4. Tuckman’s Five-Stage TheoryTuckman’s Five-Stage Theory
of Group Developmentof Group Development
Performing
Adjourning
Norming
Storming
Forming
Return to
Independence
Dependence/
interdependence
Independence
Prof. SVK
10. External Conditions Imposed on
the Group
Imposed Conditions:
• Organization’s overall strategy
• Authority structures
• Formal regulations
• Resource constraints
• Selection process
• Performance and evaluation system
• Organization’s culture
• Physical work setting
Imposed Conditions:
• Organization’s overall strategy
• Authority structures
• Formal regulations
• Resource constraints
• Selection process
• Performance and evaluation system
• Organization’s culture
• Physical work setting
Prof. SVK
11. Group Member Resources
• Knowledge, Skills, and Abilities
– Interpersonal skills
• Conflict management and resolution
• Collaborative problem solving
• Communication
– Personality Characteristics
• Sociability
• Initiative
• Openness
• Flexibility
Prof. SVK
12. Group Structure - Roles
• Formal Leadership
– Leadership that is imposed on the group by the
organization.
– Leaders who derive their power from the
positions they occupy in the organizational
structure.
– Formal leaders may or may not also be the
informal leaders of the groups in which they
function.
Prof. SVK
18. Group Structure
Size
• Odd number groups do
better than even.
• Groups of 7 or 9 perform
better overall than larger or
smaller groups.
Size
• Odd number groups do
better than even.
• Groups of 7 or 9 perform
better overall than larger or
smaller groups.
Prof. SVK
21. Group Structure - Cohesiveness
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission difficultly.
5. Stimulate competition with other groups.
6. Give rewards to the group, not individuals.
7. Physically isolate the group.
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission difficultly.
5. Stimulate competition with other groups.
6. Give rewards to the group, not individuals.
7. Physically isolate the group.
Prof. SVK
23. Group Tasks
• Decision-making
– Large groups facilitate the pooling of information
about complex tasks.
– Smaller groups are better suited to coordinating
and facilitating the implementation of complex
tasks.
– Simple, routine standardized tasks reduce the
requirement that group processes be effective in
order for the group to perform well.
Prof. SVK
Security. By joining groups, people can reduce the insecurity of “standing alone.”
Status. Inclusion in a group that is viewed as important by others provides status and recognition for its members.
Self-esteem. Groups can provide people with feelings of self-worth.
Affiliation. Groups can fulfill social needs.
Power. What cannot be achieved individually often becomes possible through group action.
Goal achievement. Sometimes, it takes more than one person to accomplish a task. In such cases, management will use formal groups.
