Foundations for Interpersonal

and Group Behavior

Group Dynamics
The interaction and forces among group
members in social situations.
Dynamics of group are both formal and
informal
Moves into teams in organizations

Dynamics of a Group Formation

The social psychology theory states that a
group is formed due to propinquity
This means individuals affiliate with one
another due to spatial or geographical
proximity.

Theories of Group Formation

Classic Theory of George Homans based on
activities, interactions and sentiments. These
three elements are directly related to one
another.
Balance Theory of Group Formation- the
persons are attracted to one another on the
basis of similar attitude towards commonly
relevant objects and goals.

Stages of Group Formation

Forming
Storming
Norming
Performing
Adjourning

Interpersonal Dynamics
Interpersonal relations can be personal and
positive.
Interpersonal relations can be personal and
negative

The nature of Group

A group is two or more people who interact with one
another such that each person influenced by each
other persons
From Managerial perspective, the work group is
primary means by which managers coordinate
individual behavior to achieve organizational goals
Managers must be aware of the individual needs and
interpersonal dynamics to manage groups effectively
and efficiently because, the behavior of the individuals
is key to groups success or failure

Types of group
1. Formal Groups
Command groups
Task groups
Affinity groups
2. Informal Groups
Friendship group
Interest group

Stages of Group Development

Mutual Acceptance
Communication and Decision Making
Motivation and Productivity
Control and Organization

Group Performance Factors

Group composition
Group Size
Group Norms
Group Cohesiveness

Intergroup Dynamics
Organizational Setting
Group Characteristics
Task and situational based Interaction

Organizational Setting

Rules and procedures

Traditions and culture
Goals and Rewards systems
Decision Making process

Group Characteristics

Individual Personalities and Characteristics

Group Action Tendencies and Dispositions
Group Compositions
Cohesiveness
Size, Norms and roles

Bases of interaction

Location
Resources
Time and Goal Interdependence
Task uncertainty
Task Interdependence

Factors that influence Intergroup

Interactions
The nature of interaction between groups
depends on the characteristics of the groups
involved, the organizational setting and the
task and situational setting for the interaction.

Group Decision Making in

Organizations
Group Polarization
Group Think Process
Participation

Group Problem Solving

Brainstorming
Nominal Group Technique
Delphi Technique

TEAMS IN ORGANIZATIONS

Differentiating Teams from Groups

A team is a small number of people with
complementary skills who are committed to a
common purpose, common performance
goals and an approach for which they hold
themselves mutually accountable.

Teams v/s Traditional Work Groups

Issues

Conv. Work group

Teams

Job Categories

Many narrow categories

One or two broad

categories

Authority

Supervisor directly controls

daily activities

Team control daily activities

Reward System

Depends on the type of Job, Based on team

Individual Performance and performance and individual
Seniority
breadth of skills

Types of Teams

Quality Circles
Work teams
Problem solving teams
Management Teams
Product Development Team
Cross Functional Teams
Virtual teams
Self Managed Teams

Benefits of Team

Enhanced Performance
Employee Benefit
Reduced Costs
Organizational Enhancement

Implementing Teams in Organizations

Planning the change
Making a change
Preparing for implementation

Phases of Implementation

Start up
Reality and Unrest
Leader centered teams
Tightly formed teams
Self Managing teams

How to make team Effective

Team Building
Collaboration
Leadership
Understanding of Cultural Issues in Global
situations.

Context

Composition

Work Design

Process

Adequate Resources
Leadership & Structure
Climate of Trust
Performance Evaluation
and Reward Systems
Abilities of the Members
Personality
Allocation of roles
Diversity
Size of teams
Member flexibility
Member preferences
Autonomy
Skill Variety
Task Identity
Task Significance

Common Purpose
Specific Goals
Team Efficacy
Conflict Levels
Social Loafing

Training guidelines for developing

teams

Establish credibility
Allow Ventilation
Provide an orientation
Invest in process
Facilitate group process
Establish intra group processes
Change the role of trainers
End the trainers involvement

Issues
Team Performance
Performance and Implementation of Teams