TEAM & GROUP
Module - III
GROUP CAN BE DEFINED AS
• A collection of two or more interacting individuals with a stable
pattern of relationship between them and share common goal.
• Three characteristics of group:
• 1. interaction among group
• 2. Common interest or goal
• 3. People see themselves as members
WHY WE / PEOPLE JOIN IN GROUP?
People join group is related to our needs:
• Close proximity (frequent interaction influence the behaviour on
one another).
• security (support and guidance)
• Esteem ( through group membership)
• Affiliation (share common hobbies or common backgrounds) (it
happens with new join employees in an organisation)
• Power (united we stand, divided we fall)
• identity (image)
• task function. (helpful in large organisation) (complex task,
generating new ideas)
GROUP DEVELOPMENT ( STAGES OF
GROUP FORMATION)
ELABORATION OF STAGES OF GROUP
FORMATION
Forming:
• In this stage , there is a great deal of uncertainty about
people's purpose, structure, leadership.
• Not sure about the behaviours of each other.
• Here , icebreaking is essential to increase awareness among
each other.
• Here , the development occurs when members accept
themselves and decide a group goal.
ELABORATION OF STAGES OF GROUP
FORMATION
Storming :
• Here, conflict arises because of the need to clarify roles and
behavioural expectations.
• Disagreement relating to role assignments.
• One objective in this stage is to resolve conflict about power
and task structure.
• Replace the member who are not adjustable in the group with
sense of acceptance.
ELABORATION OF STAGES OF GROUP
FORMATION
Norming:
• At this stage, a single leader emerges, who will bring cohesion.
• Here sense of strong identity developed.
• Member involvement increase as they get mental support.
Performing:
• This stage is marked by teamwork, role clarity and task
accomplishment.
• Productivity is at peak.
• Continue to work well together
• Able to adapt the change successfully.
ELABORATION OF STAGES OF GROUP
FORMATION
Adjourning:
• If the group has to de a specific task, then complete of task they
need to separate..
• Reward will given to keep the pleasurable momentum among
group members, as they feel sad.
GROUP NORMS
• These are set of beliefs, feelings and attitudes commonly
shared by group members. These are also referred to as rules
or standards of behaviour that apply to group members.
• Norms serve three functions in the group:
• 1. predictive (understand the behaviour of others and own)
• 2. control (regulate the behaviour of members)
• 3. relational (define relationship among roles)
WHY NORMS STRONGLY ENFORCED IN
GROUP?
• To ensure group performance
• To avoid the preference of supervisors towards group
members
• To predict the behaviour of group members while
performing task to avoid interpersonal problems.
GROUP COHESIVENESS
• It refers to the extent of linking each member has towards
others and how far everyone wants to remain as a member
of group.
• Group cohesiveness can be affected by such factors as
interaction, threat, cooperation, similarity attitude, and size.
• Positive consequences:
• Increased moral, higher productivity, better communication
• Negative consequences:
• Lower productivity when group will have lower norms.
INTRODUCTION TO TEAMS
• A team is a group of individuals with complementary skills
working towards a shared goal.
• Example: A product development team including engineers,
designers, and marketers.
• Teams foster collaboration, responsibility, and goal
alignment.
WHY WORK TEAMS?
• Synergy: Teams produce better outcomes together than
individuals alone.
• Example: Hospital care teams combine doctors, nurses, and
technicians for better patient outcomes.
• Innovation: Diverse members contribute fresh ideas.
• Ownership: Shared goals increase accountability and
motivation.
• Flexibility: Teams adapt quickly to change.
• Better Decisions: Multiple perspectives improve judgment
and results.
TYPES OF WORK TEAMS
• Problem-Solving Teams: Meet regularly to improve work
processes (e.g., quality circles in manufacturing).
• Self-Managed Teams: Plan and manage work independently
(e.g., agile software teams).
• Cross-Functional Teams: Members from different areas
work on a project (e.g., product launch team).
• Virtual Teams: Collaborate online from different locations
(e.g., remote tech support teams).
DEVELOPING WORK TEAMS
• Forming: Team members meet and understand tasks (e.g.,
orientation).
• Storming: Conflicts may arise; roles are clarified.
• Norming: Norms are established; trust builds.
• Performing: Team operates efficiently toward goals.
• Adjourning: Task completed, team disbands (e.g., event
management teams' post-event).
TEAM EFFECTIVENESS
• Clear Goals: Shared understanding of purpose.
• Defined Roles: Everyone knows their responsibilities.
• Trust & Communication: Open, honest dialogue.
• Leadership: Effective guidance and support.
• Resources & Feedback: Tools and performance insights
available.
• Example: High-performing sales teams have clear targets
and communicate regularly.
TEAM BUILDING
• Purpose: Strengthen collaboration, trust, and motivation.
• Activities: Ice-breakers, problem-solving games, retreats.
• Example: A startup holds a team-building weekend to boost
morale and coordination.
• Helps align team members and resolve interpersonal
conflicts.
