What Is a Group?

A group is defined as two or more interacting and interdependent individuals who come together
to achieve specific goals. Formal groups are work groups that are defined by the organization’s
structure and have designated work assignments and specific tasks directed at accomplishing
organizational goals.

What is a Group?
A group can be defined as the interaction and interdependence of two or more
people who come together to achieve some common goals, and/or objectives

Stages of Group Development

For evolution, there are some predefined sequences of group development. Although not all the
groups follow the same sequence, the five-stage model is most prevailing and easy to follow.

1. Forming
Forming stage is the very first stage of developing any group. At this point, the group’s
objectives, structure, leadership, and characteristics are not well-defined. There exists a great
deal of uncertainty. Members decide on what type of behaviours are acceptable, what kind of
leadership type is to be followed, and what similar characteristics the members of the group
must possess.

2. Storming
The storming stage is one of the intragroup conflicts. Although there exists a sense of group
acceptance, the trait of individuality is over the counter. There is a conflict over who will control
the group. This stage is completed when there is a relatively clear hierarchy of leadership within
the group.

3. Norming
In this stage, close relationships develop, and the group of demonstrators cohesively. Group
identity is now formed at this stage. This norming stage is complete when the group structure
solidifies and the group has decided upon a common set of expectations of what defines correct
member behaviour.

4. Performing
The fourth stage is performing. At this stage, the structure and functioning of the group are
clearly defined and performed. The people are done with knowing and understanding the other
group members and now it is the time to do the tasks.

5. Adjourning
For temporary committees, teams, task forces, and similar groups that have a limited task to
perform, the adjourning stage is for wrapping up activities and preparing to disband. Some
group members remain satisfied and happy with the accomplishments of the group. Others may
be sad over the loss of friendships gained during the work group’s life.

Group Structure:

Role:
A role is a set of expected behavior patterns attributed to someone occupying a given position in
a social unit. Within a role there is

●​ Role identity: the certain actions and attitudes that are consistent with a particular role.
●​ Role perception: our own view of how we ourselves are supposed to act in a given
situation. We engage in certain types of performance based on how we feel we’re
supposed to act.
●​ Role expectations: how others believe one should act in a given situation
●​ Role conflict: conflict arises when the duties of one role conflict with the duties of
another role.

Norms
Norms are the acceptable standards of behavior within a group that are shared by the
members.
There are common classes of norms:

●​ Performance norms: the group will determine what is an acceptable level of effort,
product and outcome should exist in the workplace.
●​ Appearance norms: the group will determine how members should dress, when they
should be busily working and when they can take a break, and what kind of loyalty is
shown to the leader and company.
●​ Social arrangement norms: the group regulates interaction between its members.
●​ Allocation of resources norms: the group or the organization originates the standards by
which pay, new equipment, and even difficult tasks are assigned.

Status
The socially defined position or rank given to groups or group members by others is called
status. Status seems to be something we cannot escape. No matter what the economic
approach, we always seem to have classes of people. Even the smallest of groups will be
judged by other small groups, opinions will be made, reputations will be earned, and status will
be assigned.

High status members are often given more leeway when it comes to the group’s norms, too, and
it makes them more at ease about resisting conformity.

Size
Does the size of a group affect its dynamics? You bet! But how size affects the group depends
on where you’re looking.
As a rule, smaller groups are faster than their larger counterparts. But when it comes to decision
making, larger groups end up scoring higher marks.

Cohesiveness

Cohesiveness is the degree to which group members enjoy collaborating with the other
members of the group and are motivated to stay in the group.Cohesiveness is related to a
group’s productivity. In fact, the higher the cohesiveness, the more there’s a chance of low
productivity, if norms are not established well. If the group established solid, productive
performance norms and their cohesiveness is high, then their productivity will ultimately be high.
If the group did not establish those performance norms and their cohesive.

Creating Effective Work Teams

When a team is productive, has done something good together, and is recognized for its efforts,
team members can feel good about their effectiveness.

CLEAR GOALS. High-performance teams have a clear understanding of the goal to be

achieved. Members are committed to the team’s goals, know what they’re expected to
accomplish, and understand how they will work together to achieve these goals.

RELEVANT SKILLS. Effective teams are composed of competent individuals who have the
necessary technical and interpersonal skills to achieve the desired goals while working well
together.

MUTUAL TRUST. Effective teams are characterized by high mutual trust among members. That
is, members believe in each other’s ability, character, and integrity. But as you probably know
from personal relationships, trust is fragile. Maintaining this trust requires careful attention by
managers.

UNIFIED COMMITMENT. Unified commitment is characterized by dedication to the team’s

goals and a willingness to expend extraordinary amounts of energy to achieve them. Members
of an effective team exhibit intense loyalty and dedication to the team and are willing to do
whatever it takes to help their team succeed.

GOOD COMMUNICATION. Effective teams are characterized by good communication.

Members convey messages, verbally and nonverbally, between each other in ways that are
readily and clearly understood. Also, feedback helps guide team members and correct
misunderstandings.

NEGOTIATING SKILLS. Effective teams are continually making adjustments to whom does
what. This flexibility requires team members to possess negotiating skills. Because problems
and relationships regularly change within teams, members need to be able to confront and
reconcile differences.

APPROPRIATE LEADERSHIP. Effective leaders are important. They can motivate a team to
follow them through the most difficult situations by clarifying goals, demonstrating that change is
possible by overcoming inertia, increasing the self-confidence of team members, and helping
members to more fully realize their potential.

INTERNAL AND EXTERNAL SUPPORT. The final condition necessary for an effective team is
a supportive climate. Internally, the team should have a sound infrastructure