DAIMSR

DR. AMBEDKAR INSTITUTE OF

MANAGEMENT STUDIES AND
RESEARCH

ORGANIZATIONAL BEHAVIOUR

Prof. Deepika Soni

 MODULE 03

Group and Team Behavior

* Foundations of Group behavior

* Group development
* Group properties: Roles, norms, status, size and cohesiveness,
* Group decision-making,
* Techniques, Teams-Type, and Team Dynamics

2
 COURSE DETAILS

PROGRAM M.B.A
COURSE CODE 1T4
COURSE ORGANISATIONAL BEHAVIOUR
SEMESTER II
COURSE TYPE CORE
COURSE OBJECTIVE 4 The future managers/ students will be
able to analyse the behaviour of
individuals and groups in organisations
in terms of the key factors that
influence organisational behaviour and
demonstrate skills required for working
in groups (team building).

3
 GROUPS

Groups where people get along, feel the desire to contribute to the team, and are capable
of coordinating their efforts may have high-performance levels.

The group can be defined as a collection of individuals who have regular contact and
frequent interaction, mutual influence, the common feeling of camaraderie, and who
work together to achieve a common set of goals.

Some other simple ways: can give the definition of a group

Several people or things are together or in the same place.

Some shared activity, interest, or quality connects several people.
Several individuals assembled or have some unifying relationship.
A set of people who meet or do something together because they share the same purpose
or ideas.
The term group can be defined in several different ways, depending on the perspective
that is taken.
 GROUPS: DEFINITION

Definition: 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, so
as to achieve the objectives of the organization. These are the foundation of an organization.
Functions of Groups
The organizational functions of groups help to realize an organization’s goals.
Such functions include the following:

Working on a complex and independent task that is too complex for an individual to perform and that
cannot be easily broken down into independent tasks.
Generating new ideas or creative solutions to solve problems that require inputs from several people.
Serving liaison or coordinating functions among several workgroups whose work is to some extent
independent.
Facilitating the implementation of complex decisions. A group composed of representatives from various
working groups can coordinate the activities of these interrelated groups.
Serving as a vehicle for training new employees, groups teach new members methods of operations and
group norms.
The list is not comprehensive. The importance of groups in organizations cannot be overemphasized
because most of the organizational activities are carried out by groups.

Since jobs in organizations are becoming more complex and interdependent, the use of groups in
performing task functions will become increasingly important.
 GROUPS: DEFINITION

Definition: 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, so
as to achieve the objectives of the organization. These are the foundation of an organization.
Functions of Groups
The organizational functions of groups help to realize an organization’s goals.
Such functions include the following:

Working on a complex and independent task that is too complex for an individual to perform and that
cannot be easily broken down into independent tasks.
Generating new ideas or creative solutions to solve problems that require inputs from several people.
Serving liaison or coordinating functions among several workgroups whose work is to some extent
independent.
Facilitating the implementation of complex decisions. A group composed of representatives from various
working groups can coordinate the activities of these interrelated groups.
Serving as a vehicle for training new employees, groups teach new members methods of operations and
group norms.
The list is not comprehensive. The importance of groups in organizations cannot be overemphasized
because most of the organizational activities are carried out by groups.

Since jobs in organizations are becoming more complex and interdependent, the use of groups in
performing task functions will become increasingly important.
 GROUPS

• One of the most common findings from the research on groups in organizations is that
most groups turn out to have both formal and informal functions; they serve the needs of
both organizational and individual members.
• Psychological groups, therefore, may well be the key unit for facilitating the integration
of organizational goals and personal needs.
• For example, a formal workgroup in an industrial establishment often evolves into a
psychological group that meets a variety of its members’ psychological needs.
• If this process occurs, the group often becomes the source of much higher levels of
loyalty, commitment, and energy in the service of organizational goals that would be
possible if the members psychological needs had to be met elsewhere.
 TYPES OF GROUPS

Types of Groups
• Groups may be classified according to many dimensions, including function, personal
involvement, and organization. types of groups are;
• Formal Groups
• Informal Groups
• Managed Group
• Process Group
• Semi-Formal Groups
• Goal Group
• Learning Group
• Problem-Solving Group
• Friendship Group
• Interest Group
 TYPES OF GROUPS

1.Formal Groups
Formal groups are created to achieve specific organizational objectives. Usually, they are
concerned with the coordination of work activities.
People are brought together based on different roles within the organization’s structure. The
nature of the task to be undertaken is a predominant feature of the formal groups.
Goals are identified by management and short and rules relationships and norms of behavior
established. Formal groups chain to be related to permanent, although there may be changes
in actual membership.
However, temporary formal groups may also be created by management, such as project
teams in a matrix organization.

2.Informal Groups
There will always be an informal structure within the organization’s formal structure.
The formal structure of the organization and system of role relationships, rules, and
procedures, will be augmented by interpretation and development at the informal level.
Informal groups are based more on personal relationships and the agreement of group
members than on defined role relationships. They serve to satisfy psychological and social
needs not necessarily related to the tasks to be undertaken.
 TYPES OF GROUPS

3.Managed Group
Groups may be formed under a named manager, even though they may not work together much. They
have the main thing in common: the manager and perhaps a similar type of work.

4.Process Group
The process group acts together to enact a process, going through a relatively fixed set of instructions.
The classic environment is a manufacturing production line, where every movement is prescribed.
There may be little interaction within process groups, or it is largely prescribed, for example, where one
person hands something over to another.

5.Semi-Formal Groups
Many groups act with less formality, in particular where power is distributed across the group, forcing a
more collaborative approach that includes- negotiation rather than command and control.Families,
communities, and tribal groups often act in semi-formal ways as they both have nominal leaders, yet
members can have a high degree of autonomy.

6.Goal Group
The goal group acts together to achieve a shared objective or desired outcome. Unlike the process
groups, there is no clear instruction on how they should achieve this, although they may use some
processes and methods along the way.
As there is no detailed instruction, the members of the goal group need to bring more intelligence,
knowledge, and experience to the task.
 TYPES OF GROUPS

7.Learning Group
The learning group comes together to increase their net knowledge. They may act collaboratively with
discussion and exploration or be taught with a teacher and a syllabus.

8.Problem-Solving Group
Problem-solving groups come together to address issues that have arisen. They have a common purpose in
understanding and resolving their issue, although their different perspectives can lead to particular
disagreements.
Problem-solving may range along a spectrum from highly logical and deterministic, to uncertain and dynamic
situations where creativity and instinct may be better ways of resolving the situation.

9.Friendship Group
Groups often develop because individual members have one or more common characteristics. We call these
formations of friendship groups.
Social alliances, which frequently extend outside the work situation, can be based on similar age or ethnic
heritage, support for Kolkata Knight Riders cricket, or the holding of similar political views, to name just a few
such characteristics.
10.Interest Group
People who may or may not be aligned into a common command or task group may affiliate to attain a specific
objective with which each is concerned. This is an interest group.
Employees who band together to alter their vacation schedules, support a peer who has been fired, or seeks
improved working conditions represent the formation of a united body to further their common interest.
CHARACTERISTICS OF GROUPS
 CHARACTERISTICS OF GROUPS

1. 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.
2. Goals: Every group has certain goals, that are the reasons for its existence.
3. Norms: A group has certain rules, for interacting with the group members.
4. Structure: It has a structure, based on the roles and positions held by the members.
5. Roles: Every member of a group has certain roles and responsibilities, which are
assigned, by the group leader.
6. 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.
7. Collective Identity: A group is an aggregation of individuals, which are separately called
as members, and collectively called as a group.
Reasons for Group Formation

1. Personal Characteristics: Individuals with

similar beliefs, attitudes and values are more
likely to form groups.
2. 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.
3. Interest and goals: When individuals share
common interests and goals, it requires
cooperation and coordination for its
achievement, which also results in the formation
of groups.
4. 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.
5. In general, groups are created out of individual
need satisfaction, which can be personal, social
or economic. Meaning that the members need to
associate with the group in order to fulfil their
basic needs.
 Stages of Group Development
Tuckman’s 5 stages of Group Development
 Tuckman’s 5 stages of Group Development

Forming
The initial forming stage is the process of putting the structure of the team together. Team
members feel ambiguous and conflict is avoided at all costs due to the need to be accepted into
the group. Team members look to a group leader for direction and guidance.
Observable Behaviors
• Politeness
• Tentative joining
• Orienting with others personally
• Avoids controversy
• Cliques may form
• Need for safety and approval
• Attempts to define tasks, processes, and how it will be decided here
• Discussion of problems not relevant to the task
 Tuckman’s 5 stages of Group Development

Feelings and Thoughts

• Many feel excited, optimistic, and full of anticipation
• Others may feel suspicious, fearful, and anxious working with others
• What is expected of me
• Why are they here
• Uncertainty and Apprehension

Team Needs
• Team mission and vision
• Establish specific objectives and tasks
• Identify roles and responsibilities of team members
• Establish team ground rules
• Team member expectations
• Operational guidelines for team
• Effective in class meetings
• Effective Chat meetings
• 1st set of feedback from project guides
 Tuckman’s 5 stages of Group Development

Leadership Required
• Project Guides & Instructors
• provide structure and task direction
• Allow for get-acquainted time
• Create an atmosphere of confidence and optimism
• Active involvement
• Team members believe an appointed leader necessary to make decisions
• One-way communication from leader to team-members
 Tuckman’s 5 stages of Group Development

Storming
This stage begins to occur as the process of organizing tasks and processes surface
interpersonal conflicts. Leadership, power, and structural issues dominate this
stage.
Observable Behaviors
• Arguing among members
• Vying for leadership
• Differences in points of view and personal style are evident
• Lack of role clarity
• Team organizing itself
• Power struggles and clashes
• Lack of consensus-seeking behaviors
• Lack of progress
• Establishes unrealistic goals
• Concern over excessive work
 Tuckman’s 5 stages of Group Development

Feelings & Thoughts

• Feel Defensive
• Confusion, loss of interest can result
• Resistance to tasks
• Fluctuations in attitude about the team
• Unsure if I agree with teams mission and purpose
• Question the wisdom of team members
• Increase in tension and jealousy
• Unsure about my personal influence and freedom in the team
• We're not getting anywhere

Team Needs
• Inter & intra personal relationships
• Identify stylistic and personal differences
• Effective listening
• Giving and receiving feedback
• Conflict resolution
• Clarify and understand the team’s purpose
• Reestablish roles and ground rules
• How to deal with ‘some’ team members violating team codes of conduct
• Receiving Feedback from project guide
 Tuckman’s 5 stages of Group Development

Leadership Required
• Project guide & Instructors acknowledge conflict
• Project Guides suggest that consensus among team members
• Get members to assume more task responsibility
• Concept of Shared Leadership emerges
• Teach conflict resolution methods
• Offer support and praise
• Actively involved Team members begin consulting one another – shared leadership
emerging but have difficulty with decision making
 Tuckman’s 5 stages of Group Development

Norming
In this stage, team members are creating new ways of doing and being together. As the group
develops cohesion, leadership changes from ‘one’ teammate in charge to shared leadership.
Team members learn they have to trust one another for shared leadership to be effective
Observable Behaviors
• Processes and procedures are agreed upon
• Comfortable with relationships
• Focus and energy on tasks
• Effective conflict resolution skills
• Sincere attempt to make consensual decisions
• Balanced influence, shared problem solving
• Develop team routines
• Sets and achieves task milestones
 Tuckman’s 5 stages of Group Development

Feelings & Thoughts

• Sense of belonging to a team
• Confidence is high
• Team members feel a new ability to express criticism constructively
• Acceptance of all members in the team
• General sense of trust
• Assured that everything is going to work out okay
• Freedom to express and contribute

Team Needs
• Develop a decision making process
• Be prepared to offer ideas and suggestions
• Problem solving is shared
• Utilizing all resources to support the team effort
• Team members take responsibility in shared leadership skills
• Receiving Feedback from project guides
 Tuckman’s 5 stages of Group Development

Leadership Required
• Shared leadership
• Give feedback and support from Project Guides
• Allow for less structure
• Promotes team interaction
• Asks for contributions from all team members
• Collaboration becomes clearer
• Encouraging others in making decisions
• Continues to build strong relationships
 Tuckman’s 5 stages of Group Development
Performing
True interdependence is the norm of this stage of group development. The team is flexible as
individuals adapt to meet the needs of other team members. This is a highly productive stage
both personally and professionally.

Observable Behaviors
• Fully functional teams
• Roles are clearer
• Team develops independence
• Team able to organize itself
• Flexible members function well individually, in subgroups or as a team
• Better understand each other’s strengths and weaknesses and insights into group processes

Feelings & Thoughts

• Empathy for one another
• High commitment
• Begin understanding collaborative work ethic
• Tight bonds emerge
• Fun and excitement
• Lots of personal development and creativity
• General sense of satisfaction
• Continual discovery of how to sustain feelings of momentum and enthusiasm
 Tuckman’s 5 stages of Group Development

Team Needs
• Project guides assure team is moving in collaborative direction
• Maintain team flexibility
• Measure knowledge performance – post test
• Provide information
• Giving and Receiving
• Feedback and Dialogue with project guides.
Leadership Required
• Shared Leadership being practiced
• Observing, Inquiring, Fulfilling, team needs
• Collaborative efforts among team members
• Project guides provides little direction
• Team members offer positive reinforcement and support
• Share new information
 Tuckman’s 5 stages of Group Development
Adjourning
In this stage typically team members are ready to leave (course termination) causing significant
change to the team structure, membership, or purpose and the team during the last week of class.
They experience change and transition. While the group continues to perform productively they also
need time to manage their feelings of termination and transition.

Observable Behaviors
• Visible signs of grief
• Momentum slows down
• Restless Behavior
• Bursts of extreme energy usually followed by lack of energy
Feelings & Thoughts
• Sadness
• Humor (that to outsiders could appear cruel)
• Glad it is over – relief
Team Needs
• Evaluate the efforts of the team
• Tie up loose ends and tasks
• Recognize and reward team efforts
Leadership Required
• Project guides help team develop options for termination
• Good listening
• Reflection and carry forth collaborative learning to next opportunity
 Group Decision -making

The performance of a group involves taking into account the needs and opinions of every
group member. It is important for the functioning of the group to be able come to an equitable
decision as efficiently as possible.
Group decision-making commonly known as collaborative decision-making is a situation
faced when individuals collectively make a choice from the alternatives before them.
The decision is then no longer attributable to any individual group member as all the
individuals and social group processes like social influence contribute to the decision
outcome.
The decisions made by groups are mostly different from those made by individuals. For
example, groups tend to make decisions that are more extreme than those made by individual
members, as individuals tend to be biased.
 Seven-step decision-making model

1. Identify the decision to be made. Before beginning to gather information and list
alternatives, it is important for you as a group to understand clearly what you are trying to
decide so you have a goal on which to focus your discussions. Questions to consider:
• What are the particulars of the assigned task?
• What are we being asked to do?
• What conflict is affecting our group effectiveness?
• What barrier to effective group work are we facing?

2. Analyze the issue under discussion. Once you have defined your goal (i.e., the decision
to be made or the problem to be overcome), examine the data and resources that you
already have, and identify what additional information you may need. Questions to
consider:
• What is causing the problem?
• For whom is this a problem?
• What is wrong with the current situation?
• Why do we need to deal with this issue/decision?
• Where else can we find resources?
 Seven-step decision-making model

3. Establish criteria. Identify the criteria or conditions that would determine whether a
chosen solution is successful. Ideally, a solution will be feasible, move the group forward, and
meet the needs of every group member. You may want to rank the criteria in order of
importance (for example., circumstances may be such that some issues may not be fully
resolved). Consider these questions:
• What would make a solution/decision successful?
• What issues need to be dealt with in the solution?
• What criteria will help us determine whether everyone is happy with the
solution/decision?
• Are some criteria more necessary than others?
4. Brainstorm potential solutions. Using the resources and information collected above,
brainstorm for potential solutions to the problem or decision identified in step 1. This involves
collecting as many ideas as possible. At this stage, ideas should not be criticized or evaluated.
Consider these questions:
• What are some possible solutions that would meet most of our established criteria?
• Are there any options that we may have overlooked?
• What could we do in the absence of constraints?
 Seven-step decision-making model

5. Evaluate options and select the best one. Once you have a list of potential solutions, you
are now ready to evaluate them for the best alternative according to the criteria identified in
step 3. Remember that you may be able to combine ideas to create a solution. Ideally,
everyone would agree with a solution (a consensus), but it's possible that not everyone will. In
this case, you will need to use a different decision-making method (see next section). Consider
these questions:
• What are the pros/cons for each option?
• Which option is the most realistic to accomplish for now?
• Which option is the most likely to solve the problem for the long-term?

6. Implement the solution. This involves identifying the resources necessary to implement
the decision, as well as the potential obstacles, then taking action.
Decide: What should be done? How? By whom? By when? In what order?

7. Monitor and evaluate the outcome. Based on the criteria identified in step 3, evaluate
whether the decision was successful. If not, revisit step 4 to evaluate the other options or
generate new ones
 Group decision-making Techniques

Brainstorming

This technique includes a group of people, mostly between five and ten in number,
sitting around a table, producing ideas in the form of free association. The main
focus is on generation of ideas and not on evaluation of these ideas.
If more ideas can be originated, then it is likely that there will be a unique and
creative idea among them. All these ideas are written on the blackboard with a
piece of chalk so that all the team members can see every idea and try to improvise
these ideas.
Brainstorming technique is very effective when the problem is comparatively
precise and can be simply defined. A complex problem can be divided into parts
and each part can be dealt with separately at a time.
 Group decision-making Techniques

Nominal Group Thinking

This technique is similar to brainstorming except that this approach is more

structured. It motivates individual creativity. Members form the group for
namesake and operate independently, originate ideas for solving the problem on
their own, in silence and in writing. Members do not communicate well with each
other so that strong personality domination is evaded.
The group coordinator either collects the written ideas or writes them on a large
blackboard so that each member of the group can see what the ideas are. These
ideas are further discussed one by one in turn and each participant is motivated to
comment on these ideas in order to clarify and improve them. After all these ideas
have been discussed, they are evaluated for their merits and drawbacks and each
actively participating member is needed to vote on each idea and allot it a rank on
the basis of priority of each alternative solution.
The idea with the highest cumulative ranking is selected as the final solution to the
problem
 Group decision-making Techniques

Didactic Interaction

This technique is applicable only in certain situations, but is an excellent method

when a situation actually demands it. The type of problem should be such that it
generates output in the form of yes or no. Say for example, a decision is to be made
whether to buy or not to buy a product, to merge or not to merge, to expand or not
to expand and so on. These types of decision requires an extensive and exhaustive
discussion and investigation since a wrong decision can have serious consequences.
There are many advantages as well as disadvantages of this type of situation. The
group that makes the decision is divided into two sub-groups, one in favor of the
“go” decision and the opposing in favor of “no go” decision.
The first group enlists all the “pros” of the problem solution and the second group
lists all the “cons”. These groups meet and discuss their discoveries and their
reasons.
After tiring discussions, the groups switch sides and try to find weaknesses in their
own original standpoints. This interchange of ideas and understanding of various
viewpoints results in mutual acceptance of the facts as they exist so that a solution
can be put together around these facts and ultimately a final decision is reached.
 Group decision-making Techniques

Delphi Technique
This technique is the improvised version of the nominal group technique, except that it
involves obtaining the opinions of experts physically distant from each other and unknown to
each other.
This isolates group members from the undue influence of others. Basically, the types of
problems sorted by this technique are not specific in nature or related to a particular situation
at a given time.
For example, the technique could be used to explain the problems that could be created in the
event of a war. The Delphi technique includes the following steps −
• The problem is first identified and a panel of experts are selected. These experts are asked
to provide potential solutions through a series of thoughtfully designed questionnaires.
• Each expert concludes and returns the initial questionnaire.
• The results of the questionnaire are composed at a central location and the central
coordinator prepares a second set of questionnaire based on the previous answers.
• Each member receives a copy of the results accompanied by the second questionnaire.
• Members are required to review the results and respond to the second questionnaire. The
results typically trigger new solutions or motivate changes in the original ideas.
• The process is repeated until a general agreement is obtained.
 Group properties

Work groups are not like a mob of people, storming through the streets setting

couches on fire over a team win. Work groups are organized and have structural

elements that help the members understand who is responsible for what tasks, what

kind of behaviors are expected of group members, and more. These structural

elements include roles, norms, and status. Groups are also influenced by size and

the degree of group cohesiveness.

 Group properties

Roles:

Work groups are not like a mob of people, storming through the streets setting

couches on fire over a team win. Work groups are organized and have structural

elements that help the members understand who is responsible for what tasks, what

kind of behaviors are expected of group members, and more. These structural

elements include roles, norms, and status. Groups are also influenced by size and

the degree of group cohesiveness.

 Group properties

Types of Group Roles:

Commonly, in modern workplaces, group roles can be divided into two main types:
functional and dysfunctional.
Functional Roles of Group Members
In 1981, Meredith Belbin introduced Team Role Theory, which defines nine distinct roles
within a group or social setting. Nowadays, the definition and characteristics of Meredith
Belbin's group roles remain the foundation for the functional roles of group members.
A functional role suggests a set of skills, characteristics, and actions that an individual should
perform within a specific group.
 Group properties

Nine common functional roles of group members

Shaper
Shapers constantly encourage team members to thrive towards shared goals and objectives.
Thus, they are often task-focused, argumentative, and provocative. Sometimes, shapers can
be impatient with more people-orientated individuals.

Implementer
Implementers focus on accomplishing things. Thus, they are task-focused, practical, and
organized. Often, implementers are good at transforming ideas into practical actions at work

Completer
While also task-oriented, completers are perfectionists who are anxious about deadlines and
targets. Further, completers lack trust in others' capabilities. Thus, they prefer working alone
and doing things themselves.
 Group properties

Nine common functional roles of group members

Coordinator
As their names suggest, coordinators are calm, people-oriented charismatic. Normally, they
act as chairpersons or leaders within groups thanks to their Interpersonal Skills and positivity.
Team worker
Team workers are team-oriented, sensitive, and diplomatic. Within group settings, team
workers act as effective followers who work for the interests of general group outcomes
Resource Investigator
Resource investigators act as people-focused communicators for groups. They are good at
negotiating and exchanging information internally and externally. Further, they are flexible
and highly innovative. Yet, they are sometimes quite unrealistic.
 Group properties

Nine common functional roles of group members

Plant
Plants are often introverted, intellectual, individualistic, and task-driven. While they lack
communication skills, plants are good at suggesting problem-solving ideas.
Monitor
Monitors are task-focused, clever, and unemotional individuals who detach themselves from
team members. Thus, they always critically approach and evaluate their tasks and team
members. Monitors are often known as decisive decision-makers and critical thinkers within
groups.Resource
Specialist
Specialists demonstrate strong task-based knowledge in areas that are critical to group
success. They often rely on their expertise in specific areas to guide group work. Innately,
they are single-minded and professional
 Group properties

Dysfunctional Roles

Dysfunctional roles refer to irrelevant or unnecessary individual goals that cause conflicts with the
group's goals. Sometimes, dysfunctional roles are referred to as individualistic roles or individual roles.
There are six popular dysfunctional roles at work:
Blockers: individuals who refuse to cooperate by reacting negatively to group issues or rejecting others'
thoughts and ideas.
Aggressors: individuals who constantly deflate other members' status within groups by boasting about
themselves while criticizing others.
Deserters: individuals who remain indifferent to and distracted from group work. They often contribute
irrelevant ideas to group conversations while daydreaming and wandering from the group subjects.
Dominators: highly authoritative individuals who monopolize groups' time and workflow. Often,
dominators enjoy monologues within group discussion sessions.
Recognition seekers: individuals who focus on drawing attention to themselves and gaining empathy
from others. Often, recognition seekers enjoy boasting about their accomplishments and experiences.
 Group Norms

Group Norms are informal guidelines that consolidate conformity and order in group
activities and operations.
Group norms can be defined as the shared expectations and rules that guide the behaviour of
people within social groups. In a business context, these norms often relate to professional
conduct and establish standards for behaviour within the workplace.
Group norms play an undeniably important role in any organization. Without these well-
specified or implicit rules, Working as a Team would be quite chaotic. Whether they govern
the dress code, meeting attendance, or reaction to management decisions, norms provide a
reliable and consistent framework which ultimately supports clear communication and
collaboration.
 Group Norms

You find them in every office, no matter the industry or culture. Some group norms might be
explicitly stated, like the company's code of conduct or rules regarding punctuality. Others
are rather implicit, like an understanding not to interrupt others during meetings.
Furthermore, such norms can be positive or negative. Positive norms promote team cohesion,
encourage productivity and contribute significantly to a positive work culture. Negative
norms, on the other hand, might reduce group efficiency, hamper creativity and foster a toxic
work environment.
For example, in a project team, a positive norm might be the expectation that everyone
contributes equally to the work. A negative norm might be the acceptance of passing blame
onto others whenever something goes wrong.
 Group Norms

Examples of Group Norms

Group norms can be extraordinarily diverse, as they're reflective of individual companies,
their cultures, and their employees. Though norms can vary greatly, some common examples
recur in many business contexts.
Dress Code: In many organizations, there are specific norms related to what is considered
suitable attire for the workplace. These norms can be explicitly stated or, in some cases, are
implicit, determining how casually or formally one should dress.
Communication: Communication norms often govern how employees should talk to each
other and to their superiors. These can encompass norms about promptness in replying to
emails or norms about when it's appropriate to use certain Communication Channels.
Meeting Etiquette: Norms related to meetings are also fairly common and involve aspects
like punctuality, preparedness, active participation, and respect for others' speaking time.
Consider a software development company where punctuality is highly valued. The group
norm has developed such that all employees are expected to arrive on time for work as well
as for all meetings. If an employee is consistently late, they're considered disrespectful and
unprofessional. In this case, the norm directly influences employees' behaviours and shapes
the workplace culture.
 Role and importance of Group Norms

Across all sectors and business structures, group norms substantially influence day
to day interactions and overall productivity. Most importantly, they build consensus
within the team, enabling members to understand what is expected of them and
reciprocally, knowing what they can expect from others. Group norms play a
significant role in conflict resolution, reducing misunderstanding and helping to
maintain harmony within the team. By providing consistency, they speed up
decision-making processes, allow for smoother workflow and ultimately support
efficient task achievement. Moreover, group norms facilitate group cohesion and
positively impact the psychological safety of team members, making them more
comfortable expressing their ideas. They thus encourage creativity and innovation,
invaluable assets in any modern workplace
 Types of Group Norms at Workplace

Procedural Norms: These norms govern the organisation and execution of tasks within the business.
They impact how meetings are run, how deadlines are set or what channels of communication should be
used.
Interactional Norms: These norms guide how team members should interact with each other. They
include aspects like giving constructive feedback, respectful disagreement, offering support to colleagues,
and more.
Personal Norms: These are norms which relate to an individual's responsibilities within a team. They
encompass personal ownership over initiatives, punctuality, professional growth, and career development.
Performance Norms Performance norms are centered on how hard a person should work in a given
group. They are informal cues, if you will, that tells a person or helps a person understand how hard they
should work and what type of output they should have.
 Types of Group Norms at Workplace

Appearance Norms This type of norm informs or guides us as to how we should look or what our
physical appearance should be – what fashion we should wear or how we should style our hair or any
number of areas related to how we should look.
Social Arrangement Norms: When we talk about this type of norm we generally do not equate it to a
business setting. This norm is centered on how we should act in social settings. Once again, there are cues
we need to pick up on when we are out with friends or at social events that help us fit in and get a closer
connection to the group.
Resource Allocation Norms: For this type of norm we’re focusing on the allocation of resources in a
business environment.This can include raw materials as well as overtime or any other resource found or
needed within an organization.
 Value of Positive of Group Norms

Team Dynamics: Positive norms can foster solidity within the team. A shared understanding
of expectations encourages members to cooperate, leading to increased unity and a sense of
togetherness.
Interpersonal Relationships: Positive norms can create an environment where respect,
empathy, and trust thrive. This will bolster interpersonal relationships among team members
and can help in conflict resolution.
Operational Efficiency: When group norms promote precision, punctuality, accountability,
and coordination, they naturally enhance operational efficiency leading to better
organisational output.
Corporate Culture: The incorporation of norms that promote equality, mutual respect,
innovation, and inclusiveness creates a corporate culture where employees feel valued,
comfortable, and invested.
 Effect of Positive of Group Norms on Employee
Morale

1. Boosts employee morale.

2. Minimizes employee conflicts.

3. Enhances employee motivation.

4. Fosters employee loyalty.

5. Increases employee retention.

6. Maintain law and order in the firm.

7. Encourages rewards and recognition.

 The Creation & Evolution of Group Norms

Steps in the Development of Group Norms

Group norms don't materialise out of thin air. They necessitate a step-by-step process and evolve over time as a
group matures, deals with challenges, and modifies it's functioning to achieve its goals. How these norms get
established is not a spontaneous phenomenon but is rather dictated by steps that place themselves neatly in the
chronological order of a group's lifespan.
The process through which group norms develop can be summarised in the following key steps:
Group Formation: When a group is formed, team members bring with them societal norms and prior
experiences. These societal norms serve as the fundamental framework for early group behaviour.
Interactions & Relationships: As group members interact, they build relationships. The nature and frequency
of these interactions help form group-specific norms.
Critical Incidences: Group norms are also shaped by responses to specific events or critical situations. For
instance, the group's handling of a crisis might establish a norm around decision-making processes.
Leadership Influence: Leaders in the group play a significant role in norms formation. Their behaviour and
actions often set precedent for acceptable conduct in the group.
Group Evolution: As the group evolves, so do the norms. New challenges and changes in group objectives can
lead to the modification or even replacement of existing norms.
 Group Status

In the context of organisational behaviour, group status is a crucial concept that

essentially refers to the perceived social standing or prestige members hold within a
group. This status can be affiliated with various roles people play in a group or with
the perceived value they bring. The dynamics of group status can greatly impact the
functioning and productivity of any business organization. In organisational
behaviour, 'group status' is defined as the ranking or hierarchy inside a group, based
on the relative social standing or prestige that the members hold. It implies the level
of respect afforded to members by others in the group. Group status is not only
framed by the person's official position or role in the group, but also by their
qualities and actions.
 Group Status

When pondering over the definition, it’s important to consider several key factors:
Group Type: The nature of the group plays a significant role in determining status.
Status hierarchies are more noticeable in formal structures with designated roles,
such as corporate teams, compared to informal or social collectives.
Attributes: Personal attributes, such as skillset, knowledge, experience, or
charisma, can influence the perceived status of members within a group.
Contributions: The perceived value of one's contributions to the group can also
mould status. A member's ability to contribute unique resources or solutions can
uplift their status.
Interpersonal Relationships: Interpersonal dynamics and relationships can shape
the status hierarchy, with well-liked or respected individuals usually attaining
higher status.
 Main components of Group Status

1. Perceived expertise or competence: refers to an individual's skills, knowledge,

and Ability to contribute effectively to the group. An expert in a specific field or a
highly competent team member can enjoy a high status within the group.
2. Power or control over resources: power or control over resources means the
capacity to influence other group members by controlling the allocation and distribution
of key resources such as information or funding. Being able to control essential
resources puts an individual in a position of high status.
 Factors Influencing Group Status in a Business
Setting
Performance: The level of individual's performance can have a direct impact on their status
within a group. High performance often leads to higher status.
Behavior: Positive behaviors such as cooperation and problem-solving build respect and
elevate an individual's group status. On the contrary, negative behaviors can reduce group
status.
Contribution: The extent to which an individual contributes to the group's goals or tasks can
influence group status.
Example: For instance, a team member who consistently performs well, demonstrates
cooperative behavior, and contributes substantially towards the shared objectives would
generally hold a high status in the team.
Conversely, members who underperform, display negative behaviors or have minimum contributions
could be viewed as having a lower status. Status within a group or team isn't static. It can shift over time
depending on continuous assessment of these factors. Therefore, being cognizant of these factors and
understanding how they interact can help businesses manage group dynamics effectively.
 Importance of Group Status in a Business
Setting

Understanding group status is integral to business studies, especially in the realm of

organisational behaviour. In an era marked by growing reliance on teamwork and
group dynamics, knowledge of group status is invaluable. It provides insights into
interpersonal relationships, power dynamics, and group performance, which are all
vital for organisational effectiveness and productivity. Moreover, appropriate
management of group status has far-reaching implications for leadership, decision-
making, and conflict resolution strategies within organisations. In essence, group
status forms a significant part of the underpinning theories in business studies,
guiding practical management decisions.
 Influence of Group Status on an Organisation's
Performance
Delving deep into the concept of group status illuminates how it affects an organisation's overall
performance. Remember, at the heart of any organisation are its teams and their dynamics. Group status
significantly influences these dynamics and, in turn, the performance of the team and the organisation as
a whole. Each team member brings distinct skills, knowledge, and abilities to the table. The status of a
member often reflects the perceived value of these contributions, not only in the eyes of the group but
also from the perspective of the organisation. High-status members who consistently provide significant
inputs and solutions naturally command more respect and exert greater influence within the team. Their
strategies and ideas often become the focal point for discussions and decision-making, shaping the
direction of the team's efforts.
Example: For instance, a project manager with excellent problem-solving capabilities can enjoy high
status within their team. Their ability to derive innovative solutions and their knack for timely decision-
making can be pivotal in driving project progress, thereby enhancing the team and organisational
performance.
Importance of recognizing the importance of
group status
Having a clear status hierarchy
can promote role clarity and
efficiency among group members,
Improved Organisational
due to recognising individual
Productivity:
talent and competence. This, in
turn, can boost overall
productivity.

An understanding of status
dynamics aids in managing power
Shaping Team Dynamics: disparities within a group, helping
to prevent conflicts or power
struggles that can disrupt group
cohesion.

An environment where group

status is recognised and valued
Fostering a Healthy Work contributes to building an
Environment: inclusive and respectful
workplace, encouraging member
engagement and Job Satisfaction.
 How Economic and Social Status Affects Group
Status

Social dynamics in any group are invariably influenced by the members' economic
and social backgrounds. These factors, which determine the 'class' of an individual
in societal terms, wield a significant say in the framing of group status. First and
foremost, the economic status of a group member can directly impact their
perceived worth and respect within the group. After all, individuals who enjoy a
high economic status often carry an aura of success and power — traits frequently
correlated with competency and leadership. So, a member with considerable
wealth, or who holds an esteemed position in their profession, is likely to gain an
elevated group status. On the other hand, the social status of an individual, defined
by aspects such as educational qualifications, cultural background, and social
connections, also has an implicit role in determining group status. For instance, a
group member who boasts a string of academic achievements may be naturally
courted for advice, thus elevating their group status. Likewise, members known to
have extensive social connections and visibility may also enjoy higher group status,
as they can bring value through their contacts and networks. Here are three key
ways in which economic and social status influence group status:
 How Economic and Social Status Affects Group
Status

Perception of Competency: High economic status often gets associated

with success and power, thereby influencing the group’s perception of a
member’s competency. A group member with a high economic status may
be perceived as knowledgeable, capable, and a potential leader, hence
being accorded a higher group status.
Educational Qualification: A group member's academic laurels can
significantly affect their group status. Having a higher educational
qualification might indicate superior knowledge or skills, resulting in an
elevated group status.
Social Networks: Individuals with expansive social connections can often
leverage these networks to add value to the group. This benefit can
improve their group status, as they may be seen as influential or
 Group Size

Size (the number of people involved) is an important characteristic of the groups,

organizations, and communities in which social behavior occurs.
When only a few persons are interacting, adding just one more individual may
make a big difference in how they relate. As an organization or community grows
in size it is apt to experience tipping points where the way in which it operates
needs to change. The complexity of large groupings is partly because they are made
up of interrelated subgroups.
Herbert Thelen, Education Professor at the University of Chicago proposed a
principle that for members of groups to have maximum motivation to perform, the
number of members in each should be the smallest "in which it is possible to have
represented at a functional level all the social and achievement skills required for
the particular required activity.
 Group Size

Work groups can be found in various sizes. Early management theorists spent considerable
time and effort to no avail attempting to identify the right size for the various types of work
groups. There is simply no right number of people for most group activities. They did,
however, discover a great deal about what happens as group size increases. A number of
relevant size-outcome relationships are summarized in table below:
 Group Size

Size (the number of people involved) is an important characteristic of the groups,

organizations, and communities in which social behavior occurs.
When only a few persons are interacting, adding just one more individual may
make a big difference in how they relate. As an organization or community grows
in size it is apt to experience tipping points where the way in which it operates
needs to change. The complexity of large groupings is partly because they are made
up of interrelated subgroups.
Herbert Thelen, Education Professor at the University of Chicago proposed a
principle that for members of groups to have maximum motivation to perform, the
number of members in each should be the smallest "in which it is possible to have
represented at a functional level all the social and achievement skills required for
the particular required activity.
 Group Size

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. So, if there’s
a decision to be made, it’s wise to poll a larger group . . . and then give the input to
a smaller group so they can act on it.
A side note about size: groups with odd numbers of people tend to operate better
than those that have an even number, as it eliminates the issue of a tie when votes
are taken. Groups of five or seven tend to be an ideal size, because they’re still
nimble like a smaller group, but they make solid decisions like a larger group does.
 Effects of Group Size on Attitude and Behavior

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. So, if there’s
a decision to be made, it’s wise to poll a larger group . . . and then give the input to
a smaller group so they can act on it.
A side note about size: groups with odd numbers of people tend to operate better
than those that have an even number, as it eliminates the issue of a tie when votes
are taken. Groups of five or seven tend to be an ideal size, because they’re still
nimble like a smaller group, but they make solid decisions like a larger group does.
 Effects of Group Size on Attitude and Behavior

Size (the number of people involved) is an important characteristic of groups, organizations and
communities in which social behavior occurs.
Dyads and triads are the smallest social groups.
Social interaction in a dyad is typically more intense than in larger groups because neither member
shares the other’s attention with anyone else. A triad is more stable than a dyad
because one member can act as a mediator should the relationship between the other two become
strained. As an organization or community grows in size it is apt to experience tipping points where the
way it operates needs to change. The complexity of large groupings is partly because they are made up
of interrelated subgroups. As the size of a group increases, the need for more organization or leadership
also often becomes more obvious.
German sociologist Georg Simmel argued that as the group becomes greater, the individual becomes
separated and grows more alone, isolated and segmented. Simmel’s view was somewhat ambiguous with
respect to group size. On one hand, he believed that the bigger the group the better for the individual. In
a larger group it would be harder to exert control on an individual, but there is a possibility of the
individual becoming distant and impersonal.
 Group Cohesiveness

Group cohesiveness/Team Cohesiveness also known as Social cohesion is a degree of unity of any
group. Team cohesiveness is a degree to which group members are attracted or motivated by each other.
Basically, group cohesiveness is the closeness amongst the group members. It is seen that members of a
highly cohesive group develop some common characteristics:
• Everyone respects each other.
• They are fully committed to the decision made by the group.
• There is good accountability amongst members.

Group cohesiveness in a workplace setting establishes bonds between employees to work toward a
common goal. It’s a connection that pulls people together through shared goals, interests or a sense of
belonging.
 Group Cohesiveness

Group cohesion, sometimes called team cohesion, can contribute to many aspects
of employee behaviors in the workplace. There are four essential components of
the group cohesion process, including:
Social relations: The level of respect and trust employees feel toward one another.
Task relations: The amount of commitment an employee feels to working with
others to complete a task.
Unity: A sense of belonging, inclusiveness and shared personal values.
Emotional intensity: The strength of emotions—either positive or negative—
employees have while working together.
 Why is group cohesiveness important?

Successful businesses often feature strong group cohesiveness in the workplace. Employees
who work well together can often increase their company’s efficiency while completing
team projects and working toward company goals. A sense of group cohesion can also
positively affect employee morale, productivity and communication.
If the company wants to achieve the organizational goals it is important that managers
encourage all the employees to bond with their team members so that the complete team can
work together towards achieving the goal. It is very important that there is a healthy
conversation and relation between the team members to work efficiently. Instead of focusing
on the competition, it is important that people focus on achieving the goals so that there is
no unnecessary tension between the groups.
 Features of Group Cohesion

• The cohesive group have fewer members.

• Members of the cohesive teams are of similar interests or backgrounds.
• It has a high degree of status within organizations.
• Members are accessible to each other to maintain easy communication.
• Each cohesive team is physically remote from other groups in the organization.
• Cooperative behavior is rewarded regularly.
• Cohesive groups have a history of past success.
Factors Affecting Group Cohesiveness
 Factors affecting of Group Cohesion

Interdependency
The degree of dependency of a person on the group will determine the attractiveness and,
ultimately, its cohesiveness. When the number of individual needs satisfied by a group is
higher, it determines his/her dependency on the group, which is reflected in its attractiveness
and cohesiveness.
Size of the Group
The size of the group has a great impact on its cohesiveness, as it has an inverse relationship
with the group’s cohesiveness. This is due to the fact that group cohesiveness increases with
the interaction between the members.
When the group size is large, the chances of interaction between the members will be quite
less, leading to conflicts and chaos due to differences in opinion. A group with a few
numbers of members often have high cohesiveness.
 Factors affecting of Group Cohesion

Homogeneity
Groups having members with varied interests, attitudes, values, and backgrounds are
comparatively less effective than groups whose members have similar interests, opinions,
attitudes, values and backgrounds.
Stable Membership
When there is stability in relationships among group members, it also adds to group
cohesiveness because, as time passes, group members know each other and develop a bond
and common understanding of shared goals and values.
Location of the Group
The location of the group also greatly affects its cohesion, in the sense that when the group
members are located close to each other, the frequency of meetings and interaction will be
high, resulting in high cohesiveness. Moreover, when there is the isolation of one group
from another, then also the cohesion will be high.
 Factors affecting of Group Cohesion

Group Status
You might have observed that a group with status and previous success stories is more
engaging to the group members. So, the group members exhibit unity among themselves,
which develop high cohesiveness. Unlike when all criticize the group, is less cohesive.
Group Leadership
A group leader plays an important role in group cohesiveness. He/She is the one who leads
all the members and helps them to develop a bond with the group. A leader with charm,
energy and influencing abilities motivates the members to work with enthusiasm and
honesty, to attain the objectives in a timely manner. He/She seeks to develop and maintain
group loyalty among the members.
 Factors affecting of Group Cohesion

External Pressure
Group members often stand together to face challenges posed by external pressures. For this,
the group members minimize their personal differences and conflicts so as to combat the
common enemy. Further, there are instances when the group is unable to overcome
excessive pressure, and it is not able to handle such pressure.
Competition
There are two types of competition – intragroup competition and intergroup competition.
Intragroup competition is the competition among the group members, whereas intergroup
competition is the competition between the groups. Intragroup competition adversely affects
its cohesiveness because it increases differences among the members.
 Teams

A team can be defined as a group of people who interact and influence each other for the achievement of
a common purpose. Team members are mutually accountable for achieving common objectives.
The best definition of a team may be, when, members are the backbone to each other, members are sure
they will get the same response as they provide, builds synergy, everyone is optimistic, and no one left
the ground until the goal is achieved.
Some teams have a limited life: for example, a design team developing a new product, or a continuous
process improvement team organized to solve a particular problem. Others are ongoing, such as a
department team that meets regularly to review goals, activities, and performance.
Effective team building is equally essential for the success of an organization. For effective team
building dynamic leadership qualities are essential. In organizations, teams are created among
employees for the attainment of organizational objectives effectively and efficiently.
 Definitions of Teams

• A group whose individual effort results in a performance that is greater than the
sum of the individual inputs – S. P. Robbins
• A team is a small number of people with complementary skills who are
committed to a common purpose, set a performance goal, and an approach for
which they hold themselves mutually accountable – Katzenbach and Douglas
Smith
• A team is a group of workers that functions as a unit, often with little or no
supervision to carry out organizational functions – Ricky W. Griffins
 Types of Teams

1. Functional teams
Functional teams include members of the same department. When working within these
teams, you share different responsibilities than other members. Functional teams have
leaders or supervisors to whom members report and who designate responsibilities.
Organizations commonly use functional teams, which require communication and trust. This
type of team may be beneficial to contribute to and prioritize workplace culture.

Example: An organization establishes a team within the marketing department to determine

which campaigns are most effective. The members of this functional team have a strong
understanding of their campaigns and already have the information to make decisions. Team
members then use analytics to determine the most effective campaigns and discuss how to
write their reports.
 Types of Teams

2. Cross-functional teams
Cross-functional teams share similarities with functional teams, with the primary difference being that
team members come from various departments. These teams are useful for jobs and projects that require
different expertise and viewpoints. These teams function best when supervisors and team leaders
prioritize communication. Leaders typically delegate responsibilities to members depending on their
individual skill sets.

Example: A company wants to reallocate funding to develop a new sales department. This company
creates a cross-functional team with members from every department. The members of this team analyze
their departments to determine how to reallocate funding.

3. Self-managed teams
In self-managed teams, employees working within the same organization collaborate to accomplish a
common goal. These teams are autonomous and don't need the same supervision as other types of teams.
Self-managed teams share both leadership and responsibilities. Startup companies and small businesses
often use self-managed teams. When engaging in a self-managed team, you may find it helpful to
provide constructive feedback to team members.

Example: A sales team wants to redesign their sales pitch. A self-managed team helps members succeed
because all members can collaborate to determine a solution.
 Types of Teams

4. Troubleshooting teams
When issues arise within an organization, troubleshooting teams find solutions for those issues. Their
goal is to improve processes for organizations. These teams require strong communication skills to
discover solutions for complex obstacles. These teams make recommendations to affected departments,
who then implement their recommendations.

Example: A company wants to know how to increase the efficiency of its computer systems. It
establishes a troubleshooting team from people in the IT department, so experienced staff members
apply their specialized skills to the situation. The employer can then decide which changes to make
based on what the team finds during their troubleshooting.

5. Project team
Project teams work on specific projects for their employers. Members of project teams typically come
from several departments and perform tasks depending on their abilities. These teams have project
leaders who assign responsibilities and monitor work.

Example: A team needs to create a new company website. Members from the marketing and web
development departments collaborate to create the website. Everyone on the team continues to work
together on this project until its completion.
 Types of Teams

6. Task-force teams
Organizations need task force teams when emergencies arise. These teams comprise the
most efficient employees within an organization. In task-force teams, employees work
exclusively on their tasks within the team. This differs from other teams, which frequently
combine an employee's regular caseload with that of the team. The goal of the task force is
to complete projects quickly and efficiently.

Example: A recent update to an organization's network corrupts its sensitive computer files.
The employer establishes a task-force team to determine whether they can save these files.
 Difference between Groups and Teams

Sr. No. Groups Teams

1 Individual accountability. Individual and mutual accountability.

2 Come together to share information & Frequently come together for discussion,
perspectives decision-making, problem-solving, and
planning
3 Focus on individual goals. Focus on team goals.
4 Produce individual work products Produce collective work products
5 Define individual roles, responsibilities, Define individual roles, responsibilities, and
and tasks tasks to help the team do its work; often
share and rotate them
6 Concerned with one’s outcome and Concerned with the outcomes of everyone
challenges. and the challenges the team faces.
7 The manager shapes purpose, goals, and The team leader shapes purpose, goals, and
approach to work approach to working with team members
8 The leader dominates and controls the The leader acts as a facilitator.
group.
9 Groups are generally much more informal; Team members’ individual roles and duties
roles do not need to be assigned, and norms are specified, and their ways of working
of behavior do not need to develop. together are defined.
 Team Dynamics

Team dynamics define a group’s psychological climate that influences its performance and behaviour.
Therefore, each character involved in the team unintentionally sets the direction of that specific group
dynamics that can be positive or negative.

It describes the overall chemistry a team contains among them. Here the chemistry depicts the
functional, psychological and emotional role of members which directly affects employee engagement.
As a result, the right mix of personalities becomes essential for team cohesion. This will:
• Foster healthy relationships
• Reduce possibilities of team conflicts
• Enhance overall performance for a company
• Improves employee retention meaning rate
• Creates a positive work environment
 Characteristics of Team Dynamics

Shared Purpose
A team has a shared goal with a group of people working together. However, if a team
dynamics define has a problem related to decision making then the individual visions must
find out.
The popular method uses the acronym SMART( specific, measurable, attainable, relevant
and time-bound) for effective goal setting. This course helps to focus efforts, attain
organisational goals and keep people accountable.

Trust And Openness

The teammates should feel safe while sharing information and ideas without the fear of
embarrassment and punishment. Trust leads to a path to creativity and better ideas. A leader
must focus on the factors that contribute to team dynamics. He is responsible to keep
everyone engaged, carry their weight and meet their deadlines.
 Characteristics of Team Dynamics

Willingness To Correct Mistakes

Accountability includes the importance of team dynamics aspect of willingness to
acknowledge and correct mistakes. A productive team must find appropriate ways
for measurement, evaluation and deviations if the results are not met to attain
success.
A team dynamics define will look for opportunities to analyse situations and not let
their past mistakes limit future success.

Diversity And Inclusion

Diversity ensures different thoughts and ideas held by different personalities
having innovative and creative solutions. In a cross-functional team, diversity
focus on factors that contribute to team dynamics define. It may simply occur by
changing hiring practices or mixing members from different departments with
various skills and perspectives.
 Characteristics of Team Dynamics

Sense Of Belonging And Interdependence

Each team member should be clear with their part and understand their value. This can
increase productivity if each teammate has a sense of ownership to work for others as they
would do for themselves. When a team focuses on fulfilling its purpose, members can work
to make it happen rather than counting on what they give or take.

Consensus Decision Making

Finding out the power of team results in out of the box solutions. The major idea of
consensus decision making gives the requirement of the right processes to be in place. The
decisions must be avoided by peer pressure. An idea must not be a compromise but a blend
of members working on it
Importance of Team Dynamics
Strategizing Team Dynamics
 Strategizing Team Dynamics

Know About The Team

The leader has a greater role to establish good team dynamics define. He must find out time to have a
conversation with teammates and what they have to say. This may give the leader a wider perspective
about things and tackle the issues swiftly.
Communication
Work cannot proceed without open and proper communication. Everyone must be asked to remain fluent
and clear regarding what message they wish to convey. Transparent communication leads to greater
understanding and leaves room for a feedback system to generate performance reviews timely.
Define Roles
The teammates of team dynamics define must be given a vision of what the organisation wants to
achieve. The leader must describe the requirements and roles of each member that best suits them. This
way will enhance their skills and bring out the best in them which can be helpful in the long run.
 Strategizing Team Dynamics

Team Building Activities

The activities that aid in building a team are healthy for the organisation. They have a positive impact
like team lunch, fitness sessions, ice breaker games or outdoor activities. The latest may count the virtual
team-building exercises to create good team dynamics define among remote employees.

Necessary Tools
The availability of required tools make the task of the employees easier and makes them proficient in
their jobs. Moreover, it is also kept in mind these tools do not exceed the company’s budget and are easy
to use. This boosts the organisational bottom line.
 Models of Team Dynamics

Tuckman Team Model

 Models of Team Dynamics

This model is majorly evolved for conflict

Disc Model management as it determines the behaviours based on
four personality traits described as:

Dominance: Risk-taker, direct and decisive who are

ready to take challenges who can be aggressive and
disrespectful at times.
Influence, Inducement or Inspiring: Optimistic,
peacemaker and problem solver personality but are
concerned with popularity rather than tangible results
Submission, Supportive or Steadiness: Empathetic
and good listener who is good at conflict resolution
but can resist changes and sensitive to criticism.
Compliance, Cautious or Conscientiousness: High
standards and values precision with accuracy but can
be overly timid
Business usually uses the DISC model assessments in
professional contexts. Therefore, This explains what
an insight into the teammate’s personality traits in
team dynamics define. Also, It helps the company to
understand them better or to improve conflicts
 Models of Team Dynamics

Goals: Every personality in the team dynamics define

Grip Model must completely understand and commit to the goals
of the organisation. Individual goals must be aligned
to ensure progress, trust and desired outcome.
Roles: Every member should know what part to be
played, how they are held responsible or accountable
and what is expected from them.
Interpersonal: An organisation needs quality
collaboration and communication to foster trust
among team members to create flexibility and
sensitivity.
Processes: There must be a defined system for how
problems are solved, decisions are made, and
conflicts are addressed. It describes the procedures
and workflows followed to complete a project
 Models of Team Dynamics

Competing: Highly assertive but dominant and engage

Thomas Kilmann Conflict Mode Model
in power struggles. If well-managed it can lead to
interesting innovations while spurring the teammates to
compete constructively.
Accommodating: Kind of personality who is highly
cooperative but can also lead to silencing of good ideas
to appease others.
Compromising: Most moderate in both scales and might
seem constructive but can lead to mediocre progress.
Avoiding: Considered as the least effective way to deal
with conflicts that simply ignores the problem. However,
when a solution to a problem seems impossible, then
focusing on what is good turns out to be the best way.
Collaborating: This kind of personality benefits the
whole team and builds respect turning as the best way to
find solutions.
 Models of Team Dynamics

Lencioni
Model
Lack of trust: Lack of trust means a lower level of
comfort, making it difficult to communicate or take
risks and perform effectively.
Fear of conflict: Removal of conflict enhances peace
in the organisation leading to innovation and
progress. Conflicts are normal to occur and can
sometimes be productive if handled effectively.
Lack of commitment: Few members do not commit
to working, follow the deadlines, tasks or procedures
and in result let the teammates down. This affects the
success of the whole project.
Inattention to results: Individuals sometimes focus
on their personal goals instead of organisational
which lose sight of expected results measuring the
success of the project.
Avoidance of responsibility: The teammates might
follow this path.