GROUP DYNAMICS &TEAM BUILDING ASSIGNMENT

SUBMITTED

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE

DEGREE OF

BACHELOR OF BUSINESS ADMINISTRATION

OF
AMITY UNIVERSITY, MUMBAI

SUBMITTED BY
VIDUSHI TANDON
ENROLLMENT NO: 17048
(2017-2020)

UNDER THE GUIDANCE OF

PROF. FREYANA

AMITY BUSINESS SCHOOL

AMITY UNIVERSITY, MUMBAI - PUNE EXPRESSWAY,
BHATAN- PANVEL, MAHARASHTRA 410206
 GROUP DYNAMICS AND TEAM BUILDING-
(BEHAVIOURAL SCIENCE WORKSHOP)

INTRODUCTION
This journal covers chapters-

 GROUP DYNAMICS
 GROUP FUNCTIONS
 TEAMS
 LEADERSHIP
 POWER TO EMPOWER
A workshop for this was conducted for two days and all this five topics was
covered. This journal will show all the contents of the topics covered in the
workshop.
 MODULE 1- GROUP DYNAMICS
DEFINITION

A group consists of two or more persons engaged in social interaction who have
some stable structure relationship with one another, are interdependent, share
common goals and perceive that they are in fact a part of the group.

CLASSIFICATION OF GROUPS

PRIMARY GROUPS

Family is a primary group. Immediately after birth the baby comes in contact with
the members of the family which is a unit of a group organisation. The baby’s first
social life starts in the family itself and because of mutual interaction and direct
contact with family members he is socialised by them and made typical member of
a group.

SECONDARY GROUPS

When the child enters the school, he comes in contact with the teachers,
classmates, playmates and neighbours of the external environment and interacts
with them. In the process of interaction the various psychological processes of his
personality grow and transform.

FORMAL GROUPS

A group having its own rules, regulations, preordained norms and guidelines is
called a formal group. These guidelines and norms determine and control the
functions and activities of its group members in a rather rigid and manner. In a
formal group one has to accept the beliefs, attitudes and values of the group and
grow attitudes and values in consonance with the other members of the group.

INFORMAL GROUPS

A person who is a member of a formal group can also be a member of one or more
informal groups. An informal group does not have a definite norm, rules and
regulations, there is more freedom in the informal group than its counterpart and
one can develop its own role congenial to himself.
INGROUPS

Members of the group who voluntarily go by the group norm and function for the
cohesiveness and unity of the group, who like their group and have love, respect
for it are said to be the members of the “in group”.

OUTGROUPS

Anybody who goes against the group norms, values and standards of the group,
group goals and stands against fulfillment of common motivation is seen as an
“out group”.

AUTOCRATIC GROUPS

 A group coming under the star pattern is said to be a dictator or authoritarian

group. The existence of the group depends upon ‘B’ who is the leader of the
group. If ‘B’ disappears the whole group would disappear or disintegrate.

DEMOCRATIC GROUPS

The individual member has more responsibility and more scope for active
participation in the functions of the group. In such a group every member is
allotted some responsibility, some power, for which he feels great and
involved. Different members know each other directly as the group members
have link with each other.
 STAGES OF GROUP FORMATION

STAGE 1- FORMING

The first stage in the life of a group is concerned with forming a group. This
stage is characterized by members seeking either a work assignment (in a
formal group) or other benefit, like status, affiliation, power, etc. (in an informal
group). Members at this stage either engage in busy type of activity or show
apathy.

STAGE 2- STORMING STAGE

The next stage in this group is marked by the formation of dyads and triads.
Members seek out familiar or similar individuals and begin a deeper sharing of
self. Continued attention to the subgroup creates a differentiation in the group
and tensions across the dyads / triads may appear. Pairing is a common
phenomenon. There will be conflict about controlling the group.

STAGE 3- NORMING

When the team moves into the norming stage, they are beginning to work more
effectively as a team. They are no longer focused on their individual goals, but
rather are focused on developing a way of working together (processes and
procedures). They respect each other’s opinions and value their differences.
They begin to see the value in those differences on the team. Working together
as a team seems more natural.

STAGE 4- PERFORMING

In the “performing” stage, teams are functioning at a very high level. The focus
is on reaching the goal as a group. The team members have gotten to know each
other, trust each. In this stage, the team leader is not involved in decision
making, problem solving or other such activities involving the day-to-day work
of the team. The team members work effectively as a group and do not need the
oversight that is required at the other stages. The team leader will continue to
monitor the progress of the team and celebrate milestone achievements with the
team to continue to build team camaraderie. The team leader will also serve as
the gateway when decisions need to be reached at a higher level within the
organization.

STAGE 5- ADJOURNING

 In the “adjourning” stage the project is coming to an end and the team
members are moving off into different directions. This stage looks at the
team from the perspective of the well-being of the team rather than from the
perspective of managing a team through the original four stages of team
growth.

 The team leader should ensure that there is time for the team to celebrate the
success of the project and capture best practices for future use. This also
provides the team the opportunity to say good-bye to each other and wish
each other luck as they pursue their next endeavor.
 MODULE 2- GROUP FUNCTIONS
EXTERNAL FACTORS AFFECTING GROUP FUNCTIONS

Authority: Organizations have authority structures that define who reports to

whom, who makes decisions, and what decisions individuals or groups are
empowered to make .This structure typically determines where a given work group
is placed in the organization’s hierarchy, the formal leader of the group, and formal
relationships between groups. So, while a work group might be led by someone
who emerges informally from within the group, the formally designated leader—
appointed by management —has authority that others in the group do not.

Structure: Group structure helps in enabling to create position and power of every
individual in the group. It influences and affects the behavior of its members and
facilitates communication within the group. The various structural variables that
govern groups are formal leadership, norms, roles, group size and group
cohesiveness.

Organizational resources: Some organizations are large, profitable, with an

abundance of resources .When organizations have limited resources, so do their
work groups. What a group actually accomplishes is, to a large degree, determined
by what it is capable of accomplishing .The presence or absence of resources such
as money, time raw material, equipment— which are allocated to the group by the
organization—have a large bearing on the group’s behavior.

Organizational policies/Formal Regulations: Organizations create rules,

procedures, policies, and other forms of regulations to standardize employee
behavior. If McDonald has standard operating procedures for taking orders,
cooking hamburgers, and filling soda containers, then the discretion of work group
members to set independent standards of behaviors is severely limited. The more
formal regulations that the organization imposes on all its employees, the more the
behavior of the work group members will be consistent and predictable.

INTERNAL FACTORS AFFECTION GROUP FUNCTUONS

Roles & Norms: Every member in a group or team plays a role. These roles are
defined by the quantity and quality of communication that participants engage in
with the other members. It is not unusual for some clear roles to develop for each
participant within the first few minutes of group or team interaction.

Conformity: Conformity means “going along.” Group conformity is realized

when participants abandon a particular position contrary to other group or team
members in favor of a majority view. This abandonment, called conforming,
happens for many reasons including: pressure to compromise, logical or emotional
persuasion, coercion, time constraints, personal frustration, or perceiving the
futility of continued argument.

Cohesiveness may by defined as “sticking together.” Groups or teams are

cohesive when their participants identify with their membership. Identification
means that the participants feel proud to be members, inform outsiders that they
are members, and perceive the purposes and goals that the group or team stands for
as their own.

Significant advantages can be realized when cohesiveness is high:

 Member satisfaction with the group or team is high

 Group or team goals are achieved more effectively

 The quantity and quality of communication is high

 The group or team exerts more influence over its participants

INTER GROUP CONFLICT

 Productive conflict is also crucial to effective decision making in groups or

teams. Without debating and questioning key issues through productive
conflict, groups or teams may make decisions that have not been thoroughly
tested or evaluated.

 Cooperation and conflict can often go hand-in-hand. Productive conflict is

one of many means by which teams or groups cooperate. By agreeing to
debate, question, test ideas, and evaluate proposals, members engaged in
conflict can form a cooperative enterprise.

STATUS
 The term status refers to the relative ranking that a person holds in a group.
Status is determined in the context of comparison. Therefore, status defines the
rank of an individual relative to others in the organization and the group. Status
is in-fact defined in terms of rights, privileges, duties and obligations the
individual holds in an organization.

SIZE

A minimum of two persons as required to form a group, as far as the maximum

number in concerned, the group should have as many members as can interact
meaningfully amongst one another. However, an ideal group size is said to
comprise of 5-7 members over a smaller group in terms of idea generation.

GROUP COHESIVENESS

GROUP CONFLICT

Conflict is the psychological/ behavioral reaction to a perception that another

person is keeping you from attaining a goal, taking your right in behaving in a
certain way or violating the expectancies of a relationship. Two types of conflict
are Dysfunctional conflict- Keeps people from working together, reduces
productivity, increases turnover. Functional conflict- stimulates new ideas,
increases friendly competition, increases effectiveness.
 MODULE 3- TEAMS
CONSENSUS BUILDING

Consensus building (also called collaborative problem solving or collaboration) is

essentially mediation of a conflict which involves many parties. Usually, the
conflict also involves multiple, complex issues.

STEPS TO CONSENSUS BUILDING

 participant identification and recruitment;

 design of the process to be used (often involving the participants in this

phase);

 problem definition and analysis;

 identification and evaluation of alternative solutions;

 decision-making;

 Finalization and approval of the settlement; and implementation.

COLLABORATION

When two or more people (often groups) work together through idea sharing and
thinking to accomplish a common goal. It is simply teamwork taken to a higher
level.

Thinking and brainstorming ideas to provide solutions – This key element

brings groups together to offer different perspectives and expertise to solve for
common problems. The phrase ‘putting our heads together’ would be a good
example of this important element of collaboration.

A strong sense of purpose – Groups and individuals who truly collaborate see
the value in working together. Collaboration is not forced upon someone. There
should be a meaningful reason for working together, and it should benefit both
parties and the company as a whole.
 Equal participation – In corporate America, a collaborative manager or leader
may often say, ‘leave your titles at the door.’ Treating everyone as equals when
collaborating can open up communication and encourage ideas from all levels
of the company or department, not just the managers or directors.

BENEFITS

o Access to Skills and Strengths

o Develop Employee Skills

o Solve Problems and Innovate Faster

o Work efficiency
 MODULE 4- LEADERSHIPS

According to Keith Davis, “Leadership is the ability to persuade others to seek

defined objectives enthusiastically. It is the human factor which binds a group
together and motivates it towards goals.”

FUNCTIONS

 Building morale- Morale denotes willing co-operation of the employees

towards their work and getting them into confidence and winning their trust.
A leader can be a morale booster by achieving full co-operation so that they
perform with best of their abilities as they work to achieve goals.

 Builds work environment- Management is getting things done from

people. An efficient work environment helps in sound and stable growth.
Therefore, human relations should be kept into mind by a leader. He should
have personal contacts with employees and should listen to their problems
and solve them. He should treat employees on humanitarian terms.

 Co-ordination- Co-ordination can be achieved through reconciling personal

interests with organizational goals. This synchronization can be achieved
through proper and effective co-ordination which should be primary motive
of a

 SELF LEADERSHIP

Self-leadership is having a developed sense of who you are, what you can do,
where you are going coupled with the ability to influence your communication,
emotions and behaviors on the way to getting there. Self-leadership helps make the
individual proactive, disciplined, and an independent decision maker. People who
have no strong sense of self-leadership tend to feel they are not in control of
themselves, often lack focus and get overwhelmed easily.

HOW TO IMPROVE SELF LEADERSHIP

  Clarity of purpose
 Aim at success and take reasonable risks
 Spend time to reflect on your life
 Don’t tolerate just anything

LEADERSHIP STYLES IN AN ORGANIZATION

AUTOCRATIC LEADER-

 Given the power to make decisions alone, having total authority.

 Closely supervises and controls people when they perform certain tasks.

DEMOCRATIC LEADER-

 Includes one or more people in the decision making process of determining

what to do and how to do it.
 Maintains the final decision making authority

DELEGATIVE LEADER

 Allows people to make their own decisions.

 Leader is still responsible for the decisions that are made.
 This style allows greater freedom and responsibility for people.

CHARISMATIC LEADER

 Leads by creating energy and eagerness in people.

 Leader is well liked and inspires people.

 Appeals to people’s emotional side

LEADERSHIP IN TEAMS

 Designated – who has been assigned to do the job, has clear vision and
facilitates open communication between team members

 Situational- any person who has the skills to manage the situation at hand.

DELEGATION
 Method of redistributing tasks or assignments

 Process includes four steps:

o Decide what to delegate

 Decide to whom to

o Communicate clear
expectations

o Request feedback
 MODULE 5- POWER TO EMPOWER
MEANING AND NATURE

 Power is the ability or right to control people or things

 Political control of a country or area

 A person or organization that has a lot of control and influence over other
people/organization

TYPES OF POWER

COERCIVE POWER-

 It is the means to influence another individual’s behavior by means of

punishment for undesirable behavior. Punishments may be major or minor.

 Example: subordinates may comply with because they expect to be punished

for failure to respond favorably to managerial directives.

LEGITIMATE POWER-

 It is an important concept in an organizational setting.

 Refers to the subordinates’ behavior because because of the managers’

position in the organizational hierarchy. To acknowledge the right to the
managers’ legitimate power due to his influence/ position.

EXPERT POWER

 Individual’s ability to influence others’ behavior because of recognized

skills, talents.

 The manager can demonstrate competence in analyzing, evaluating,

controlling and implementing the tasks of the subordinates requires expert
power.

REFERENT POWER
 An individual’s ability to influence others’ behavior as a result of being
liked an admired.

 Referent power is usually associated with the individuals who possess

admired personality characteristics, charisma or a good reputation.
 ACTIVITIES COVERED IN THE WORKSHOP
ACTIVITY 1- A group of 8-10 members was asked to form. After that a group
name was decided which was “Chat lounge”. With the group we had to choose
one non-living object which would resemble or describe our group. For this, for
our group it was decided as ‘Open book’. It was decided because all the members
in our group resembled an open nature. There was nothing to hide about anyone in
our group. All are open in nature. They communicate with almost everyone and
don’t have any secrets. This activity gave us chance to actually think of our group
like who we are. This also increased the thinking power of every member in our
group. So overall this was a wonderful activity.

ACTIVITY 2- Here with the same group as formed earlier all members in the
group with everyone’s consult had to decide one team leader, so we chose Balaka.
After that where all we needed to do was to make a coordination. The task was
about the leader who had to help themselves and others to do the right things. We
had taken group photos at different places in our campus. As every location was at
another places so we divided the group where a picture with all members was not
required and had send them earlier to take photos at that location. We covered the
places which were coming close to us. And like this we completed the whole task
very effectively and efficiently. It was great experience. It included authority,
management and to control all members. Leadership is about mapping out where
you need to go to "win" as a team or an organization; and it is dynamic, exciting,
and inspiring.

ACTIVITY 3- Last activity was “Pictionary” where any member of the group
had to go in front and draw an object as instructed and the members had to
recognise it. Through this activity I realised that how important and necessary it is
to communicate with each other. Communication is important as information is
passed on easily to every member and individual. A team member should clearly
understand what is to be done for this they should be guided by the leader through
communication. In this task communication was not there so it became difficult for
some groups to identify the object. The goal and the objective of the team should
not be set only by the team leader itself. Every employee should contribute equally
and give his valuable inputs.

WHAT IS MY UNDERSTANDING FROM THIS

WORKSHOP
IMPORTANCE OF A GROUP
A work is more likely to be performed well when their people working effectively
as a team. This is because good teamwork creates synergy – where the combined
effect of the team is greater than the sum of individual efforts. Working together a
team can apply individual perspectives, experience, and skills to solve complex
problems, creating new solutions and ideas that may be beyond the scope of any
one individual.
Working in a group allows members to share responsibilities, rather than the brunt
of the work falling in the hands of one person. Instead, group members can
delegate tasks to individuals who possess the knowledge, skills and abilities
necessary to accomplish the task successfully. Group work helps spark creativity in
the minds of the group members giving them a wider range of ideas as they work
to come up with solutions for organizational problems. Individuals may go into a
group with ideas, but with the help of the group, their ideas get expanded upon and
turned into creative, attainable, strategic or timely solutions.

IMPORTANCE OF A TEAM LEADER

Leaders offer guidance to all members of the team to ensure they are fulfilling their
roles. Guidance can include training and instructing team members and taking
corrective or even punitive actions when necessary. Guidance also involves
responding to questions and resolving problems that can hinder job performance.
Effective team leaders ensure that team morale remains high and that workers are
motivated to perform well. Leaders can impact morale by helping to instil a sense
of confidence and trust in workers so that they take a positive approach to their
jobs and the company as a whole. Leaders can also affect morale by creating an
environment of cooperation between team members so that they work together to
achieve team objectives instead of only fulfilling individual goals. Compliment
workers when they reach important goals and keep the lines of communication
open as workers strive to meet new objectives
 ESSAY ON SOCIAL AWARNESS ISSUES

CASTE SYSTEM IN INDIA

India has been under the clutches of the evil caste system since the ancient period though the
exact origin of this system isn’t known as there are different theories that state different stories
about its initiation. As per Varna system, people were broadly divided into four different
categories. Here is a look at the people who fall under each of these categories:

1. Brahmins – Priests, Teachers and Scholars

2. Kshatriyas – Rulers and Warriors
3. Vaishyas – Farmers, Merchants and Traders
4. Shudras – Labourers

The Varna system later got degenerated into caste system. The society was divided into 3,000
castes and as many as 25,000 sub-castes based on the occupation of the community that a person
was born into.

As per one theory, the Varna system initiated in the country as the Aryans arrived here in around
1500 BC. It is said that Aryans introduced this system to have control over people and make
things work more systematically. They assigned different roles to different groups of people. As
per the Hindu theologians, on the other hand, the system initiated with Brahma, the Hindu God
who is known as the creator of the universe.

As Varna system degenerated into caste system, a lot of discrimination was done on the basis of
caste. People belonging to the higher castes were treated with great respect and enjoyed several
privileges while those from the lower classes were scorned at and were deprived of several
things. Inter-caste marriages were strictly forbidden.
The caste system in urban India today has declined immensely. Though, people from the lower
classes are still not respected in the society as the government offers several benefits to them.
Caste has become the basis of reservation in the country. People belonging to lower classes have
a reserved quota in the education sector and also when it comes to securing government jobs.

After the departure of the British, the Constitution of India banned the discrimination based on
the caste system. It is then that the quota system was introduced for Scheduled Castes, Scheduled
Tribes and Other Backward Classes. BR Ambedkar who authored the Constitution of India was
himself a Dalit and the concept of social justice for protecting the interests of these communities
on the lower rung of society was considered to be a great move in the Indian history, though now
it is being misused for narrow political reasons by different parties in the country.

Vidushi Tandon

BBA(G)

BBAG-17048

Enrollment No-A70006417065