GROUP 6ANKIT PANDEY 08

VINITA BAJARI 76

MONALI OZA 36

POOJA SOMANI 43

SAHIL AGRAWAL 64

PRAVESH SHARMA 06

PRATIK SHARMA 49

BIBEK KAR 13

Interaction among members

Peoples see

themselves as

members

Two or more

people

Shared goals

Informal group

Formal group

Command Group Represented in the organization chart. Permanent in nature. Members report to common supervisors. Functional reporting relationship exists.

E.g. Dean and faculty members in a management college

Task groups Formed to carry out specific tasks. Temporary in nature.

E. g. Employees, manager and engineers come together to tackle a quality problem

Formal Groups

Informal Groups

Informal groups emerge unofficially and are not officially organized or recognized by the company as having a specific reason why they exist.

Informal groups are spontaneously created when the group members are located within close distance with each other and interact more.

People have common attitude or mutual interest. Friendship Groups Interest Groups

Friendship groups develop among the organizational members when they share some common interest like participating in some sports activities or staging the office drama, etc.

Informal Group

Interest groups are formed when a group of employees band together to seek some common objectives, like protesting some organizational policy or joining the union to achieve a higher amount of bonus.

Stages of Group Development

• Confusion – Not certain about purpose, task, leadership

• Orientation, dependence, inclusion• Interaction is cautious, language ambiguous and

there is a great deal of agreement • Minimal work is accomplished• Breaking of ice (small talk, socializing) • Takes one day to several weeks

Stage I – Forming(Dependence)

Stage II – Storming(Counter dependence)

• Conflict , confrontations, disagreements, evaluation, control 

• Assertion of individuality - A chaotic vying for leadership

• Language - Clear, unambiguous, direct • Minimal work is accomplished• 2 issues:

▫ how close we should be (affection)▫ does the leader know what he/ she is doing (control)

• Risk for communication failures

Now there, you two! You can’t both be Australia,.

One of you has to be England.

Stage III- Norming (Interdependence)•Settling down, cooperation, collaboration •Agreement on how the group operates •Maintaining harmony, focused work

emergence•Marked by several layers of balance:

▫Individualism vs group ness▫Group goals vs individual goals▫Closeness vs distance▫Role of leader vs members

•Cohesion begins to emerge

Stage IV – Performing(Independence) •Group fully functional, devoted to task at

hand•Works to meet its objectives •Period of consensus and maximum

productivity•Spirit is high •Negative comments are not expressed

Stage V - Adjourning•Dissolving, termination •The process of "unforming" the group,

that is, letting go off the group structure and moving on.

•Tail end behavior - Happy - Sad - Depressed - Angry - Dissatisfied

External Conditions

Group Structure

Group Member Resources

Group Performance

Group Processes

Group Behaviour ModelOrganization Strategy

Resources, CulturePerformance Evaluation,Work Setting, Reward,AuthorityRules and Regulation