:

 Open Communication: Initiate open and honest communication

with both the group members and Shyam. Understand their concerns and grievances.
 Set Clear Expectations: Clearly communicate company expectations regarding
professionalism, workplace behaviour, and productivity.
 Open Communication: Initiate open and honest communication with both the group members
and Shyam. Understand their concerns and grievances.
 Set Clear Expectations: Clearly communicate company expectations regarding
professionalism, workplace behaviour, and productivity.
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 Performance Evaluation: Evaluate employees based on individual performance

rather than group affiliations.
 Monitor Productivity: Keep an eye on the productivity of all employees and address
any issues promptly and fairly.
 HR Support: Collaborate with the HR department for guidance on managing group
dynamics and employee relations effectively.
By implementing these strategies, Sujoy can work towards creating a more inclusive and
productive work environment while minimizing the negative influence of the informal
group.

This Photo by Unknown Author is licensed under CC BY

THA N K YOU