CHAPTER NINE

WORKING GROUPS AND

RELATIONSHIPS
 THE IMPORTANCE OF WORKING
GROUPS
Groups are regarded as the building blocks of
working organisations.
The working group is one of the main types of
social groups. Social interaction at work is one
of the main forms of contact and relations.
Working groups differ from other groups (e.g.
families and friends) in that they are brought
together in order to collaborate on work.
The interaction occurring in working groups
can be divided into:
 THE IMPORTANCE OF WORKING GROUPS
continued
Work Proper interaction: this consists
primarily of the cooperation, helping and
information sharing behaviours that go on in
the workplace for the accomplishment of
organisational tasks and objectives.
Sociable interaction: this pertains to those
interactions with others that does not
primarily support the accomplishment of
work. This includes: Joking, fooling around
and gossip.
THE IMPORTANCE OF WORKING GROUPS
continued
The importance of working groups is
underscored by group cohesiveness. The
cohesiveness of the group refers to the extent
to which the group members are attracted
towards the group and are prepared to
cooperate with one another.
 DIFFERENT KINDS OF WORKING GROUPS
Formal groups: a formal group is one whose
goals and activities are directly related to the
achievement of the declared organisational
goals. These groups include departments,
sections, committees and the like.
Informal groups: an informal group is one
which as a result of the daily activities,
interactions and feelings of its members
develop so that it can satisfy these needs.
DIFFERENT KINDS OF WORKING GROUPS
Work Teams: teams are groups of people who
cooperate to carry out joint tasks. E.g. the
crew of a ship.
Decision-Taking Managerial Groups: this
includes managers, administrators, planners
and strategists who spend a lot of time on
committees where the main aim is to take
decisions or solve organisational problems.
 WORKING RELATIONSHIPS
The four main kinds of relationships at work
include:
Friends outside of work: many people form
friendships at work and are usually seen together
outside work. E.g. they may go to the gym
together. They become friends in the usual sense
in that they do things together outside of work.
Friends at work: these are people who are seen
regularly at work and are seen together during
tea-breaks and lunch but are not seen together
outside of work.
 WORKING RELATIONSHIPS continued
Friendly working relationships: these are
people seen together quite often at work and
with whom social contact are on the whole is
rewarding but who are not seen regularly
together for lunch or tea-breaks.
Work relationship only: these are people seen
together at work for the expressed purpose of
working towards organisational objectives.
 SOCIAL INTERACTION IN WORK GROUPS
Much social activity occurs at work. Some of
it is necessary for work itself and much of it is
purely sociable.
Social interaction at work is divided into:
Work-related interaction
Sociable interactions
 SOCIAL INTERACTION IN WORK GROUPS continued
Work-related interaction:
This includes talking about tasks and the
accomplishment of tasks
Helping others in the accomplishment of tasks
Giving information and advice on the accomplishment
of tasks.
This gives the worker a sense of belonging or
comradeship.
Sociable interactions:
This includes a great deal of irrelevant gossip, talk
about personal issues, joking, games and general
fooling around that takes place during work and
breaks.
 INFORMAL COMMUNICATION OUTSIDE THE
IMMEDIATE GROUP
Lateral communication: this involves communication
to other members of the organisation of about the
same status but often in other departments. However,
this can also occur inside a working group. E.g.
requesting and getting help and information about the
job and tasks.
Another kind of lateral communication is the spread of
information and rumours through the grapevine -
this is functional for gossip, keeping other up-to-date
on what is going on in the organisation.
Group 1
Group 2
X Y
 INFORMAL COMMUNICATION OUTSIDE THE
IMMEDIATE GROUP continued
Downward communication: this involves two-
way interaction by way of questions that lead
to answers. This helps supervisors and
managers know if their instructions have been
understood or not.
Supervisors/Managers

Subordinates
 INFORMAL COMMUNICATION OUTSIDE THE
IMMEDIATE GROUP continued
Upward communication:
this involves workers seeking help from their
immediate supervisor
and may also included the reporting of progress to
senior staff. Leadership in an organisation often
require fast and accurate information about how
work is progressing.
It may also take the form of suggestions and
complaints. People at lower levels of the
organisational hierarchy report difficulties or have
their ideas heard at higher levels.
INFORMAL COMMUNICATION OUTSIDE THE
IMMEDIATE GROUP continued

Top level management

Lower level
management/supervisors/line-
managers/subordinates