PANDAVAS

BHANUSHREE MAYVIYA

DEBADIPTA GHOSH

PAWAN BISWAKARM

ARAHUL HELA RAJKUMAR

KOLI

Make Some Difference

GROUP DYNAMICS

Objective of the Presentation

Why we study group dynamics

Its need and Application

Why people make group

Advantage and Disadvantage of group

Difference between group and individuals

Case Study

Acknowledgement

Reference

Conclusion

Managerial Implication

Group Decision Making

Formation of Group Theory

Group Structure

Concept Of Group

Outline of the Presentation

Concept of Group

Individual commitment to a group effort - that is what makes a team work, a company work, a society

work, a civilization work.

A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

Group

Types of group

Group Dynamics

Finding good players is easy. Getting them to play as a team is another story.

The Five Stage Model

NORMS

ROLES

STATUS

SIZE

COHESIVENESS

Group Dynamics

Formal Leadership

Group Properties-Role

Group Structure-NormsAcceptable standards of behaviour within a group that are shared by the group’s members.

Conformity Adjusting one’s behaviour to align with the Norms of the group.

Reference Groups Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.

Group Structure-Status

Group Structure-Size

Group Structure-Composite

Group Structure-Cohesiveness

Degree to which group members are attracted to each other and are motivated to stay in the group.

Formation of Group Theory

Teamwork makes the dream work, but a vision becomes a nightmare when the leader has a big dream and a bad team.

Performance Norms:- How hard members should work.

Appearance Norms:- Dress code.

Social Arrangement Norms:- Whether to form friendship with co-workers.

Resource Allocation Norms:- Assignment of difficult jobs.

Theory of Group Formation

Balance Theory

Balance Theory: Propounded by “ Theodore New-Comb” which states that-“Persons are attracted with one another on the basis of similar attitudes towards commonly relevant objectives and goals.”

Role Perception

Role Expectations

Psychological Contract

Role Conflict

Exchange Theory

Group Decision Making

I am a member of a team, and I rely on the team, I defer to it and sacrifice for it, because the team, not the individual, is the ultimate champion.

Standards of behavior shared by group members Formed only for things important to the group May be written, but more often orally communicated; can be implicitAccepted in various degrees by group membersMay apply to all or to only some group members

Group Decision Making

Group think and Group shift

Group members rationalize any resistance to the assumptions they have made.

Members who have doubts or differing points of view keep silent about misgivings.

There appears to be an illusion of unanimity.

Symptoms of Groupthink Phenomenon

Group Decision –Making Technique

Interacting Groups Typical groups, in which the

members interact with each other

face-to-face.

Nominal Group Technique A group decision-making method in which

individual members meet face-to-face to pool their judgments in a systematic but

independent fashion.

Group Decision-Making Technique

Brainstorming An idea-generation process that

specifically encourages any and all alternatives, while withholding any

criticism of those alternatives.

Group Decision-Making Technique

Electronic Meeting A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes. 

Managerial

Implication

I am a member of a team, and I rely on the team, I defer to it and sacrifice for it, because the team, not the individual, is the ultimate champion.

Performance Implications for Managers

Positive relationship between role perception and performance

Norms help explain behaviour

Status inequities adversely impact productivity and performance

Set group size based on task at hand 

Cohesiveness can influence productivity.

Performance Implications for Managers

High congruence between boss and employee on

perception of job shows significant association with

employee satisfactionSatisfaction is greater when job minimizes interaction with individuals of lower

status 

Larger groups are associated with lower satisfaction

Summary1.

• Differentiated between formal and informal groups

• Described how role requirements change in different situations

2

• Described how norms exert influence on an individual’s behaviour

• Explained what determines status 

3

• Defined social loafing and its effect on group performance 

• Identified the benefits and disadvantages of cohesive groups.

4

• Listed the strengths and weaknesses of group decision making

• Contrasted the effectiveness of interacting, brainstorming, nominal and electronic meeting groups

Conclusion

A key to achieving success is to assemble a strong and stable management team.

Conclusion

Group behaviour measures the immeasurable. Quota;

Although most humans are by nature social creatures, cooperative group work is not something that comes without effort. Such group

activities require that a sense of trust be built

between members, as well as a feeling of shared

responsibility. This means a responsibility to carry your own weight in the

group, as well as a responsibility to all of the

other members of the group.

1.Organization Behaviour-Rubbins & lathers

2.www.slideshare.net/kirthi.t/group-behavior

Reference

Acknowledgement

Dr Anannya Deb Roy, Assistant Professor

All Faculty in our College for continues support

Our Classmates and Senior

Our Friends and Parent.

Thank You