1. By: JerylWyn S. Espejo, RMT

2. GROUPA collection of two or more interactingindividuals who maintain stablepatterns of relationships, sharecommon goals and perceivethemselves as being a group. 3. Theories of Group Formation 4. Propinquity Individuals affiliate with one another because ofspatial or geographical proximity Drawback: it is not analytical and does not begin toexplain some of the complexities of group formationand the modern development of globalization andelectronic online networking and telecommunicatingthat gives new meaning to spatial or geographicproximity. 5. Interaction A classic theory of George Homans based on theactivities, interactions, and sentiments. This theory lends a great deal to theunderstanding of group formation and process. Persons in a group interact with one another notjust in the physical propinguity sense orincreasingky electronically, but also toaccomplish many group goals throughcooperation and problem solving. 6. Balance Theory Theodore Newcomb Persons are attracted to one another in thebasis of similar attitudes toward commonlyrelevant objects and goals. Both propinquity and interaction play a rolein balance theory 7. Balance theory of group formationINDIVIDUAL X INDIVIDUAL YZCOMMON ATTITUDES AND VALUESReligionPoliticsLifestyleMarriageWorkAuthority 8. Exchange Theory Based on reward-cost outcomes of interaction. A minimum positive level (rewards greater thancosts) of an outcome must exist in order forattraction or affiliation to take place. Rewards from interaction gratify needs, whereascosts incur anxiety, frustration, andembarrassment, or fatigue. Propinquity, interaction, and common attitudes allhave roles in exchange theory. 9. FIVE-STAGE MODEL OFGROUP FORMATION STAGE 1 : FORMING- Members get acquainted with each other- People tend to be a bit confused and uncertainabout how to act in the group and how beneficial itwill be to become a member of the group. STAGE 2: STORMING- Characterized by a high degree of conflict withinthe group.- Members often resist the control of the groupsleaders and show hostility toward each other. 10. STAGE 3 : NORMING- The group becomes more cohesive, andidentification as a member of the group becomesgreater.- Close relationships develop, shared feelingsbecome common, and a keen interest in findingmutually agreeable solutions develop. STAGE 4: PERFORMING- questions about group relationships andleadership have been resolved and the group isready to work.- having fully developed, the group may now devoteits energy to getting the job done. 11. STAGE 5: ADJOURNING- Groups may cease to exist because they have mettheir goals and are no longer needed, in which casethe end is abrupt. 12. THE PUNCTUATED-EQUILIBRIUM MODEL Groups go through two stages marked by the mid-pointof the groups time together.The first half is a period of equilibrium, in whichthe group makes plans, but accomplishes little.The second half, group members makechanges that lead them to accomplish the groupstask as the deadline approaches. 13. CHARACTERISTICS OF GROUPS Social Interaction Verbal Non-verbal Stability there must be some stable relationships thatkeep group members together and functioning as aunit. Common Interests or Goals Recognition as Being a Group people who recognize each other as a memberof their group and can distinguish these individualsfrom non members 14. TYPES OF GROUPGroupsFormalgroupsCommandgroupsTaskgroupsInformalgroupsFriendshipgroupsInterestgroups 15. FORMAL GROUPS created by theorganization, intentionally designed to directits members toward some organizationalgoals.COMMAND GROUP determined by theconnections between individuals who area formal part of the organization.TASK GROUP formed around somespecific task. 16. INFORMAL GROUPS develop naturallyamong an organizations personnel without anydirection from the management of theorganization within which they operateINTEREST GROUP a group ofemployees who come together to satisfy acommon interestFRIENDSHIP GROUPS informal groupthat develop because their members arefriends, often seeing each other outside ofthe organization. 17. WhatMakesPeopleJoinGroups?SecurityStatusAffiliationPower GoalAchievementSelf-Esteem 18. ASPECTS OF GROUP STRUCTURE 19. NORMS: A Groups Unspoken Rules Generally agreed upon informal rules that guidegroup members behavior. Regulate the behavior of groups in importantways, such as by : fostering workers honesty and loyalty tothe company.Establishing appropriate way to dressDictating when it is acceptable to be latefor or absent from work 20. PRESCRIPTIVE NORM- dictate thebehavior s that should be performed.PROSCRIPTIVE NORM- dictatespecific behaviors that should beavoided. 21. Norms: How Do They Develop?Basis of NormDevelopmentExamplePrecedents set over timeCarryovers from other situationExplicit statements from othersCritical events in group historySeating location of eachProfessional standards of conductWorking a certain way because youare told thats how we do it aroundhereAfter the organization suffers a lossdue to one persons divulgingcompany secrets, a norm developsto maintain secrecy 22. ROLES : The Hats We Wear The typical behavior behavior that characterizesa person in a specific social context Role incumbent person holding a particular role Role expectation behavior expected of thatperson Role ambiguity confusion arising from notknowing what one is expected to do as theholder of the role. Role differentiation various group memberscome to play different roles in the socialstructure. 23. STATUS: The Prestige of GroupMembership The relative prestige, social position, or rankgiven to groups or individuals by others.NATURE: Formal status attempts to differentiatebetween the degrees of formal authority givenemployees by an organization.Status symbols objects reflecting theposition of an individual within anorganizations hierarchy. 24. Ways where status symbols can helpgoups:remind organizational members of theirroles provide assurance of the variousrewards available to those who perform ata superior level. provide a sense of identification byreminding members of the groups values 25. Informal Status - the prestige accordedindividuals with certain characteristics that arenot formally recognized by the organization. e.g. employees who are older or moreexperienced, employees who have certainspecial skills 26. COHESIVENESS: Getting theTeam Spirit The strength of group membersdesires to remain a part of the group.Refers to a we-feeling, esprit decorps, a sense of belonging to agroup. 27. Importance of High CohesivenessHighCohesiveness-Unity- Interactions- Positive Feelings-Ability to cope withproblems- More productionsLowCohesiveness- NegativeFeelings- More problems- Less productive 28. Groups with High Cohesiveness Gets BetterResults! 29. Factors influencing cohesiveness:Severity of initiation to the group High external threat or competitionGreater time group members spendtogetherSize of the group History of success 30. Highly cohesive groups also can beproblematic.e.g. if a highly cohesive groups goalsare contrary to the organizations goals,that group is in a position to inflict a greatdeal of harm to an organization, workingagainst its interest.