Organizational Behaviour - Group process

UNIT 4UNIT 4
GROUP INTERACTIONGROUP INTERACTIONGROUP INTERACTIONGROUP INTERACTIONGROUP INTERACTIONGROUP INTERACTIONGROUP INTERACTIONGROUP INTERACTION
ANDANDANDANDANDANDANDAND
DYNAMICSDYNAMICSDYNAMICSDYNAMICSDYNAMICSDYNAMICSDYNAMICSDYNAMICS
MR.T.SOMASUNDARAM
ASSISTANT PROFESSOR
DEPARTMENT OF MANAGEMENT STUIDES
KRISTU JAYANTI COLLEGE (AUTONOMOUS)
BENGALURU
DYNAMICSDYNAMICSDYNAMICSDYNAMICSDYNAMICSDYNAMICSDYNAMICSDYNAMICS
Unit 4– Group Interaction and Dynamics 1

UNIT 4: GROUP INTERACTIONSUNIT 4: GROUP INTERACTIONS
AND DYNAMICSAND DYNAMICS
Group: Meaning; Types of groups;
Functions of Small groups; Group size;
status; managerial implications; group
behaviour; group norms; cohesiveness;
teams; meaning; importance of team inteams; meaning; importance of team in
organization; types of teams; creating
effective team; leadership: meaning;
importance; difference between leader
and manager; leadership styles.

Meaning:
A group is a cluster (group
of similar things) of persons
who have come together to
GROUPGROUP
pursue activities of common
interest.
A group may consist of any number of persons.

Definition:
“A group is an aggregation of people who interact
with each other, are aware of one another, have a
common objective, and perceive themselves to be
a group.”
“A group is a collection of two or more
individuals, interacting and interdependent whoindividuals, interacting and interdependent who
have come together to achieve particular common
objective.”

Characteristics of a group:
1.) Two or more persons:
- a single individual can’t form a group.
- for group formation at least two persons are must.
- there is no specific limit on the maximum number of persons to
form a group.
2) Collective identity:
- each group members know one another.
- each member of the group perceives that he/she is a part of a group.- each member of the group perceives that he/she is a part of a group.
3) Interaction:
- there is an interaction among the member of the group.
- each members share his ideas with others through different
communication methods such as face-to-face, in writing over the
telephone, and across a computer network.
4) Common purpose (or) interest:
- the member of the group work to achieve some common objective or
purpose.
- each member perceives that he is part of the group. 5

Why are groups formed (or) reasons for group formation:
1) Interaction:
- during the course of their work they may have to interact with
one another.
2) Capacity to influence:
- the capacity of each individual in the organization to influence
another by reason of work or work related issues.
3) Need for security:
- one of the main reasons for the formation of group in
organization is the need for security.organization is the need for security.
- if the employer creates an environment in which employees
feel insecure, they have to come together as a group, namely the
union to safeguard their interest.
4) Common interest:
- people with common interest (likes and dislikes often come
together).
- some people join groups because of showing common interest.

5) Recognition (or) esteem needs. (Appreciation or
acknowledgement):
- the recognition that is not normally available to a person,
when he is alone, becomes available to him once he
becomes a member of a certain group.
- when one is a member of a group and does some good
piece of work, gets praise from others.
6) Power:6) Power:
- workers enjoy much greater power by joining groups than
they do as individuals.
- this is because a) There is strength in number.
b) United we stand, divided we fall.
- in an organization where trade unions are absent or are not
powerful, belonging to a small informal group gives an
individual a feeling that the group will not let him drown
when he faces a crisis. 7

7) To get rid (make yourself free) of delay:
- formal organization promotes delay in view of
hierarchy and longer channels of communication.
- to get rid of the delay in the competition of certain
specific tasks, executives, sometimes, may have to
meet and interact with employees casually andmeet and interact with employees casually and
informally.
8) Identity:
- as a member of groups an individual gets identity.
(who am I)
- we understand ourselves through the behaviour of
others towards us.

9) Belongingness or relatedness needs:
- people being social beings, belonging to or
relating groups satisfies a number, of their social
needs.
- in every organization, there are many persons who
are very isolated (alone, remote, single) or who
prefer to be absent from work most of the times.prefer to be absent from work most of the times.
- such phenomena occur more where people are
unable to belong to groups.
10) Personal characteristics:
- people are more likely to form groups with others
who share similar belief, values & attitudes.

Factors influencing group formation:
1. Safety & security needs.
2. Relatedness or belongingness needs.
3. Esteem & growth needs.
4. Combining efforts by working together.
5. Group may encourage collusion (dishonest or
underhand purpose) between members.underhand purpose) between members.
6. Mutual understanding.
7. The groups provides the individual with a sense of
belonging. (The group provides a feeling of identity & the
chance to acquire role & status within the group).
8. Receiving guidelines from the group.

Types of Group:
1. Formal Group:
- a group that is officially created to perform certain tasks is
known as formal group
- groups established by the organization to achieve
organizational goals are called formal groups.
- such a group has a hierarchical (one above the other
TYPES OF GROUPTYPES OF GROUP
- such a group has a hierarchical (one above the other
according to status) structure works under single supervision.
- the member of a formal group are allotted definite task.
- they have to adhere (stick) to certain rules & regulations.
- every superior has subordinated to whom he delegates
authority to enable them to carry out the task assigned.
- for the performance of the task by the subordinates, the
superior is answerable to his own superior.
- formal group can be permanent as well as temporary. 11

Formal groups are classified as follows
a) Command group:
A command group is composed of a supervisor (manager) &
the subordinated who report directly to that supervisor.
It is determined by the organizational chart.
(E.g.) The HOD & the other faculty member in the department
would comprise a command group.
b) Task group:b) Task group:
A task group comprises of person working together to
complete a common task.
c) Project group:
Project groups are formed to complete a specific project.
The life of the project group normally coincides with the
length of the project. (Time of completion)

d) Committees:
Committees are usually created to solve recurring problems.
The life of a committee may be relatively long or short.
2. Informal group:
- groups which are not formal are informal. (Formed by the
members themselves)
- in other words, these are groups that are neither formally
created nor controlled by the organization.created nor controlled by the organization.
- it arises owing to personal relationships between the
individuals in an organization.
- factors such as friendship, language, religion, hobbies,
personal likes & dislikes influence the information of informal
groups.
- it may sometimes perform a task that the formal group has
failed to perform. 13

- informal groups maintain & strengthen the values & belief of
their members.
- they provide a feeling of security to the members & help them
interact with one another.
- they further strive to solve their work related problems.
There are various kinds of informal groups –
a) Friendship group:
Friendship groups are people who like each other & who like toFriendship groups are people who like each other & who like to
be together.
Such groups are formed because members have one or more
common characteristics such as age, beliefs, values & other
attraction.
b) Interest groups:
Interest groups are composed of individuals who may not be
members of the same organization, but they are united by their
interests in a common issue. 14

c) Reference group:
A reference group is a special types of informal groups that
people use to evaluate themselves.
A reference groups is one with which the individual actually
identifies himself.
In other words, he would like to be associated with such a
group always.
The reference groups consist of members who all haveThe reference groups consist of members who all have
similar tastes, preferences, attitude & so on.
3. Membership group:
A membership group is one to which an individual actually
belongs whether or not he is satisfied with the norms,
values, beliefs & practices of such a group.

4. In – group:
- An in-group is one to which we belong.
- the members of an in-group have certain values, beliefs,
ideas & norms.
5. Out group:
- The out group is one to which we do not belong.
- it consist of members who hold values, beliefs, ideas and
norms that are quiet opposed to those of the members of the
in group.
6. Open group:
- An open group is one that is in a constant state of change.
- its member’s keeps fluctuating (i.e.) existing members
may leave and new members may join.

- the open group can have plans and proposals only for a
shorter period of time.
- due to its peculiar (strange) characteristics the open group
faces conditions of imbalance and instability.
7. Closed group:
- A close group is one that is quiet stable.
- it maintains stable membership.
- it therefore, can have proposals for a fairly longer period
of time.
- it does not face conditions of imbalance and instability.
8. Primary group:
A primary group is characterized by intimate (close &
friendly) face to face association & co-operation.

- the membership of such a group is small & is based
on intimate relationship.
(E.g.) of such groups may be family, friendship groups or
neighbor groups.
9. Secondary Group:
A secondary group is more formal, general & remote.A secondary group is more formal, general & remote.
- the members of the secondary group may not have any
interest in the problems & pleasure of others.
- the continuous interaction, intimacy, face to face
interaction, co-operation & association of primary
groups may not be found in secondary group.

It includes –
a) Working on a complex and independent task – it is too
complex for individual to perform and that can be broken
into independent tasks.
b) Generating new ideas or creative solutions to solve
problems – it require inputs from a no. of people.
FUNCTIONS OF GROUPSFUNCTIONS OF GROUPS
problems – it require inputs from a no. of people.
c) Serving liaison or coordinating functions – among several
work groups whose work is to some extent independent.
d) Facilitating the implementation of complex decision –
group composed of representatives from various group
can coordinated activities of interrelated groups.
e) Serving as a vehicle for training new employees – it teach
new members methods of operation and group norms.

The process of group development involves five important
stages –
1. Forming Stage:
The 1st stage for almost every group is an orientation stage.
STAGES (OR) FORMATION OFSTAGES (OR) FORMATION OF
GROUP (OR) GROUP LIFE CYCLEGROUP (OR) GROUP LIFE CYCLE
The 1st stage for almost every group is an orientation stage.
This stage is marked by a great deal of caution, courtesy
confusion.
The formal leader exerts a great influence in structuring the
group and shaping members expectations.
At the end of this stage interpersonal relationships are
established and members being to identify themselves with
the group. 20

2. Storming stage: (move angrily and forcefully)
This stage is characterized by conflict, criticism, and
confrontation (meet an opponent face to face) among group
members.
Such conflicts may arise due to differences in perception
In case the conflicts become extremely intense (force) &
dys - functional (unable to deal) the group may dissolve or
continue as an ineffective group.continue as an ineffective group.
3. Norming stage:
At this stage one person emerges powerful leader
This is the stage in which close relationship among
the members develop.
Strong senses of group identify and comradeship (share
activities with members) also develops.

4. Performing stage:
This stage is characterized by team work, role clarity and task
accomplishment.
This stage exhibits the highest level of group motivation.
Conflicts among the members are resolved through group
discussions.
The members of the group are aware of group’s process and the
extent of their own involvement in the group.
5. Adjourning stage: (break off)
This stage is relevant for work teams, task forces and such
similar groups that have only a limited task to perform.
As soon as the task is completed the activities of the group are
wrapped.
Reasons - the groups has completed its task.
- the members decide to disband (break up) and close the group with
sentimental feelings. 22

Group Development proceeds on four stages –
Stage 1: Mutual Acceptance:
- members get to know about each other by sharing
information about themselves.
- they discuss about any information, issues, sports, recent
events, etc in the organization.
GROUP DEVELOPMENT PROCESSGROUP DEVELOPMENT PROCESS
events, etc in the organization.
- discussion may turn to more sensitive issues like
organization’s politics, recent issues.
- members learn one another’s view on variety of issues,
similar in beliefs and values and extent to trust on one
another.
- when discussion becomes serious, group is moving to next
stage – communication and decision making.

Stage 2: Communication and Decision making:
- group members discuss their feelings and opinions more
openly.
- they show more tolerance for opposing view points and
explore different ideas to bring them about a reasonable
solution or decision.
- members discuss and agree on group’s goals.
- they assigned roles and tasks to accomplish goals.- they assigned roles and tasks to accomplish goals.
Stage 3: Motivation and Productivity:
- it emphasis shifts away from personal concerns and
viewpoints to activities that will benefit the group.
- members co-operate and actively help others to accomplish
their goals.
- members are highly motivated and may carry out their
activities creatively. 24

- group is accomplishing its work and is moving towards the
final stage of development.
Stage 4: Control and Organization:
- the group work effectively towards accomplishing its goals.
- tasks are assigned by mutual agreement and based on
ability.
- it evaluate their activities and potential outcomes and take
corrective actions if necessary.corrective actions if necessary.
- flexibility, spontaneity and self – correction are essential.
- group that evolves fully through four stages of
development becomes mature and effective group.
- members will interdependent, coordinated, cooperative,
competent, motivated and in active communication with
other.

The important contributions to organizational task
accomplishment and can also exert considerable influence on
individual work attitudes and behaviours.
1. Organizational Task Accomplishment:
- many things in life are beyond the capabilities of one
person.
MANAGERIAL IMPLICATION OFMANAGERIAL IMPLICATION OF
GROUPS IN ORGANIZATIONGROUPS IN ORGANIZATION
person.
- it takes group efforts to perform a task.
(E.g.) build a jet airplane, play cricket, etc.
- group synergy is the creation of whole that is greater than
sum of its parts.
- when synergy occurs, group accomplish more than the total
individual capabilities.Unit 4– Group Interaction and Dynamics 26

Research shows that –
i) When presence of expert is uncertain, groups make better
judgement than average individual.
ii) When problem solving handled by division of labour and
sharing of information, groups are typically more
successful than individuals.
iii) Because of their tendencies , group can be more creative
and innovative in their task accomplishments.and innovative in their task accomplishments.
Social loafing – it affect task accomplishment by a group and
it is also called as “Ringlemann effect” (i.e.) he asked the
people to pull as hard as they could on a rope, first alone
and then in group.
- he acknowledge that people may tend not to work as hard
in groups as they would individually. (i.e.) based on their
contribution. 27

2. Group and Individual Behaviours:
- formal work groups and informal networks are important
for any work setting.
- groups offer variety of information, expectations and
opportunities that relate to individual need satisfaction.
- group influences on individual work attitudes and
behaviours.
Group IndividualInformation
- people learn relevant job skills and knowledge from
group.
- it provide direct instruction and assistance to one another.
- group members communicate expectations to one another
regarding work performance.
Group
involvements
Individual
attitudes and
behaviour
Information
Expectations
Opportunities
Offer That
influence

- members influence one another’s beliefs and
predisposition about various aspects of work setting.
- the ability to satisfy the needs of their members.
- it provide for social interaction and interpersonal
fulfillments.
- group can provide individual security in form of
direct work assistance and technical advice ordirect work assistance and technical advice or
emotional support in times of special crisis or
pressure.
- it gives sense of identification and offer
opportunities for ego involvement by assisting in-
group activities.

Pitfalls of Groups:
The principal pitfalls identified with groups are –
1. Status differentials:
- groups are formed for task fulfillment.
- it requires group members to interact with one another.
- it hinder integration of members and exchange of emotions
and stimuli.
- it receive prominence and views that are accepted and- it receive prominence and views that are accepted and
respected.
2. Group Norms:
- it plays vital role in enabling groups to function.
- it prevent embarrassment or conflict by supporting mention of
undesirable subjects.
- it force members to support decisions and it detrimental to the
organization. Unit 4– Group Interaction and Dynamics 30

3. Risky and Cautious Shifts:
- risky it occurs where a group makes a decision which is more
risky than individual operating along.
- caution shifts occur where group makes a decision which is less
risky than individual alone.
- risky lead to accept probabilities and caution lead to missed
opportunities.
4. Polarization:
- it means magnifying a dominant view point.
(E.g.) group members are doubtful about a particular issue to begin,
group discussion focus more on doubts and vice versa.
- security of group membership induces to support a decision to be
more drastic or more cautions.
5. Group think:
- it leads to conformity, but it is more dangerous than norms.
- it involve suppression of members critical facilities. 31

DETERMINANTS OF GROUPDETERMINANTS OF GROUP
BEHAVIOURBEHAVIOUR
The prime determinants are –
1. External Conditions:
- group is a subsystem of a formal organization and all
elements of organization will influence on a group.
It includes elements like –
a) Organizational Strategy:a) Organizational Strategy:
It defines what business it is in or wants to be in kind of
organization.
It outlines the organization’s goals and means for attaining the
goal.
Strategy influence power of various work groups and determine
the resource that the organization is willing to allocate to
perform the task. 32Unit 4– Group Interaction and Dynamics

b) Authority Structures:
It defines who reports to whom, who makes decisions and
what decision individuals or groups are empowered to
make.
It determines work group is placed in organization’s
hierarchy, formal leader of group and formal relations.
It may be lead by someone within the group, formal leader
by management has authority.by management has authority.
C) Formal Regulations:
It creates rules, procedures, policies and other regulations
to standardize employee behaviour.
Regulation impose by organization on employees, work
group will be consistent and predictable.
33Unit 4– Group Interaction and Dynamics

d) Organizational Resources:
It includes tools, equipment, facilities and work methods and
procedures.
Groups need proper resources support if they are achieve their
potential in task performance.
Scarcity or abundance of resources in organization can affect what
happen within and between groups.
Scarce resources are likely to compete with one another to access
them in a group.them in a group.
e) Procurement of Personnel:
The methods adopted by organization to hire employees will
determine type of people who constitute the group.
It becomes critical if large segment of organization's employees are
unionized.
Union’s collective bargaining contract will play by specifying whose
hired as well as acceptable and unacceptable behaviour of group
members. 34Unit 4– Group Interaction and Dynamics

f) Performance Appraisal and Reward System:
Groups are influenced by reward system.
Well designed reward system help establish and maintain
proper levels and direction for group efforts.
It can suffer from reward system that stress individual level to
group level contributions and outcomes.
It is performance evaluation method and it is challenging and
specific performance objectives.specific performance objectives.
g) Organizational Culture:
Every organization has unwritten culture that defines
standards of acceptable and unacceptable behaviour for
employees.
It indicates how to dress for work, whether rules are rigidly
enforced, what kinds of behaviour, importance of honesty,
integrity. 35Unit 4– Group Interaction and Dynamics

Members of work groups have to accept the standards
implied in the organization’s dominant culture if they are to
remain in good standing.
h) Physical Work Setting:
It influences what goes in a group.
Architects, industrial engineering and office designers make
decisions regarding size and physical layout of employee’s
work space, arrangement of equipment and need for acousticswork space, arrangement of equipment and need for acoustics
to minimize noise distraction.
It creates barriers and opportunities for work group
interaction.
It is to large extent, decided by technology to facilitate
interaction among group members.
It allows for more interaction among group members
whereas the latter may not.

2. Group Member’s Resources:
Group performance depends on member resources.
a) Abilities:
It is part of group’s performance can be predicted by assessing the
task relevant and intellectual abilities of individuals.
It indicates the individual who hold crucial abilities for attaining the
group’s task tend to be more involved in group activity, likely to
emerge group leaders and more satisfied if their talents are utilized
effectively.effectively.
Relations between abilities and group performance subject to impact
of variables like size of group, nature of task, actions of leader and
level of intergroup conflict.
b) Personality characteristics:
It has great deal of debate on relationship between personality trait
and group attitudes and behaviour.
It includes traits like sociability, self reliance and independence and
evaluate characters like authoritarianism and dominance. 37

3. Group Structure:
Group structure has significant impact on group behaviour.
a) Group Size:
It has implications on problem solving, resource and
communication trade off, member satisfaction and character
of group membership.
Ideal group size for problem solving are –
i) Less than five members result in –
- fewer people to share task responsibilities.
- more personal discussions & more complete participation.
ii) More than seven members results in –
- fewer opportunities to participate.
- more members inhibitions, domination by aggressive
members & tendency to split into sub groups. 38

i) From the above it is clear that the ideal group size is
between five and seven members -
- reducing the group size results in loss of resources
which is available for organizational accomplishment.
- increase in group size will make communication and
coordination difficult.
- satisfaction increases as group size approaches five- satisfaction increases as group size approaches five
and decreases thereafter.
- larger groups suffer from disadvantages in terms of
the maintenance criterion of group effectiveness.
- smaller groups enable members to interact more
frequently and to know one another better.

ii) Another important group size issue is the odd / even character
of group membership -
- groups with an even number (4, 6, 8) as compared with odd
number of members (3, 5) show more disagreement and contest
when performing tasks.
- they tend to have lower rates of members seeking suggestions
from one another.
- difference appear to occur because it is easier for members in- difference appear to occur because it is easier for members in
odd numbered groups to form coalitions and take majority votes
to resolve disagreements.
iii) The final issue relates to the correlation between size and
productivity –
- adding more people to a group should increase the human
resources that group can put in productive use.
- group’s actual productivity falls as its size continuous to
increase which results from obstacles to group productivity. 40

* Production blocking – it occurs when people get in each
other’s way as try to perform a group task.
(E.g.) one member of a moving van crew carries a chair
through a doorway and another member waits to carry a box
of clothing through same doorway.
Group members must perform maintenance roles like –
a) Encouragers – enhance feelings of warmth and solidarity
within the group by praising, agreeing and accepting thewithin the group by praising, agreeing and accepting the
ideas of others.
b) Harmonizers – minimize the negative effects of conflicts
among the group members.
c) Standard setters – raise questions about group goals and
goal attainment and who set achievement standards
against which group members can evaluate their
performance. 41Unit 4– Group Interaction and Dynamics

b) Group norms:
Norms – (usual or standard thing required)
Group norms are the rules and regulations prescribed for
the group members.
In other words, group norms are a rule that tells the
individual how to behave in a particular group.
In other words these are the do’s and don’ts.
Group norms provide the standard against which the
behavior of a member is evaluated.
Group norms help the group members know what they
should or should not do.
Types of norms:
a) Behavior norms. b) Work norms.

Characteristics of group norms:
• Norms explain the characteristics of a group.
• Norms are applied to all the members of the
group.
• Norms serve as the basis for behavior of group
members.members.
• Group norms control the behavior of members in
group.
• Norms helps the group members to accomplish the
goals.
• Norms help the group maintain as a group.

Factors affecting group norms:
• Personality characteristics of individuals (e.g.)
more intelligent compared to less intelligent
members.
• Situational factors.
• External threats (if the group faces external
threats)threats)
• When group goals mesh with individual goal or
when there are difference in 2 sets of goals.
• When the groups are not stable.
• When definite standards are not used to evaluate
group norm.

c) Group cohesiveness :
Group cohesiveness refers to the extent to which the
members of a group are attached to each other and
willing to remain within the group.
Group cohesion develops out of the activities
interactions and sentiments of members.
Cohesiveness binds (hold together) all the group
members to work as one man to attain the set goals.
If group cohesion is high, the interaction between
members of the group is high and the degree of
agreement in group opinion is high.

A cohesive group has the following feature -
The members share the group goals and norms and have
common interest and backgrounds.
The number of members is small.
The members interact among themselves quiet frequently
and interpersonal communication is very effective.
Group loyalty (support) among the members is high
because the group enjoys high status.because the group enjoys high status.
The members stands united against any perceived external
threats to the group.
The members keep themselves glued (very close attention)
to the groups as they feel that their needs would be satisfied
by the group.
The group has a history of past success.

Importance of cohesiveness (or) consequences:
1. More success.
2. More communication.
3. More personal satisfaction.
4. High productivity.
5. More participation.
6. More conformity.
7. More influence.

Factors influencing / contributing / affecting Group
Cohesiveness (Or) Determinants of Group Cohesiveness:
1. Membership related factors:
a) Size. b) Permanence (lasting for a long time or ever)
c) Compatibility (use together or well suited together).
2. Work Environment related factors:
a) Nature of task. b) Physical setting.
c) Communication.d) Technology.
3. Organizational related factors:
a) Management & Leadership. b) Success.
c) External Threat.
4. Group Development & Maturity factors:
a) Forming. b) Storming.
c) Norming. d) Performing. 48

(Or)
1. Interaction or degree of dependency on the group (or) time
spent together.
2. Threat.
3. Leadership.
4. Conviction (strong belief).
5. Values and attitudes.5. Values and attitudes.
6. Size of the group.
7. Status.
8. Location of the group.
9. Outside pressure. 10. Competition.
11. Stable membership and homogeneity.
12. Difficulty in entry.

1. Interaction:
The extents to which the members of the group interact with each
other determine group cohesion.
The greater the interaction among the group members the better will
be cohesiveness.
2. Threat (to harm someone (or) danger (or) hurt a person):
The kind of threat the members face both from the internal and
external environments can influence group cohesion.
The greater the threat the greater will be group cohesiveness.The greater the threat the greater will be group cohesiveness.
3. Leadership:
The qualities of the group leader determine the extent to which the
group members bind (hold together) themselves with the group.
If the leader is dynamic (full of energy & new ideas) and energetic, he
motivates the group members to work, zeal (great energy &
enthusiasm) for the attainment of common goals.
He tries to build and maintain high group loyalty among members.

4. Conviction (strong belief):
If there is always a sense of conviction among the group
members on the decision it is an indication that cohesion is
absolute. (complete)
If few members try to thrust their ideas on the group, such a
conviction may not exist.
5. Values and attitudes:
The extent to which the group members share values and
attitudes is another determinant.attitudes is another determinant.
If every member starts acting as per his value system,
cohesiveness will become difficult.
6. Size of group:
When the size of the group increases, securing cohesion among
members becomes difficult.
Thus larger a group becomes, the less opportunity exists for
interaction among the members.

7. Status:
A group with high status with success stories is more
attractive to its members.
Therefore, they show solidarity (support & agreement)
among themselves and group cohesion tends to be high.
8. Location of the group:
Location of the group affects group cohesion in 2 ways.
If the group members are located close to each other they
interact themselves frequently and freely therefore group
cohesion would be high.
If group is isolated (single) from other groups cohesion is
high, because of chain of interactions develops among
members of various groups.

9. Outside pressure:
Members of group tend to face challenges from outside.
When there is pressure from outside group members tend to
minimize their personal difference in order to fight the
common enemy.
The group if unable to bear pressure group cohesiveness
can’t be achieved to withstand such pressure.
10. Competition:10. Competition:
Type of competition affects the group cohesiveness.
Success resulting from group brings cohesiveness in group.
However, losers in group usually experience tensions and
disruptive (disturb or break) force which upset
relationships.

11. Stable membership:
Groups whose members have different interests and
backgrounds are often less effective in promoting their interest
Similarly stable relationships among members enhance
(increase the quality, value) group cohesiveness.
This is so because the relationships have to persist over a period
of time to permit people to know one another, to develop
common understanding of shared goals and values.common understanding of shared goals and values.
12. Difficulty In entry:
Some groups are not easy to join.
The members are very carefully selected and the selected
members feel a sense of pride (satisfaction) and accomplishment
(something achieved successfully).
The more difficult it is to get into a group, the more cohesive
that group becomes.

Measures to increase group cohesiveness:
1. Inducing (bring) agreement or group goals:
In the work place the employees therefore have to work as a
team.
If only they work in a co-ordinated manner, it will be possible
for them to carry out any task.
There must be consensus (agreement) among the members on
the goals for the accomplishment (something achievedthe goals for the accomplishment (something achieved
successfully) of which they work together.
2. Increasing the membership of likeminded persons:
Every organization has a unique culture while recruiting new
employees, it must be ensured that they are in a position to
understand and appreciate the organization culture.
If some members behave in a different manner without
bothering about the custom and values of the organization, it is
sure to affect group cohesiveness. 55

3. Increasing interaction among member:
Group cohesiveness depends to a greater extent on how often and
how effectively the members interact before reaching an agreement.
4. Taking care of the group size:
If the group is un wieldy (hard to move or manage) securing
consensus (agreement) among the members is sure to become
difficult and it is necessary to take care of the group size.
5. Encouraging competition among group:
Another measure to increase group cohesiveness is to encourageAnother measure to increase group cohesiveness is to encourage
healthy competition among the different groups in the organization.
6) Rewarding the group instead of the individuals:
If any group performs well, it is important to reward the group as a
whole instead of rewarding a few.
This may help to avoid ill-feelings among the group members and
may in fact bring them closer.
7) Keeping the group members isolated from other groups:

Group dynamics:
The term group dynamics contains two terms –
a) Group b) Dynamics.
“Group dynamics refers to the interaction between
group members in a social situation.”
Group dynamics has been defined as follows
“The social process by which people interact face“The social process by which people interact face
to face in small groups is called group dynamics”
Group dynamics is defined in different ways -
1. Democratic leadership.
2. Participation, & Co-operation.

Another view takes group dynamics as a set of techniques
such as -
1. Role playing.
2. Brainstorming.
3. Leaderless group.
4. Training, etc.
According to the third view, group dynamics is viewed fromAccording to the third view, group dynamics is viewed from
the internal nature of groups -
1. Formation.
2. Structure.
3. Processes & the way they affect individual members, other
groups & the organization.

TEAMTEAM
Meaning:
A small number of members with shared leadership who
perform interdependent jobs with both individual and group
accountability, evaluation and rewards.
A team is like a car in that it consists of multiple parts joined
together to accomplish a particular task.together to accomplish a particular task.
A team is a group of people who come together temporarily to
achieve a purpose.
T – TOGETHER
E – EVERYONE
A – ACHIEVE
M – MORE

Definition:
“ A team is a number of persons associated together in
work or activity.”
(E.g.) As a group on side like Football team or Debate.
Team Work:
- cooperation between cross-trained employees who are
familiar with a wide range of jobs in their organization.
Team building:
- high interaction among group members to increase trust
and openness.
Team Management:
“It refers to technique, processes and tools for
organizing and coordinating a group of individuals
working towards a common goal.

Benefits of Team:
Reduced costs.
Quality of result has improved and service provided.
Increases employee involvement & enhance
communication.
Reduces absenteeism and improves continuity.
Reduces conflict.
Enhances creativity and innovation.
Creates better adaptability and flexibility in the
organization.

Characteristics of a Good / Effective Team:
Clear & elevating goal & unified commitment.
Result driven structure & competent members.
Standards of excellence.
External support and recognition.
Principal leadership.
Team goals are clearly understood by all.Team goals are clearly understood by all.
Collaborative climate.
Each team trust the judgement of others.
Team willingness to take risks.

Importance of Team in organization:
It signifies -
People working towards a shared purpose and common
goals.
Sharing their varied skills in complementary roles and in
cooperation with each other.
It enables mutual support and learning and generate sense
of belonging and commitment.of belonging and commitment.
It has culture of participation and democratic forms of
decision making.
Solve complex problems that take more than one mind.
Coordinate individual activities towards a common bigger
goal.
It helps people to learn from each other and develop.

Team Vs Group:
TEAM GROUP
Individuals assembled together or
having some unifying relationship.
Persons associated together in work
or activity.
Member’s collective performance
determines results.
Members responsible for their own
contributions.
‘Synergy’ arises in teams. Individualistic approach do not
produces synergy.
Performance depends on individual Performance depends on work of
64
Performance depends on individual
contributions and collaborative work.
Performance depends on work of
individual members.
It focus on both individual and
mutual accountability.
It focus on both individual and
rewarding.
Team members share a common
commitment to purpose.
Group members share a common
goal.
Team has freedom and flexibility to
do job and set their own goals.
Group has responsibility towards
work placed by management.

Different types of Teams:
TEAM
Work Teams
Problem Solving
Teams
Problem Solving
Teams
Teams
Management
Teams
Virtual Teams
Teams
Permanent
Teams
Temporary
Teams
Temporary
Teams
Teams
Self managed
Teams
Cross Functional
Teams
Cross Functional
Teams

1. Work teams:
It concerned with work done by organization like
developing and manufacturing products, providing
services.
It focus on usage of organization’s resources
effectively.
2. Problem – Solving teams:2. Problem – Solving teams:
This temporary team established to attach specific
problems in workplace.
After solving problem, members are allow to return
their normal work.
This team is often cross functional and members come
from different functional areas.

3. Management teams:
It consists of managers from various areas and co-ordinate
work teams.
The primary job of this team has to coach and counsel
other teams to be self managing by making decisions.
It is to co-ordinate work between work teams that are
interdependent in some manner.
4. Virtual teams:4. Virtual teams:
These teams meet together and their activities takes place
on computer via teleconferencing and other electronic
information systems.
The core features of virtual teams are goals, people & links.
(E.g.) Engineers share files around globe through Internet,
e-mail and other communication networks.

5. Permanent teams:
These teams perform on a permanent basis and are not
dissolved once the tasks is accomplished.
(E.g.) HR team, administration team, etc.
6. Temporary teams:
It loose their importance, once the tasks is accomplished.
This teams is formed for shorter duration to assist certain work.
7. Self managed teams:7. Self managed teams:
It consists of individual who work together again for a common
purpose but without supervision of any leader.
Team members must respect each other and should never loose
focus on their target.
8. Cross Functional teams:
Individuals from different areas come and work together for a
common objective to form a cross functional team. 68

Team Models:
1. Traditional Model:
Group with a traditional boss, who shares his responsibility as well as
authority.
He is in charge and allow his team members to take leadership roles.
2. Team Spirit Model:
Group of people working for one boss and everything seems to be
going well.
There is no sharing of authority or responsibility.
3. Cutting Edge Model:
Group of people who manage themselves and no single person has
authority to make decision about work.
4. Task Force Model:
Group comes together for a specific time or specific task or project.
5. Cyber Team Model:
Members work together with the help of e-mail, telephone, video, etc.
69

Creating Effective Team:
Co-operation.
Trust – to build trust through communication, support,
respect, fairness, predictability, listening, competence and
leadership in team.
Motivation and create clear goals.
Encourage team to go for small wins.
Ensure mental accountability and a sense of common
purpose.
Provide necessary external support.
Make the team highly focused.
Handle conflict directly and be willing to compromise.
Actively participate and encourage others to do the same.
Keep sensitive issue private. 70

Communicate openly and positively.
Take time to establish operating guidelines and clarify
expectations.
Monitor what is going on within the team.
Work with underperformers to keep them in the flow of the
project and prevent them from getting isolated.
Energize the team when motivation is low by suggesting
new ideas, humour or enthusiasm.new ideas, humour or enthusiasm.
Be supportive of your team members.
Always understand the team members well.
Various activities and events must be promoted within the
teams.
Feedback from each and every individual in team.
Discipline must be maintain at all levels in team. 71Unit 4– Group Interaction and Dynamics

Meaning:
A leader is one who makes his subordinates
to do willingly what he wants.
As leader they are not only the responsible
for directing their subordinates but alsofor directing their subordinates but also
responsible for the attainment of goals of
the organization.
Leadership is the process of influencing the
behavior of other towards the
accomplishment of goals in a given
situation. Unit 4– Group Interaction and Dynamics 73

Definition:
“Leadership is the process of influencing the activities
of an individual or a group in efforts towards goal
achievement in a given situation”
“Leadership is the activity of influencing people to
strive willingly for group objectives”
Characteristics of leadership:
It is the personal quality of a person.It is the personal quality of a person.
It is a process of influencing others.
It requires the confidence of followers/ subordinates.
It requires motivation of subordinates.
Varying leadership styles.
Leadership is a continuous process.

Importance of leadership:
Motivating employees.
To guide.
Bringing changes.
Leader develops team
work.
Better utilization of
manpower.
Qualities of leader:
Ability to analyze.
Emotional stability
Self confidence.
Foresight (Leader must
see what is to happen).
Sense of judgment.
Understanding.
75
manpower.
Directing group activities.
Building self-confidence.
Handling crises.
Creating confidence to
followers.
Maintaining discipline.
Understanding.
Capacity to motivate.
Ability to guide.
Communication skills.
Sociability.
Sound physical health.
Positive thinking.
Unit 4– Group Interaction and Dynamics

Functions of a leader:
Difference between Leader and Manager:
Planning.
Policy making.
Execution of plans &
Policies.
Controlling.
Representing the group.
Providing reward &
punishment.
Settlement of disputes.
Role model.
Answerability.
Loyalty to value system.
Difference between Leader and Manager:
Leader Manager
A leader has followers. A manager has subordinates.
Relationship between a leader & his followers
if generally informal.
Relationship between a manager & his
subordinates is formal.
A leader may strive for personal goal. A manager may strive for organizational goals.
Leadership is possible both in formal &
informal groups.
Management is possible only in a formal
structure.
Leadership qualities are to a greater extent
natural or in-born.
Managerial qualities are acquired.

Leadership Styles:
- the behaviour exhibited by a leader during supervision of
followers.
1. Autocratic Or Dictatorial leadership:
- the leader takes all decisions by
himself without consulting subordinates.
- he has full authority and never delegates
authority.
Autocratic leaderAutocratic leader
FollowerFollower
FollowerFollower
FollowerFollower
authority.
* Types:
a) Strict autocrat – leader follows this style in strict manner.
- he follows negative motivation for getting work.
b) Benevolent autocrat – takes decision himself but gives positive
motivation.
c) Incompetent autocrat – adopt this style to hide their inabilities
(i.e.) incompetence. 77

- company indicates fear & punishment as disciplinary techniques.
- leader is active and dominant in decision – making.
- little chance for error in final accomplishment.
Advantages:
- facilitates quick decision making.
- provides strong motivation and satisfaction to leader.
- highest productivity, yield positive outcome.
- less competent subordinates at low levels.- less competent subordinates at low levels.
Disadvantages:
- employee morale will be low, absence of leader affect output.
- dissatisfaction will develop among employees.
- employee turnover will be more.
- full potential creative ideas of subordinates are not fully utilized.
- communication without feedback leads to misunderstanding and
communication breakdown.

2. Participative Or Democratic leadership:
- subordinates are consulted and their feedback is taken into decision
making process.
- the authority is decentralized & this leader attached to both work
and people.
* Participative leadership is appropriate -
- truly desires to hear the ideas of his employees.
- organization has communicated its goals and objectives to
subordinates.subordinates.
- workers are reasonably knowledge and experienced.
- time for task completion allows for participation.
- subordinates desire active and true involvement.
Democratic leaderDemocratic leader
FollowerFollower FollowerFollower FollowerFollower

Advantages:
- subordinates are motivated by participation in decision making
process.
- absence of leader doesn’t affect output.
- labour absenteeism and turn over will be minimum.
- quality is decision is improved.
- leader multiplies his abilities through contribution of his followers.
Disadvantages:
- time consuming, results delay in decision making.
- subordinates are lazy & avoid work, controlling is difficult.
- it can’t applied at lower level of management.
- leaders may be uncomfortable with reduction in power & control
over labour.
- yield positive results when subordinates prefer minimum
interaction with leader.
- leader requires communication and persuasive skill. 80

3. Laissez-Faire Or Free rein leadership:
- complete freedom to subordinates for planning, motivation, control.
- authority is decentralized & leader will not take decision.
* This type of leader is effective -
- leader is interested in delegating decision making.
- subordinates are highly intelligent and aware of roles &
responsibility.
Advantages:
FreeFree –– rein leaderrein leader
- positive effect on job satisfaction &
morale.
- creates environment of freedom & team spirit.
- full utilization of potential of subordinates.
Disadvantages:
- lack of discipline, lowest productivity.
- no control & co-ordination. - members put their own interest.
FollowerFollower
FollowerFollower
FollowerFollower

Other types of leadership:
4. Functional Leadership:
A functional leader is one who is an expert in a
particular fields of activity.
He does not command any formal authority.
Such a leader always thinks of the task he has
undertaken & spends most of his time finding outundertaken & spends most of his time finding out
ways & means of doing it better.
The functional leader will be able to offer help to
his subordinates provided the subordinates
approach him for certain genuine job related
problems.

5. Institutional Leadership:
An Institutional leader is one who has become a leader by
asset of his official position in the organizational hierarchy.
An institutional leader may not be an expert in his field of
activity.
He may not be able to provide expert guidance to his
followers, but he has to secure performance from them.
6. Paternalistic Leadership:6. Paternalistic Leadership:
A paternalistic leader takes care of his followers in the way
the head of a family takes care of the family members.
He is mainly concerned with the wellbeing of his followers
& is always ready to protect them.
He may provide them with all physical services needed, but
he will not be able to guide them to perform their job well.

85Unit 4 – Implementation of Training and Development

Organizational Behaviour - Group process

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