Group dynamics and team building, module-5, mob

1. M-5
GROUP DYNAMICS
AND TEAM BUILDING
DR. JERRY JOHN

2. 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, to achieve the objectives of
the organization.
These are the foundation of an
organization.
Dr.Jerry@KCM

3. Dr.Jerry@KCM

4. Characteristics
of Groups
• 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.
Dr.Jerry@KCM

5. Types of Groups
Dr.Jerry@KCM

6. Formal
Groups
• Formal Groups: Groups that are formed consciously by
the management, with an aim of serving an organizational objective.
These are further classified as:
• Self-directed teams: The group of employees which are so
authorized to make decisions, on their own, as it is independent
and self-governing in nature.
• Quality Circles: A number of employees classed together
belonging to the same field, who meet every week for an hour,
to talk about their problems, identify the causes and find out
solutions, to take necessary steps in this regard.
• Committees: An association of people created by the
management for different matters to identify and discuss the
issues of the company and arrive at a conclusion. It can be:
• Standing Committee
• Advisory Committee
• Audit Committee
• Grievance Committee
• Adhoc Committee
• Task force: It is a temporary committee, wherein people
belonging to different fields are grouped together for the
performance of the task.
Dr.Jerry@KCM

7. Informal
Groups
• The social and psychological
variables operating at the
workplace, results in the formation
of informal groups.
• The creation of these groups is
spontaneous due to the common
interest, social needs, physical
proximity and mutual attraction
Dr.Jerry@KCM

8. Reasons for Group Formation
• Personal Characteristics: Individuals with similar beliefs,
attitudes and values are more likely to form groups.
• Opportunity for interaction: If the employees of an
organization, are given an opportunity to interact with one
another, they find that they have many things similar, which
also creates a group.
• Interest and goals: When individuals share common interest
and goals, it requires cooperation and coordination for its
achievement, which also results in the formation of groups.
• Influence and power: Last but not the least, a group has
more influence and power, as compared to an individual,
which also promotes its formation.Dr.Jerry@KCM

9. Stages of
Group
Development
• The Group Development means,
forming the association of people to
work as a group and direct their
actions towards the accomplishment
of a common goal.
• The jobs of each group member are
interdependent and hence the
performance of one will affect the
entire group’s performance.
• It is often called as a team building or
team development.
Dr.Jerry@KCM

10. Tuckman’s
5 Stages
Model of
Group
Development
Dr.Jerry@KCM

11. Forming: At this stage, the
formation of a new group begins,
wherein the members come
together and get to know each
other through the interactions.
Storming: Once the forming stage is
over, the individuals will start
interacting with each other in the
context of the task to be achieved.
The conflict and competition
among the group members will be
highest at this stage.
Norming: Once the role of every
member is cleared along with the
authority and responsibility of each,
the team members start settling in
a group. Here, everybody works
cohesively towards the target and
appreciate each other’s experience
and skills.
Performing: At this stage, synergy
gets created between the team
members, where everyone works
towards the accomplishment of a
goal. This stage is characterized by
flexibility and interdependence. The
team members know each other so
well that they can handle any
complex problem that comes
before the team.
Adjourning: This is the last stage of
group development, where the
group is terminated, and the group
members are separated from each
other. Every group is created for a
purpose, and once the purpose is
fulfilled the group is adjourned.
Dr.Jerry@KCM

12. Group
Decision
Making
• The Group Decision Making is the
collective activity wherein several
persons interact simultaneously to find
out the solution to a given statement of
a problem.
• In other words, group decision making is
a participatory process wherein multiple
individuals work together to analyze the
problem and find out the optimum
solution out of the available set of
alternatives.
• There are several techniques that can be
used to increase the efficiency of group
decision making.
Dr.Jerry@KCM

13. Delphi
Technique
• The Delphi Technique refers to the systematic
forecasting method used to gather opinions of the
panel of experts on the problem being encountered,
through the questionnaires, often sent through
mail.
• In other words, a set of opinions pertaining to a
specific problem, obtained in writing usually
through questionnaires from several experts in the
specific field is called as a Delphi technique.
• The objective of a Delphi technique is to reach to
the most accurate answer by decreasing the
number of solutions each time the questionnaire is
sent to the group of experts.
• The experts are required to give their opinion every
time the questionnaire is received, and this process
continues until the issues are narrowed, responses
are focused, and the consensus is reached.Dr.Jerry@KCM

14. Nominal
Group
Technique
• The Nominal Group Technique is a form
of brainstorming, wherein a structured
meeting is held among the group
members where they are required to
find solutions to the problem identified
for the discussion.
• A systematic and an organized group
meeting held among the members to
facilitate decision making by properly
identifying the problems and generating
the solutions thereof.
• The nominal group technique helps in
preventing the discussion being
dominated by a single person and hence,
allow the silent members, who are quite
shy, to speak out their ideas in the group.
Dr.Jerry@KCM

15. Brainstorming
The Brainstorming is a technique to stimulate creative ideas and solutions through a group discussion.
Simply, a process wherein a group attempts to find a solution for the specific problem by aggregating all the
spontaneous opinions or suggestions given by each group member individually is called as brainstorming.
In a brainstorming session, a group of 10-15 persons is constituted who are directly or closely related to the
problem of discussion irrespective of their fields of disciplines.
During this session, the group members are just required to share their ideas or speak out the mind in front
of other members and need not worry about how realistic or feasible the solution is.
Dr.Jerry@KCM

16. Team/Group
Effectiveness
• The capacity a team must accomplish the goals or
administered by an authorized personnel or the
organization.
• A team is a collection of individuals who are
interdependent in their tasks, share responsibility for
outcomes, and view themselves as a unit embedded in
an institutional or organizational system which operates
within the established boundaries of that system.
• According to Hackman (1987),team effectiveness can be
defined in terms of three criteria.
• Output – The final outputs produced by the team
must meet or exceed the standards set by key
constituents within the organization
• Social Processes – The internal social processes
operating as the team interacts should enhance, or
at least maintain, the group's ability to work together
in the future
• Learning – The experience of working in the team
environment should act to satisfy rather than
aggravate the personal needs of team members
Dr.Jerry@KCM

17. Different
types of Team
Work teams
Self-managed work teams
Parallel teams
Project teams
Management teams
Dr.Jerry@KCM

18. •Work teams (also referred to as production and service teams) are continuing work units responsible for producing
goods or providing services for the organizationWork teams
•Self-managed work teams (also referred to as autonomous work groups) allow their members to make a greater
contribution at work and constitute a significant competitive advantage for the organization
Self-managed work
teams
•Parallel teams (also referred to as advice and involvement teams) pull together people from different work units or
jobs to perform functions that the regular organization is not equipped to perform well.Parallel teams
•Project teams (also referred to as development teams) produce new products and services for an organization or
institution on a one-time or limited basis, of which the copyrights of that new product or service will belong to the
establishment that it was made for once it is completed. The task of these teams may vary from just improving a
current project, concept or plan to creating an entirely new projects with very few limitations.
Project teams
•Management teams (also referred to as action and negotiation teams) are responsible for the coordination and
direction of a division within an institution or organization during various assigned projects and functional,
operational and/or strategic tasks and initiatives
Management
teams
Dr.Jerry@KCM

19. The four quadrants of Johari window
• Open
• Adjectives that both the subject and peers select go in this cell (or quadrant) of the
grid. These are traits that subject and peers perceive.
• Blind
• Adjectives not selected by subjects, but only by their peers go here. These represent
what others perceive but the subject does not.
• Hidden
• Adjectives selected by the subject, but not by any of their peers, go in this quadrant.
These are things the peers are either unaware of, or that are untrue but for the
subject's claim.
• Unknown
• Adjectives that neither subject nor peers selected go here. They represent subject's
behaviors or motives that no one participating recognizes—either because they do
not apply or because of collective ignorance of these traits.
Dr.Jerry@KCM

20. Johari window
• The Johari window is a technique that helps people better understand
their relationship with themselves and others.
Dr.Jerry@KCM

21. The four quadrants of Johari window
• Open
• Adjectives that both the subject and peers select go in this cell (or quadrant) of the
grid. These are traits that subject and peers perceive.
• Blind
• Adjectives not selected by subjects, but only by their peers go here. These represent
what others perceive but the subject does not.
• Hidden
• Adjectives selected by the subject, but not by any of their peers, go in this quadrant.
These are things the peers are either unaware of, or that are untrue but for the
subject's claim.
• Unknown
• Adjectives that neither subject nor peers selected go here. They represent subject's
behaviors or motives that no one participating recognizes—either because they do
not apply or because of collective ignorance of these traits.
Dr.Jerry@KCM

22. Factors Influencing Group Effectiveness
• Individuals:
• A group is as good as the individuals who form the group. If the individuals are dedicated and
consciously aware of their roles and their responsibilities towards accomplishing their group and
organizational objectives, then the group would be an effective group.
• Group size:
• For complex problems requiring high quality decisions, use seven to twelve members under a
formal and expert leader.
• When consensus in a conflict situation is important, use three to five members without a formal
leader
• Group norms:
• Group norms are the informal guidelines of behavior and a code of conduct that provides some
order to group activities and operations.
• Leadership:
• Formal groups have managers or supervisors as their leaders. Informal groups usually select their
leaders by consensus. In both types of groups the quality of leadership is highly influential on the
quality of the group.
• Cohesiveness:
• Cohesiveness refers to the degree and strength of interpersonal attraction among members of the
group. High degree of cohesion is highly motivating in achieving the group goals.
Dr.Jerry@KCM

23. Team
• A team is composed of members who are dependent on each other,
work towards interchangeable achievements, and share common
attainments.
• A team works as a whole together to achieve certain things.
• A team is usually located in the same setting as it is normally
connected to a kind of organization, company, or community.
Dr.Jerry@KCM

24. Working Group × Working Team
• Working Group and Working Team (Managing Team) are terms that
indicate different forms of social groups in the workplace.
• Working group is kind of social group that occurs in the workplace.
• Working team is an organized group focused on common work task.
Dr.Jerry@KCM

25. The Purpose of Teams
• The purpose of creating teams is to provide a framework that will
increase the ability of employees to participate in planning, problem-
solving, and decision-making to better serve customers.
• Increased participation promotes:
• A better understanding of decisions
• More support for and participation in implementation plans
• Increased contribution to problem-solving and decision making
• More ownership of decisions, processes, and changes
• More ability and willingness to participate in performance evaluation and
improvement
Dr.Jerry@KCM

26. What Makes a Team Successful?
• There are several factors identified as key to a team's success. They
include:
• Shared understanding of the team's mission
• Commitment to the team's goals
• Clearly defined roles and responsibilities
• Agreed-upon ground rules
• An established decision-making model
• Effective group process including commitment to open communication,
mutual accountability and appropriate self-evaluation (see
the Communicating with Others learning topic for more on open
communication)
Dr.Jerry@KCM

27. Group Decision Making
• Group decision making is a type of participatory process in which multiple
individuals acting collectively, analyze problems or situations, consider and
evaluate alternative courses of action, and select from among the
alternatives a solution or solutions.
• Group decision-making commonly known as collaborative decision-making
is a situation faced when individuals collectively make a choice from the
alternatives before them.
• Decisions are made at every level of management to ensure organizational
or business goals are achieved.
Dr.Jerry@KCM

28. A lot of time is consumed while decisions are
taken.
1. Defining the problem
2. Gathering information and collecting data
3. Developing and weighing the options
4. Choosing best possible option
5. Plan and execute
6. Take follow up action
Dr.Jerry@KCM

29. The Scientific Approach to the Decision
Making Process:
Dr.Jerry@KCM

30. Theories of Decision Making:
• The Intuition Theory or the Traditional Theory:
• Decisions are taken by intuition ox hunch without really considering carefully
all the alternatives. A person just decides a particular course of action
because he feels that, that course is the best one.
• The Classical Theory:
• This is just opposite to Intuition Theory. Here the decision is made rationally,
after a careful probing into all the alternatives. It is essentially a theory of
decision making under conditions of certainty which is, of course, a rare
phenomenon.
• The Behavioral Theory:
• Decisions are made on the basis of a limited, approximate model of the real
situation.
Dr.Jerry@KCM

31. Conflict Management
• Conflict management is the practice of being able to identify and
handle conflicts sensibly, fairly, and efficiently.
• Since conflicts in a business are a natural part of the workplace, it is
important that there are people who understand conflicts and know
how to resolve them.
• This is important in today's market more than ever.
• Everyone is striving to show how valuable they are to the company
they work for and at times, this can lead to disputes with other
members of the team.
Dr.Jerry@KCM

32. The Benefits of Conflict Resolution
• Builds Relationships
• Leads to Goal Achievement
• Enhances Commitment
• Generates New Insight
Dr.Jerry@KCM