3.  GROUP DYNAMICS IS CONCERNED WITH
THE INTERACTION OF INDIVIDUALS IN A
FACE TO FACE RELATIONSHIP.

5. INFORMAL
FORMAL
GROUP GROUPS
GROUP

6.  DELEBRATELY CREATED
 PATTERN OF COMMUNICATION AND THE
RULES
 PERMANENT

7. A. COMMAND GROUP:
RELATIVELY PERMANENT.
IT INVOLVES MANAGER, SUPERVISORS, AND
SUBORDINATES, WHO MEET REGULARLY TO DISCUSS GENERAL
AND SPECIFIC IDEAS TO IMPROVE PRODUCT OR SERVICES.
B. TASK GROUP:
EMPLOYEES ARE WORKING TOGETHER TO COMPLETE A JOB
TASK OR PARTICULAR PROJECT.
C. COMMITTEES:
IT CAN BE PERMANENT OR TEMPERORY.THEY ARE SET FOR
SOME SPECIAL PROJECTS.

8.  FORMED BY THE MEMBERS AND NOT BY THE
MANAGEMENT.
 ARISE SPONTANEOUSLY.
 FLEXIBLE.
 HAVE OWN STRUCTURE.
 HAVE UNWRITTEN RULES AND A CODE OF
CONDUCT.

9. • INTEREST AND FRIENDSHIP GROUPS:
INTERST- PEOPLE WHO MAY OR MAY NOT BE ALIGNED INTO
COMMON COMMAND OR TASK GROUPS MAY BE AFFILIATED
TO ATTAIN A SPECIFIC OBJECTIVE WITH WHICH EACH IS
CONCERNED.
FRIENDSHIP- THESE GROUPS FREQUENTLY EXTEND OUTSIDE THE
WORK STATION.
• CLIQUES:
THESE GROUPS CONSIST OF COLLEAGUES OR THOSE WHO
COMMONLY ASSOCIATE WITH EACH OTHER AND OBSERVE
CERTAIN SOCIAL NORMS AND STANDARDS.
• SUB CLIQUES:
THESE GROUPS CONSIST OF MEMBERS OF A CLIQUE INSIDE THE
ORGANISATION FORMING A GROUP ALONG WITH PERSONS
OUTSIDE THE ORGANISATION.

10. FROM MEMBERS POINT OF FROM THE ORAGANISATION
VIEW: POINT OF VIEW:
 COMPANINONSHIP  LIGHTENING OF
 IDENTITY RESPONSIBILITY
 INFORMATION  FILLING OF GAPS
 SECURITY  POTENTIAL FORMAL
 SENSE OF BELONGINGNESS MANAGERS.
 NEW IDEAS  PROPER AND CAREFUL
 JOB SATISFACTION PLANNING
 POWER.  INFORMATION

12. FACTORS AFFECTING
GROUP PERFORMANCE
GROUP
STRUCTURE
INTERNAL GROUP GROUP
EXTERNAL PERFORMANCE
CONDITIONS CONDITIONS PROCESS
GROUP
RESOURCES

13. EXTERNAL CONIDITIONS
A GROUP HAS TO WORK WITHIN THE FRAMEWORK PROVIDED BY THE
ORGANISATION. THE EXTERNAL CONDITIONS ARE: THE
ORGANISATIONAL’S STRATEGY, ITS RULES, REGULATION, ITS
CULTURE,ETC.
GROUP STRUCTURE
GROUPS HAVE STRUCTURE THAT SHAPES THE BEHAVIOUR OF ITS
MEMBERS AND MAKE IT POSSIBLE TO PERDICT AND EXPLAIN THE
INDIVIDUAL WITHIN THE GROUP AS WELL AS THE PERFORMANCE
OF THE GROUP AS A WHOLE.
1. GROUP SIZE
2. GROUP COMPOSITION
3. GROUP STATUS
4. GROUP NORMS
5. GROUP ROLES
6. CONFORMITY
7. GROUP COHESIVENESS.

14. GROUP RESOURCES
BY THE TERM GROUP RESOURCES WE MEAN THE RESOURCES THAT
AN INDIVIDUAL MEMBER BRINGS TO THE GROUP.
GROUP PROCESS
A PROCESS CAN SIMPLY BE DEFINED AS A SYSTAMETIC METHOD OF
HANDLING ACTIVITIES.
GROUP PERFORMANCE
THE OUTCOME OF VARIOUS FACTORS ON THE MEMBERS OF THE
GROUP.

15.  MAKE SMALLER GROUPS
 ENCOURAGE AGREEMENT WITH GROUP GOALS.
 INCREASE THE TIME MEMBERS SPEND TOGETHER.
 STIMULATE COMPETITION WITH OTHER GROUPS.
 GIVE REWARDS TO THE GROUP RATHER THAN TO
MEMBERS.
 INCREASE INTERACTION AMONG INDIVIDUALS.

19. An organisation will function
best when its personnel function
not as individuals but as
members of highly effective work
group with high performance
goals.