Group Formation And

Decision Making

GROUP

A group can be defined as two or more individuals

coming together to accomplish a particular task or

goal.

CHARACTERSESTICS OF GROUP

Two or more person

Interaction

Reasonable size

Shared goal interest

Stability

Collective identity

Group Dynamics

Attitudinal and behavioural characteristics of

a group.

Group dynamics concern

how groups form

Structure

How they function.

TYPES OF GROUPS

Group

Formal GroupInformal Group

Command Group

Task Group

Friendship Group

Interest Group

Reference Group

CHARACTERESTICS OF FORMAL AND INFORMAL GROUPS

Characteristics Formal Groups Informal Groups

Objective Task accomplishment Member satisfaction

Origin Management Individual members

Structure Formal Informal

Orientation Task oriented Relation oriented

Influence Formal authority Personality

Leadership Formal leader Informal leader

Control Formal controls Social sanctions

GROUP PROPERTIES

RoleNormsStatusSizeCohesiveness

Role Set of activities expected from a person occupying a

particular position in a group. Members may have to play multiple roles. Roles are impersonal.

Norms Set of informal rules, beliefs and values that guide

members behaviour. Define the boundaries of acceptable and unacceptable

behaviour.

Status Relative prestige, social position or rank given to

groups by others. Formal status system-due to official position informal status system-due to a particular person

Size Number of members in a group. Smaller groups are faster and effective. Larger groups creates free riders and social loafing.

Cohesiveness Degree to which members are attracted to each

other. Individuals are motivated to stay in group. Relationship between cohesiveness and productivity

depends on performance norms.

Relation between Productivity and Cohesiveness

GROUP DECISION MAKING

Group Think

Situation in which the conformity

pressures will prevent the group

from encouraging the unpopular

views or minority views.

Group Shift•The initial positions of individual members are

exaggerated toward a more extreme position

while in groups.

•When in groups, individuals are likely to make

riskier decisions.

Group Decision Making Techniques

Ordinary Group Interactions

Brainstorming

Nominal Group Technique

Delphi Technique

Electronic Meeting

Ordinary Group Interactions

Conventional method where the chairman calls the meeting,

explains the problem and tries to get a result.

Sub optimal decisions are often reached just to end the meeting.

Brainstorming

Use of brain to storm a problem.

Group members express themselves freely, regardless of how

crazy or wild their ideas may appear to others.

Principles of brain storming

Deferred judgement- all ideas are encouraged without criticism

and evaluation.

Quantity breeds quality- as more ideas come forth, quality

one’s will be developed.

Nominal Group Technique

Members of the target group are brought forward and

presented with a problem.

Each member writes down his ideas silently and

independently.

Each member presents a single idea (best idea) to the

group, which is written on the blackboard for all to

see.

A discussion is held to clarify and evaluate ideas.

Meeting concludes with a silent, independent vote on

priorities through a rank ordering

Delphi Technique

Members are physically dispersed and do not meet face to

face.

Members independently answers a series of questionnaires.

Suggestions are pooled and feedback report is given by the

chairperson.

Second stage questionnaire are sent for reaction and

reassessment.

Members evaluates the feedback report and generates new

suggestions.

Process is continued until a clear solution emerges.

Electronic Meeting System way of conducting meetings supported by computer

  technologies.