ob final presentation jury
TRANSCRIPT
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PANDAVAS
BHANUSHREE MAYVIYA
DEBADIPTA GHOSH
PAWAN BISWAKARM
ARAHUL HELA RAJKUMAR
KOLI
Make Some Difference
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GROUP DYNAMICS
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Objective of the Presentation
Why we study group dynamics
Its need and Application
Why people make group
Advantage and Disadvantage of group
Difference between group and individuals
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Case Study
Acknowledgement
Reference
Conclusion
Managerial Implication
Group Decision Making
Formation of Group Theory
Group Structure
Concept Of Group
Outline of the Presentation
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Concept of Group
Individual commitment to a group effort - that is what makes a team work, a company work, a society
work, a civilization work.
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A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.
Group
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Types of group
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Group Dynamics
Finding good players is easy. Getting them to play as a team is another story.
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The Five Stage Model
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NORMS
ROLES
STATUS
SIZE
COHESIVENESS
Group Dynamics
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Formal Leadership
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Group Properties-Role
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Group Structure-NormsAcceptable standards of behaviour within a group that are shared by the group’s members.
Conformity Adjusting one’s behaviour to align with the Norms of the group.
Reference Groups Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.
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Group Structure-Status
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Group Structure-Size
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Group Structure-Composite
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Group Structure-Cohesiveness
Degree to which group members are attracted to each other and are motivated to stay in the group.
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Formation of Group Theory
Teamwork makes the dream work, but a vision becomes a nightmare when the leader has a big dream and a bad team.
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Performance Norms:- How hard members should work.
Appearance Norms:- Dress code.
Social Arrangement Norms:- Whether to form friendship with co-workers.
Resource Allocation Norms:- Assignment of difficult jobs.
Theory of Group Formation
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Balance Theory
Balance Theory: Propounded by “ Theodore New-Comb” which states that-“Persons are attracted with one another on the basis of similar attitudes towards commonly relevant objectives and goals.”
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Role Perception
Role Expectations
Psychological Contract
Role Conflict
Exchange Theory
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Group Decision Making
I am a member of a team, and I rely on the team, I defer to it and sacrifice for it, because the team, not the individual, is the ultimate champion.
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Standards of behavior shared by group members Formed only for things important to the group May be written, but more often orally communicated; can be implicitAccepted in various degrees by group membersMay apply to all or to only some group members
Group Decision Making
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Group think and Group shift
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Group members rationalize any resistance to the assumptions they have made.
Members who have doubts or differing points of view keep silent about misgivings.
There appears to be an illusion of unanimity.
Symptoms of Groupthink Phenomenon
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Group Decision –Making Technique
Interacting Groups Typical groups, in which the
members interact with each other
face-to-face.
Nominal Group Technique A group decision-making method in which
individual members meet face-to-face to pool their judgments in a systematic but
independent fashion.
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Group Decision-Making Technique
Brainstorming An idea-generation process that
specifically encourages any and all alternatives, while withholding any
criticism of those alternatives.
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Group Decision-Making Technique
Electronic Meeting A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.
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Managerial
Implication
I am a member of a team, and I rely on the team, I defer to it and sacrifice for it, because the team, not the individual, is the ultimate champion.
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Performance Implications for Managers
Positive relationship between role perception and performance
Norms help explain behaviour
Status inequities adversely impact productivity and performance
Set group size based on task at hand
Cohesiveness can influence productivity.
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Performance Implications for Managers
High congruence between boss and employee on
perception of job shows significant association with
employee satisfactionSatisfaction is greater when job minimizes interaction with individuals of lower
status
Larger groups are associated with lower satisfaction
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Summary1.
• Differentiated between formal and informal groups
• Described how role requirements change in different situations
2
• Described how norms exert influence on an individual’s behaviour
• Explained what determines status
3
• Defined social loafing and its effect on group performance
• Identified the benefits and disadvantages of cohesive groups.
4
• Listed the strengths and weaknesses of group decision making
• Contrasted the effectiveness of interacting, brainstorming, nominal and electronic meeting groups
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Conclusion
A key to achieving success is to assemble a strong and stable management team.
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Conclusion
Group behaviour measures the immeasurable. Quota;
Although most humans are by nature social creatures, cooperative group work is not something that comes without effort. Such group
activities require that a sense of trust be built
between members, as well as a feeling of shared
responsibility. This means a responsibility to carry your own weight in the
group, as well as a responsibility to all of the
other members of the group.
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1.Organization Behaviour-Rubbins & lathers
2.www.slideshare.net/kirthi.t/group-behavior
Reference
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Acknowledgement
Dr Anannya Deb Roy, Assistant Professor
All Faculty in our College for continues support
Our Classmates and Senior
Our Friends and Parent.
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Thank You