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Ty B-Tech Textiles(Sem 62010-2011)
Shashidhar Patil 081050113
Sangram Patil 081050026
Piyush Bhirud 081050108 Gaurav Shinde 091050936
Prashant Badgujar 081050001
Bhushan Khairnar 081050125 Jees Johnson 091050934
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Good Afternoon!
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Gaurav
sangRam
jOhnson
piyUsh
Prashant
bhuShan
shashi
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We, who are not equal in talent &
experience but equal in commitment,have formed a group for
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We, who are not equal in talent &
experience, but equal in commitment,have formed a Group for
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Groups
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First things first
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First things first
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First things first: Why should we studygroups?
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First thingsBecause groups
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Fundamental
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Groups can be small or large
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Groups can be small or large
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Groups can be highly rewarding or verydangerous too
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So,
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What is a group?
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A Group is defined as two or moreindividuals who are connected to
one another by socialrelationships
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A Group is defined as two or moreindividuals who are connected to
one another by socialrelationships
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But why do people join a group?
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But why do people join a group?
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Join a Group?
Because, they feel they need to
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ut why do people they feel theyeed toJoin a Group?
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To feel Accepted
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Peer pressure
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Curiosity
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Types of Groups
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Types of Groups
Learning groups
Growth groups
Problem-solving groups Social groups
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Learning groups
Where the purpose is to increase theknowledge and skill of each member.
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Problem-solving groups
When members form a group inorder to solve a problem that affectsall of them.
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Social Groups
Groups that meet for the solepurpose of satisfying the social needsof their members.
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TYPES OF GROUPS
- Primary & Secondary groups
- Reference groups
- IN-Group
- OUT-Group
PRIMARY & SECONDARY
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PRIMARY & SECONDARYGROUPS
Concepts introduced by Charles Cooley
Primary Groups small, close-knit groups
Secondary Groups large, impersonal
Primary groups often emanate fromsecondary groups
Group members share common interests and
goals; common values; common patterns of
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PRIMARY GROUPS
These are small and long term groups.
They characterise by intimate
communication and high level of
cohesiveness. Security within the group.
Form building blocks of society.
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Main Characteristics of PrimaryGroups
Face to face contact
Spontaneity
Involvement of whole person rather than part
Intensity of relations
Egs. close friends, neighbourhood groups, work
teams, gangs, etc.
SECONDARY GROUPS
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SECONDARY GROUPS
They are larger in size(more people)
Less intimate, they
dont share emotions
More goal focusedand aims to achievesomething
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Members pursue specific interests or activities
Relationships involve weak emotional ties
Little personal knowledge of each other
Temporary or short-term contact
Members share one common interest or goal such asgetting a degree, accomplishing a specific task
Main Characteristics ofSecondary Groups
TEMPORARY GROUPS
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TEMPORARY GROUPS
They are formed for aparticular purpose.
They finish or end whenthat purpose is fulfilled.
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PERMANANT GROUPS
These groups tend tolast a long while.
They hold strongbonds andconnections.
They relate to similarinterests.
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FORMAL GROUPS
Specific goals that are aimed to achieve.
They could last for a while or only for a small amount oftime.
They have boundaries to follow and protocols.
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INFORMAL GROUPS
When a need arises itusually formsinformal groups.
Do not rely onstructuredorganisations, butforms when required.
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Group development stages
Figure
PhotoDisc
Forming Storming Norming Performing Adjourning
G d l t t
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Group development stages
when the team firstmeets each other
Groups members tryto set rules for groupbehaviors
Individuals start tofind out about eachother.
Guidance is needed
from the leader.
Forming
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Group development stages
Characteristics ofthe FormingStage
Exploration. Focus on similarities
and differences.
First impressions arekey.
Confusion/anxiety.
Lower productivity.
Issues of inclusion,
Forming
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GOA
L
INTRODUTION
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Group development stages A conflict stage
where membersbargain with eachother.
Individuals revealtheir personalgoals and may
resist the controlof others.
Members have
different opinions
Forming
Storming
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Group development stages Characteristics of
the StormingStage:
Competition.
Strained relationships.
Leader is challenged.
Tension and disunity.
Differences areuncomfortable.
Forming
Storming
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GUIDANCE OFGROUP LEADER
Group members
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Group membersare developing
ways of workingtogether.
They agree on
the shared goals. Rules have been
developed.
Do work as group Rather than
compete against
each other, they
Forming
Storming
Norming
PhotoDisc
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Characteristics ofthe NormingStage: Increased cohesion.
More collaboration.
Emerging trust.
Appreciation ofdifferences.
Issues ofstrengtheningrelationships, opencommunication
Forming
Storming
Norming
PhotoDisc
Group development stages
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Focus is on reachingthe goal
The group hasdeveloped unity orcohesion.
People are gettingthe job done torealize goals.
hard work leadsdirectly to goal.
The group memberswork effectively as a
group.
Forming
Storming
Norming
Performing
PhotoDisc
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Characteristics of thePerforming Stage:
You have to gothrough the otherstages to get here.
Harmony.
Productivity.
Problem-solving.
Shared andparticipativeleadership.
Forming
Storming
Norming
Performing
PhotoDisc
Group development stages
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ACTUAL
PERF
ORMANCE
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In the "adjourning" stagethe project is coming toan end.
Group terminationbecause thetask has beenachieved or when themembers have left due tofailure or loss of interest.
The FEELINGS ofmembers vary.
- Happy
- Sad
time for the team tocelebrate the success
say good-bye
Forming
Storming
Norming
Performing
PhotoDisc
Adjourning
OTI
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EMOTI
NS
CELEBRATION
CELEBRAT
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G
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Roles
Norms
Cohesiveness
Status
GroupProperties
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NORMS
Norms are rulesor behaviouralmodels that are
established andaccepted byindividuals who
belong to thesame group.
Since they
reflect the group's
e
ro e o norms n a
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group
To help the group reach itsobjectives
To foster relationships among
members and internal groupcohesion.misunderstandings canbe avoided.
Enable members to betterunderstand the behaviours oftheir co-members.
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Roles in a group
A role consists of a set of behaviours,functions expected from a person in
a group.
Roles are varied and enable theactivities and tasks of each memberto be differentiated.
Each role requires specific skills
Status
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Status
To understand group functioning, it isalso important to examine the statusassociated with the roles established
in the group. Power and prestige vary according to
the role being performed.
Individuals can have power in a
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group if they possess one or moreof the following
Knowledge valued by the group; Exemplary behaviour;
Seen by the group as a good
advisor; Influence over other members'
choices, decisions and behaviour
e
a ers p an el d
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pleader
Acting as the leader of a groupmeans that this person has authorityand responsibilities that differ from
those of the other members The status of group leader is unique
since he or she may
Influence or control interactionsamong members;
Encourage others to quickly adopt
his or her ideas
The leader's personality
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The leader s personality
The ability to create emotionalties with group members
The ability to structure the
group
The ability to promoteproduction
The ability to show compassion
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Cohesiveness
Degree to which
group members areattracted to eachother and aremotivated to stay inthe group.
Relationship Between Group
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Cohesiveness, PerformanceNorms, and Productivity
H Si Aff t G
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How Size Affects a Group
Smaller groups are faster atcompleting tasks
Large groups are consistentlybetter at problem solving
Increases in group size are
inversely related to individualperformance
C iti
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Composition When a group is
diverse, there is anincreased probabilitythat it will possessthe needed
characteristics tocomplete its taskseffectively.
Diversity promotes
conflict, whichstimulates creativity,which leads toimproved decision
making
Members and their
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Members and theirpersonalities
Active or passive attitude orbehavior in the group
Positive or negative attitude in
the group
I fl f lit
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Influence of personality
Fostering cooperation amongmembers, through their behaviour;
Seeking to respond to requests made by
members;
Coordinating the actions of groupmembers;
Facilitating the group's orientation orrestating its objectives;
Stimulating the group and enabling it to
progress.
Influence of personality
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There are also individuals whoseroles can become problematic for thegroup and its pursuit of common
objectives by: Rejecting the ideas of co-members and
thereby preventing the group'sadvancement;
Competing for prestige;
Discouraging discussion amongmembers and encouraging long
Influence of personality
Cultural influences on
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Cultural influences ongroup communication
Groups are effected greatly byculture
Culture provides the rules and norms
that determine how members willinteract with one another
Culture also determines how
members will achieve the goals ofthe group
e
er o s e e s cu uraforces that shape the attitudes
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forces that shape the attitudesand behaviors of groups and
individuals Individualism vs. Collectivism
Power distance
Uncertainty avoidance Task versus social orientation
(1) Individualism vs.
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( ) d dua s scollectivism
Describes the way that some culturesplace value on the individual, whilecultures place value on the group
I di id li
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Individualism
Individualistic values stress theimportance of pursuing personalgoals and independence
Individualistic cultures are focusedon individual goals
Those with individualistic orientation
are concerned with standing out inthe crowd
Collecti ism
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Collectivism
Collectivistic values focus on theimportance of group harmony, fittingin, and relational dependence
Collectivistic cultures are focused onthe goals in the group
Those with collectivistic orientation
are concerned with fitting in with therest of the group
Individualistic vs.
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Collectivistic countries The United States, Canada, Australia,
and Britain.
Latin American and Asian societies
tend to be more collectivistic
Cultural influence on view of
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conflict Individualistic cultures view conflict
as a positive, and tend confront ithead on
-use more direct language (low-context)
Collectivistic cultures tend to view
conflict negatively, and avoid it
-use less direct language (high-context)
(2) Power distance
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(2) Power distance
The accepted distance of powerbetween to people of status andpower within a culture
Low Power Distance
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Low Power Distance
If people are relatively equal therewill be low power distance
Cultures low in power distance tendto push toward equality amongmembers
High Power Distance
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g
If people differ greatly in level ofpower there will be a high powerdistance
Cultures high in power distanceaccept differences in power and
status as a way of life
Countries with Low Power
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Distance
Israel
New ZealandGermany
U.S.A
Countries with High Power
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gDistance
Philippines
Mexico
India France
(3) Uncertainty Avoidance
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(3) Uncertainty Avoidance
Takes place when people try to avoidthat which is uncertain
Different cultures react differently to
uncertainty:
-some cultures avoid uncertainty asmuch as possible
-other cultures welcome uncertainty
Countries with low uncertaintyavoidance
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avoidance
Singapore India
Philippines
U.S.A
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(4)Task v/s Social
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Orientation Some cultures are focused more on
getting the job done, while othercultures are focused more on the
social orientation of the group
Task Oriented Societies
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Task Oriented Societies
Focus is on getting the job done Focus on making the team more
competent
Highly concerned with individualsuccess
Socially Oriented
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ySocieties
Focus more on collectiveconcerns of the group
Cooperative problem solving
A friendly environment
Good working conditions
Countries High in Task
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Orientation: Japan Austria
Italy Mexico
Countries High in Social
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Orientation Sweden Norway
Chile Portugal
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Opposing ideas
dismissed
Groupth
ink
Feeling of unanimity Tendency to moralize
Opposing ideas dismissed Pressure to conform
Group decision making
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Group decision making
104104
Strengths More complete info & knowledge
Diversity of views
Higher quality decisions
Increased acceptance of a solution
Weaknesses Time consuming
Conformity to group pressure
Discussions dominated by one member
Ambiguous responsibility
Risky shift (group shift)the tendency of some groups
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the tendency of some groupsto opt for much riskier
alternatives than individuals
105
Diffusion of responsibility: a group decision is less likely to beattributed to any single individual
Valuing risk: taking risks is associated with being macho,therefore riskier alternatives have some degrees of social prestige
Familiarization : as the risk is discussed it starts looking less risky
Prominence/leadership effects : suggestions of leaders aresometimes adopted without full consideration
Group decision
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making techniques
Brainstorming
The nominal group technique
The Delphi technique
Electronic meeting
106106
Brainstorming
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Brainstorming
107107
An idea generating process thatspecifically encourages any and allalternatives, while withholding anycriticism of those alternatives
The nominal group
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technique
108108
A group decision making method inwhich individual members meet face-
to-face to pool their judgments in asystematic
but independent fashion.
Delphi groups
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Delphi groups
Members are asked to provide a solutioncompleting a questionnaire
The responses are tabulated and sent toeach member
After having seen the types of answers,each member again provides an answer tothe original problem
The last two steps could be completeduntil a consensus position is arrived at.
109109
Electronic meeting
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Electronic meeting
110110
A meeting in which membersinteract on computers allowing
for anonymity of comments andaggregation of votes
e ec s on-ma ngprocess in a group
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process in a group
Imposed by the group's authority Made by the group's authority, following
consultation with members
Made by a person labeled a specialist.
Made by the majority of the group.
Formulated by a minority of individuals in thegroup.
Adopted through consensus
Individual versus Groupi i ki
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Decision Making
1127-112
Individual More efficient
Speed No meetings
No discussions
Clear accountability
Consistent values
Group More effective
More information
and knowledge
Diversity of views
Higher-qualitydecisions
Increased
acceptance
Mistakes in decision-ki
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making Not exploring alternative solutions. The group does not consider all the objectives of the task
being accomplished or does not determine the objectivesthat must be attained.
The costs and consequences of the decision are notexplored.
Truths are quickly affirmed without any proof
The search for information is superficial.
interested in the elements that correspond with theircommon vision.
The group is not interested in the difficulties that may beencountered during implementation of the program orproject.
Groups can be very useful ini i Th
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organizations. They can Pool the individual talents and resources of individuals help catch and correct individual errors as other members
of the group may pick up on the error
stimulate productivity through peer group pressure: that is,
members encourage other members to keep focused; satisfy the social needs of their members
make higher quality decisions as the decisions gain higheracceptance (by group members rather than an individual)and members feel more committed to the decision as theywere involved in making it.
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Groupthink
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sangram
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