1. GROUP DYNAMICS

2. Group
• A group is a collection of two or more
individuals, interacting and independent, who
have come together to achieve particular
common objectives.
• A group is an aggregation of people who
interact with each other, are aware of one
another, have a common objective and
perceive to be a group.

3. Features of Group
• Two or More Persons – A single individual cannot
form a group. There is no specific limit to a
maximum number of person in a group.
• Collective Identify – Each member of the group
perceives that he/she is a part of group.
• Interaction – There is an interaction among the
members of the group. Each member shares his
ideas with others.
• Common purpose – The members of the group
work to achieve some common purpose.

4. Why do people form and join group
• Safety & Security Needs – Group provide
security to their members from outside
pressure.
• Relatedness or Belongingness Needs
• Esteem Needs
• Power
• Identify

5. Reasons for joining groups
1. security: group reduces insecurity
and standing alone syndrome.

6. 2. Status : recognition and status same
as that of group
•

7. 3. Self-Esteem: Self importance

8. 4.Affiliation: Fulfills need of affection

9. 5. Power: There is power in number

10. 6. Goal achievement: pool of talent,
skills and knowledege

11. Stages in Group Development

12. FORMING
Making contact and
bonding
Agreeing on common
goals
• Establish
base level
expectations
• Identify
similarities
• Developing
trust
• Members
dependent

13. storming
Expressing differences of ideas,
feelings, and opinions
Reacting to leadership
Members independent or
counterdependent
Identifying power and
control issues
Gaining skills in communication

14. Norming
Members agree
about
roles and
processes for
problem solving
Decisions are made
through negotiation and
consensus building
Close relationship ,
Emotional
dependence &
Group-bunking

15. • Members work collaboratively
• Members care about each other
• The group establishes a unique identity
• Members are interdependent
• Achieve effective and satisfying results
• Members find solutions to problems using appropriate
controls.
performing
‘ Whatever happens, your group is there with you ’

16. AdjOurNing
Project team reaches this stage.
Time to celebrate team’s achievements!!!
Satisfaction

17. Types of Groups
Formal Groups Informal Groups
Command Group Friendship Group
Task Group Interest Group
Project Group Reference Group
Committees

18. Formal Groups
• Groups which are established by the organization
to achieve organizational goals are called formal
groups.
1. Command Group – A command group is
composed of a supervisor & subordinates who
report directly to the supervisor. It is determined
by the organizational chart.
Head of Department
Members in the Department

19. 2. Task Group – A task group comprises of persons
working together to complete a common task. A
task group can cross command relationship. Eg. If
a student accused of a campus crime, it may
involve interaction among the HOD, Dean of
school, Dean of student welfare.
3. Project Group – Project Groups are formed to
complete a specific project. The life of project
group depends on the length of the project.
4. Committees – Committees are usually created
outside the usual command group structure to
solve recurring problems.

20. Informal Groups
• Groups which are not formal are informal. These
groups are neither formally created nor
controlled by the organization.
1. Friendship Group – Friendship groups are
associations of people who like each other and
who like to be together.
2. Interest Group – Interest groups are composed
of individuals who may not be members of the
same organization but they are united by their
interest in a common issue.
3. Reference Group – A reference group is a
special type of informal group that people use to
evaluate themselves.

21. Group Norms
• Group Norm is a standard of behavior.
• Group Norm is a rule that tells the individual how
to behave in a particular group.
• Norms should be formal or informal.
• As personality reveals an individual, so group
norms do for groups.
• Norms serves as the basis for behavior of group
members.
• They control and predict the behavior of
members in group.
• Norms are applied to all members of the group.

22. Group Cohesion
• Group Cohesion means the degree to which the group
members are attracted towards each other and remain
within the group.
• Factors increasing Group Cohesion
1. Increasing interaction among group members.
2. Down-sizing of the group.
3. Encouraging competition with other rival groups.
4. Allocating rewards to the groups not to the members.
5. Keeping the members isolated from other groups.
6. Increasing membership homogeneity.
7. Inducing agreement on group goals.

23. DECISION MAKING
Decision Making involves choosing among
alternatives. A managers ability is judged by the
quality of decisions he makes. The manager has
to decide which step will be most appropriate and
profitable in a given situation.
23

24. DEFINITION OF DECISION
MAKING
“Decision making is study of identifying and
Choosing alternatives based on the values and
preferences of
decision maker.”
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25. FEATURES OF DECISION MAKING
i. It implies a choice i.e. choosing among two or more
alternatives courses of action.
ii. It is a continuous process.
iii. It is human process as it involves.
iv. It is not identical with problem solving.
v. It relates the means to the end.
vi. It depends upon the situation.
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26. The Decision-Making
Process
Identification
of problem
Analyzing of
problem
Generating
alternatives
Evaluating
alternatives
Selecting best
alternative
Implementation &
Follow up the
action
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27. DECISION MAKING PROCESS
 Identify a problem and decision criteria
and allocating weights to the criteria.
 Developing, analyzing, and selecting an
alternative that can resolve the problem.
 Implemented and selected alternatives.
 Evaluating the decision’s effectiveness.
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28. GROUP DECISION MAKING
TECHNIQUES
Made by:
Ankita Kedia

29. TECHNIQUES
• NOMINAL GROUP TECHNIQUE
• DELPHI TECHNIQUE
• BRAINSTORMING

30. NOMINAL GROUP TECHNIQUE
• PROBLEM IS IDENTIFIED
• PARTICIPANTS PRIVATELY WRITE IDEAS ABOUT
SOLUTION
• IDEAS ARE PRESENTED ONE AT A TIME,WRITTEN ON
CHART
• EACH IDEA IS DISCUSSED , CLARIFIED AND EVALUATED

31. • PARTICIPANTS PRIVATELY RANK IDEAS IN
ORDER OF THEIR PREFERENCE
• THE HIGHEST RANKING IDEA IS TAKEN AS
GROUP DECISION.

32. DELPHI TECHNIQUE
• PROBLEM IS IDENTIFIED
• EXPERTS ARE GATHERED
• PROPOSE PROBLEM TO EXPERTS
• EXPERTS RECORD SOLUTION /
RECOMMENDATIONS
• EXPERTS RESPONSES ARE COMPILED &
REPRODUCED
• RESPONSES ARE SHARED WITH ALL OTHERS
• EXPERTS COMMENT ON OTHERS IDEAS &
PROPOSE SOLUTION
• SOLUTIONS ARE COMPILED AND PRESENTED

33. BRAINSTORMING
• PROBLEM IS GIVEN TO GROUP CLEARLY
• MEMBERS ARE ASKED TO GIVE IDEAS
• FACTORS INHIBITING THE IDEA
GENERATION IS PUSHED BACK
• CRITICISM OR COMMENT ARE STRICTLY
PROHIBITED

34. Conflict
• “Process in which one party perceives that its
interests are being opposed or negatively
affected by another party".
• “The interactive process manifested in
incompatibility, disagreement, or dissonance
within or between social entities”.

35. Sources of Conflict
Conflict
Structural Factors Personal Factors
Specification Skills & Abilities
Interdependence Personalities
Common Resources Perceptions
Goal Differences Values & Ethics
Authority Relationship Emotions
Status Communication Barrier
Cultural Differences

36. Types of Conflict
• Intrapersonal Conflict – When conflict occurs
within an individual, it is called intrapersonal. It
includes work & home conflict.
• Interpersonal Conflict – Conflict between two or
more person. Individual differences create
interpersonal conflicts.
• Intergroup Conflict – When conflict occurs
between groups or teams.
• Interorganizational Conflicts – Conflict that
occurs between two or more organizations. Eg.
Competition among organizations.

37. Conflict is destructive when:
• Diverts attention from important activities
• Undermines morale
• Reduces co-operation
• Leads to irresponsible behaviour

38. Conflict is constructive when:
• Results in clarification and solution to
problems
• Involvement in problem solving – authentic
communication
• Helps in relieving anxiety and stress
• Builds co-operation and understanding

39. *Image via Bing

40. There could be number of causes for conflict
• scarcity of resources (finance, equipment,
facilities, etc)
• different attitudes, values or perceptions
• disagreements about needs, goals, priorities and
interests
• poor communication
• poor or inadequate organizational structure
• lack of teamwork
• lack of clarity in roles and responsibilities

41. Effects of Conflicts
• STRESS
• ABSENTEEISM
• STAFF TURNOVER
• DEMOTIVATION
• NON-PRODUCTIVITY
• HINDRANCE TO THE GROWTH OR PROPER
FUNCTIONING OF ANY ORGANIZATION
• INCREASES ATTRITION
• CREATES UNMANAGEABLE BEHAVIOR
RESULTING IN MOB FURY.

42. Conflict Management

43. THE GRID.
I WIN I LOSE
WIN--WIN LOSE--WIN
WIN--LOSE LOSE--LOSE
YOU WIN
YOU LOSE

44. RESOLUTION STYLES.
• COMPETETIVE ( WIN—LOSE )
• ACCOMODATIVE ( WIN—WIN )
• AVOIDANCE ( LOSE—LOSE )
• COMPROMISE ( LOSE—LOSE )
• COLLABORATION ( WIN—WIN )

45. STYLE..1----COMPETETIVE (WIN—LOSE)
• People who tend towards a competitive style take a firm
stand, and know what they want. They usually operate
from a position of power, drawn from things like position,
rank, expertise, or persuasive ability. This style can be
useful when there is an emergency and a decision needs
to be make fast; when the decision is unpopular; or when
defending against someone who is trying to exploit the
situation selfishly.
• However it can leave people feeling bruised, unsatisfied
and resentful when used in less urgent situations

46. STYLE..2– ACCOMODATIVE ( WIN—WIN )
• This style indicates a willingness to meet the needs of
others at the expense of the person's own needs. The
accommodator often knows when to give in to others, but
can be persuaded to surrender a position even when it is
not warranted. This person is not assertive but is highly
cooperative. Accommodation is appropriate when the
issues matter more to the other party, when peace is more
valuable than winning, or when you want to be in a
position to collect on this "favor" you gave.
• However people may not return favors, and overall this
approach is unlikely to give the best outcomes

47. STYLE..3-- AVOIDANCE ( LOSE—LOSE)
• People tending towards this style seek to evade
the conflict entirely. This style is typified by
delegating controversial decisions, accepting
default decisions, and not wanting to hurt
anyone's feelings. It can be appropriate when
victory is impossible, when the controversy is
trivial, or when someone else is in a better
position to solve the problem.
• However in many situations this is a weak and
ineffective approach to take.

48. STYLE..4– COMPROMISE ( LOSE—LOSE)
• People who prefer a compromising style try to
find a solution that will at least partially satisfy
everyone. Everyone is expected to give up
something, and the compromiser him- or herself
also expects to relinquish something.
• Compromise is useful when the cost of conflict
is higher than the cost of losing ground, when
equal strength opponents are at a standstill and
when there is a deadline looming

49. STYLE..5– COLLABORATIVE ( WIN—WIN)
• People tending towards a collaborative style try to
meet the needs of all people involved. These people
can be highly assertive but unlike the competitor,
they cooperate effectively and acknowledge that
everyone is important.
• This style is useful when a you need to bring
together a variety of viewpoints to get the best
solution; when there have been previous conflicts in
the group; or when the situation is too important for
a simple trade-off.

50. Negotiation
• Process through which two or more parties
attempt to reach agreement even though they
have different preferences
• Deliberate interaction
• Sometimes negotiation and bargaining are
used interchangeably

51. • It is used for
– Problem solving
– Allocation of resources
– Taking other decisions
• Negotiation strategies:
– Win-lose strategy
– Win-win strategy

52. Win-lose strategy Win-win strategy
• Defines conflict as a win-lose
strategy
• Pursue own group’s
outcomes
• Force the other group into
submission
• Use deceitful, inaccurate
and misleading
communication of group’s
needs, goals and proposals
• Use threats to force
submission
• Communicate high rigidity
regarding one’s position
• Defines conflict as a mutual
problem solving situation
• Pursue joint outcomes
• Find creative solutions that
satisfy both groups
• Use open, honest and
accurate communication of
group’s needs, goals and
proposals
• Avoid threats to reduce
others defensiveness
• Communicate flexibility of
one’s position