TEAM BUILDING

GROUPS
 GROUPS AND INTERGROUP
RELATIONSHIPS
 Division of labour breaks an organization into
groups. Organization generates forces towards
formation of various smaller functional task
groups within itself.
 “A group in psychological terms is any number of
people who (1) interact with one another, (2) are
psychologically aware of one another, and (3)
perceive themselves as a group
 The size of group is limited by possibilities of
mutual interaction and mutual awareness
 GROUPS AND INTERGROUP
RELATIONSHIPS
 Formal groups- are created in order to fulfill specific
goals and carry on specific tasks clearly related to
total organizational mission. Formal groups can be
permanent formal groups and temporary formal
groups, i.e., committees and task forces.
 Man seeks fulfillment of some of his needs through
developing variety of relationships with others in the
organization. These relationships develop into
informal groups if ecology of work area and time
schedule of work permit
 GROUPS AND INTERGROUP
RELATIONSHIPS
 Tendency toward informal groups almost always exist
because of nature of man.
 Informal groups arise out of particular combination of
‘formal’ factors and human needs.
 If organization wants to prevent informal group
formation, it an do so by designing work and its physical
layout in such a way that no opportunities for interaction
arise or it can systematically rotate leaders and key
members to prevent any stable group structure from
emerging.
 GROUPS AND INTERGROUP
RELATIONSHIPS
 The commonest kind of informal groups we find
in organization are known in M. Dalton’s
terminology, ‘Horizontal Cliques’.
 A second type is called ‘Vertical Cliques’- a
group composed of members of different levels
within a given department. Such a group comes
into being because of earlier acquaintance or
they need each other to accomplish their goals
 Such groups often serve a key communication
function both upward and downward.
 GROUPS AND INTERGROUP
RELATIONSHIPS
 A third type of clique can be called a ‘Mixed
Clique’. This will have in it members of different
ranks, from different departments and from
different physical locations. Such cliques may
arise to serve common interests or to fulfill
functional needs not taken care of by the
organization.
 Relationships outside of organizarional context
may be an important basis for formation of such
cliques.
 FUNCTIONS FULFILLED BY
GROUPS
Formal, Organizational Functions
 Functions which pertain to accomplishment of
organization’s basic mission, such as getting
work out, generating ideas or serving as
liaison.

These tasks are formally assigned to groups
and are officially held responsible
 FUNCTIONS FULFILLED BY
GROUPS
Psychological, Personal Functions
 An outlet for affiliation needs, i.e., needs for
friendship, support and love.
 A means of developing, enhancing or confirming
a sense of identity and maintaining self esteem.
Through group membership man can confirm his
feelings of who he is, gain status and enhance
his sense of self-esteem
 A means of establishing and testing reality. Each
person can validate his own perceptions and
feelings best by checking them with others.
 FUNCTIONS FULFILLED BY
GROUPS
Psychological, Personal Functions (contd.)
 A means of increasing security and a sense of
power in coping with a common and powerful
enemy or threat. Through banding together into
bargaining units such as unions, groups can
offset some of the power management has over
members individually.
 A means of getting some job done that members
need to have done such as gathering
information, and providing stimulation to one
another.
 FUNCTIONS FULFILLED BY
GROUPS
Multiple or Mixed Functions
 Psychological groups are key unit for
facilitating the integration of organizational
goals and personal needs, and fulfilling
psychological needs.

Groups often become the source of much
higher levels of loyalty, commitment, and
energy in the service of organizational goals.
 FUNCTIONS FULFILLED BY
GROUPS
Multiple or Mixed Functions
 Informal groups begin to serve formal,
organizational functions enabling top
management to use informal channels of
communication to obtain information quickly
on conditions in various parts of the
organization.
 Groups enable line managers to determine
changes in production policy.
 Such groups clearly help maintain
organizational effectiveness.
 GROUP

“A group is defined as two or more

persons who interact with one another so
that eahc person influences and is
influenced by each other.”
 GROUP STRUCTURE

Based on
 Authority relationship
 Task distribution

Control patterns
 Interpersonal attraction of group members*

*(Dependent on common goal, common beliefs and value

system and a common cultural background)
 GROUP PROCESS

Relates to
 To achieve the task for which it has been set
up
 To maintain itself as a cohesive unit so that its
members feel part of a team
 Self-serving activities
 What to look for in the group

Criteria for effective feedback
 DYNAMICS OF RELATIONSHIP
BETWEEN GROUP MEMBERS
Interaction
Interdependence
Mutual influence

Acceptable level of interaction depends on

three crucial dimensions of interpersonal
behaviour
1.Inclusion
2.Control (and influence)
3.Affection
 CONCERNS

The principal self-oriented concerns in

group are:
1. Identity- who and what am I to be in this
group?
2. Control and influence- will the group goals
include my own needs?
3. Acceptance and intimacy- will I be liked and
accepted by the group?
 ELEMENTS FORMING GROUP

Participation
Influence
Styles of influence
Decision-making procedure
Task functions
Maintenance functions
Membership
Feelings/ sensitivity
Norms
Communication
 GROUP NORMS

A group norm is an implicit rule, shared by

members of a group which identifies
behaviour acceptable and expected from
each member of the group
Norms set limits within which a member can
behave without upsetting others
Norms serve following functions for group

Task
 Maintenance

Defining relationships with others

Help members test validity of their opinion
 THANK YOU

A.K. MAJUMDAR