Groups: Their Nature, Development and Significance

Donelson R. Forsyth
The Nature of Groups
• Perception approach - people who see themselves as part
of group constitute a group.
• Organization approach - group characteristics define a
group
• Motivation approach – collective existence satisfies needs.
• Interaction approach – interaction to accomplish a
common goal
The Nature of Groups
• Interaction approach - three minimum requirements for a
group to exist:
i. Size—must be two or more individuals.
ii. Interaction—must be some form of exchange or
communication.
iii. Purpose—must be trying to accomplish a goal.
Types of groups
Formal groups—established by the
organization to perform organizational work.
• Command group—specified by the
organization chart and comprised of
employees who report directly to a
supervisor.
• Task group—comprised of employees who
work together to compete a particular
task/project; e.g., self managed teams
(SMTs).
Types of groups
Informal groups—natural groupings of
employees that form to fulfill social needs,
evolving naturally.
• Interest group—established to meet a
mutual objective (a group formed to lobby
management for more fringe benefits).
• Friendship group—formed because
members have something in common
INFORMAL VS FORMAL GROUPS

Informal Formal
Informal groups are Formal groups are
important for their own designated by an
sake. organization as a means to
an end.
 People form groups because:

The satisfaction of needs

• Social needs
• Security needs
• Esteem needs
Stages of Group Development
Characteristics of Groups
• Composition: the pattern of relationships
among member positions that evolves over
time.
Characteristics of Groups
• Status hierarchy: a hierarchy comprised of
different status levels assumed by group
member positions. Status can be assigned
or ascribed.
Characteristics of Groups
• Size: Odd number groups do better than
even. Groups of 5 to 7 perform better
overall than larger or smaller groups.
Characteristics of Groups
• Roles: a set of expected behaviours
assumed by each position in the group.
• 1. Expected role
• 2. Perceived role
• 3. Enacted role
Conflict and frustration may result when any
of the three roles differ from each other.
Characteristics of Groups
• Norms are standards of behaviour shared
by the group members.Only pertain to
behaviours considered important by the
group.
• Are accepted in differing degrees by
different members.
• Don't necessarily apply to all members.
Norm Conformity
• The individual's personal
characteristics
• Situation factors
• Intragroup relationships
• Cultural factors
Characteristics of Groups
The leader:
• Can reward or punish members for not
obeying group norms, especially in a formal
group.
• Some groups, even formal ones, have no
single leader, e.g., SMT's.
In informal groups, the one who becomes
leader is viewed as respected and has a
high‐status.
Characteristics of Groups
Cohesiveness and performance. Degree of
cohesiveness can have positive or negative
effects. The relationship between
cohesiveness and group performance
depends on whether the group goals support
(are congruent with) organizational goals
Characteristics of Groups
Cohesiveness and performance.
Cohesive groups also can be spectacularly
unproductive if the group’s norms stress low
productivity rather than high productivity
(Seashore, 1954).
You and Your Groups
In groups we gain the support we need in difficult times, but
also have the opportunity to influence others.

In groups we find evidence of our self-worth, and secure

ourselves from the threat of loneliness and despair.