1. A group is defined as a collection of individuals who interact regularly and work together to achieve common goals. They share beliefs and norms.
2. There are four main types of groups: primary/secondary and formal/informal. Primary groups are formed based on social characteristics while secondary groups have a formal structure. Formal groups are created by an organization for a task while informal groups share interests.
3. Groups have different roles that members take on such as work roles to accomplish tasks, maintenance roles to support the group, and potential blocking roles that can disrupt the group. Role ambiguity and role conflict can occur within groups.
The document discusses Emanuel Tropp's developmental approach to social work with groups. The developmental approach sees individuals as having potential to continually develop and improve their social functioning. It focuses on tapping into people's unused potential. The approach has three major themes: seeing people humanistically, focusing on their current behaviors, and viewing development as a lifelong process. Key aspects include emphasizing common goals and processes, members achieving individual growth through group experiences, and viewing groups as going through beginning, middle, and ending stages with the worker's role changing over time.
MODELS IN SOCIAL GROUP WORK , BY ARSHIL PC ,DEPARTMENT OF SOCIAL WORK, CENTR...Arshu Pc
MODELS IN SOCIAL GROUP WORK IS THE IMPORTANT PART OF SOCIAL GROUP WORK. IT ALSO EXPLAINS THE FEATURES AND THE ROLE OF A SOCIAL WORKER IN DIFFERENT MODELS.
Group dynamics refers to the attitudinal and behavioral characteristics of a group. A group is defined as two or more individuals interacting and interdependent, who have come together to achieve particular objectives. Groups form through various stages of development including forming, storming, norming, performing, and adjourning. There are both formal and informal groups. Formal groups are designated work groups within an organization while informal groups form in response to social needs. When making decisions as a group, individuals may shift their positions towards a more extreme risk level than their original individual decision due to factors like diffused responsibility and social status within the group.
This document outlines the key stages of the group work process: intake, study, defining objectives, goal setting, intervention strategies, and evaluation. Intake involves selecting members who will benefit from the group. Study involves collecting facts about members. Objectives provide clarity on how the group will function. Goal setting involves determining goals and responsibilities. Intervention strategies can include gestalt therapy and transactional analysis. Evaluation assesses individual growth, the group's development, and members' contributions. The overall purpose is to understand and help fulfill members' needs through the group process.
Group work involves people working together for a common purpose. It requires communication, decision making, and developing relationships and roles. Recording group work is important to document activities, member participation, and the group's development over time. Evaluation assesses whether the group's problem was solved, the degree of individual and group growth, and the effectiveness of techniques used. Data collection methods can include questionnaires, checklists, interviews, and focus groups. Evaluating the group work process identifies areas for improvement and informs future planning.
Community organization aims to identify community needs, mobilize resources, and implement strategies to address issues collectively. It brings people together to problem solve, achieve equality, and shift power dynamics to benefit oppressed groups. The process involves conscious community efforts to control their own affairs democratically and access high quality services. Community organization recognizes that united communities have the power and skills to help themselves through cooperation and scientific methods. The overall goal is to empower communities to deal with their own problems.
This document discusses different types of leadership styles and qualities of effective leaders. It identifies three main leadership styles: authoritarian, democratic, and laissez-faire. Authoritarian leaders dictate policies and control all activities without input from others. Democratic leaders involve members in decision making. Laissez-faire leaders take a hands-off approach and allow the group to make decisions independently. Qualities of strong leaders include honesty, communication skills, confidence, and maintaining a positive attitude. The document was presented by Fabeena KMP.
The document discusses group dynamics and provides information on key concepts such as what constitutes a group, types of groups, reasons people join groups, group structure, stages of group formation, and principles of group dynamics. It summarizes that group dynamics is concerned with the interactions between group members and the forces that influence their behavior within a social situation. The goal is to understand how groups develop and function, and their impact on individuals and the organizations they are part of.
The document discusses Emanuel Tropp's developmental approach to social work with groups. The developmental approach sees individuals as having potential to continually develop and improve their social functioning. It focuses on tapping into people's unused potential. The approach has three major themes: seeing people humanistically, focusing on their current behaviors, and viewing development as a lifelong process. Key aspects include emphasizing common goals and processes, members achieving individual growth through group experiences, and viewing groups as going through beginning, middle, and ending stages with the worker's role changing over time.
MODELS IN SOCIAL GROUP WORK , BY ARSHIL PC ,DEPARTMENT OF SOCIAL WORK, CENTR...Arshu Pc
MODELS IN SOCIAL GROUP WORK IS THE IMPORTANT PART OF SOCIAL GROUP WORK. IT ALSO EXPLAINS THE FEATURES AND THE ROLE OF A SOCIAL WORKER IN DIFFERENT MODELS.
Group dynamics refers to the attitudinal and behavioral characteristics of a group. A group is defined as two or more individuals interacting and interdependent, who have come together to achieve particular objectives. Groups form through various stages of development including forming, storming, norming, performing, and adjourning. There are both formal and informal groups. Formal groups are designated work groups within an organization while informal groups form in response to social needs. When making decisions as a group, individuals may shift their positions towards a more extreme risk level than their original individual decision due to factors like diffused responsibility and social status within the group.
This document outlines the key stages of the group work process: intake, study, defining objectives, goal setting, intervention strategies, and evaluation. Intake involves selecting members who will benefit from the group. Study involves collecting facts about members. Objectives provide clarity on how the group will function. Goal setting involves determining goals and responsibilities. Intervention strategies can include gestalt therapy and transactional analysis. Evaluation assesses individual growth, the group's development, and members' contributions. The overall purpose is to understand and help fulfill members' needs through the group process.
Group work involves people working together for a common purpose. It requires communication, decision making, and developing relationships and roles. Recording group work is important to document activities, member participation, and the group's development over time. Evaluation assesses whether the group's problem was solved, the degree of individual and group growth, and the effectiveness of techniques used. Data collection methods can include questionnaires, checklists, interviews, and focus groups. Evaluating the group work process identifies areas for improvement and informs future planning.
Community organization aims to identify community needs, mobilize resources, and implement strategies to address issues collectively. It brings people together to problem solve, achieve equality, and shift power dynamics to benefit oppressed groups. The process involves conscious community efforts to control their own affairs democratically and access high quality services. Community organization recognizes that united communities have the power and skills to help themselves through cooperation and scientific methods. The overall goal is to empower communities to deal with their own problems.
This document discusses different types of leadership styles and qualities of effective leaders. It identifies three main leadership styles: authoritarian, democratic, and laissez-faire. Authoritarian leaders dictate policies and control all activities without input from others. Democratic leaders involve members in decision making. Laissez-faire leaders take a hands-off approach and allow the group to make decisions independently. Qualities of strong leaders include honesty, communication skills, confidence, and maintaining a positive attitude. The document was presented by Fabeena KMP.
The document discusses group dynamics and provides information on key concepts such as what constitutes a group, types of groups, reasons people join groups, group structure, stages of group formation, and principles of group dynamics. It summarizes that group dynamics is concerned with the interactions between group members and the forces that influence their behavior within a social situation. The goal is to understand how groups develop and function, and their impact on individuals and the organizations they are part of.
This document discusses groups and teamwork. It defines groups as two or more people interacting to achieve objectives. Groups are classified as either formal, structured by an organization, or informal, formed spontaneously. Formal groups include command, task, interest, and friendship groups. People form groups to satisfy needs, proximity, goals, economics, and attraction. Effective groups progress through forming, storming, norming, performing, and adjourning stages. Key roles in groups include knowledge contribution, process observation, and leadership. Groups offer advantages like diverse ideas and support, but also disadvantages like slower decisions and potential lack of accountability. Techniques for group decision making are discussed, including interacting groups, brainstorming, nominal groups, and electronic
The document discusses the 5 stages of group formation: forming, storming, norming, performing, and adjourning. In the forming stage, group members are uncertain and focus on getting to know each other. The storming stage involves turbulence and conflicts as members deal with expectations. During norming, conflicts are resolved and cooperation increases. In the performing stage, the group functions as a coordinated unit focused on tasks. Finally, in adjourning, the group disbands after its goals are achieved.
The document discusses social work in correctional settings. It begins by defining criminology and explaining the evolution of correctional philosophy from revenge to restraint to reformation and reintegration. It then discusses the use of social casework, social group work, and community organization in correctional settings. The primary objective of corrections is outlined as rehabilitation in order to reintegrate offenders and prevent recidivism.
The document defines empowerment as a psychological state of competence, control, and entitlement. It also discusses Kanter's structural theory of power in organizations, which identifies four factors that give people power: access to information, support, resources, and opportunities. The document then reviews several theories of empowerment proposed by researchers like Conger & Kanungo and Thomas & Velthouse. Finally, it outlines a four-step process for empowerment within organizations, including having a mission that values individuals, expecting excellence, seeking balance in relationships, and supporting reasonable risk-taking.
Group structure consists of norms, roles, and networks that organize member interactions. Norms develop over time through member imitation and internalization. Roles specify expected behaviors based on member positions. Social network analysis measures group structure through indexes like density and centrality. Status networks develop through competition and stereotyping. Attraction networks form through sociometric differentiation. Communication networks influence outcomes based on their centralization.
Social work values include social justice, dignity and worth of the person, and importance of human relationships. A code of ethics specifies rules of conduct for social workers and identifies core values and ethical principles. The National Association of Social Workers' code has six purposes, including identifying core values and providing standards to ensure accountability and assess unethical conduct. The code outlines ethical responsibilities to clients, colleagues, practice settings, the profession, and society.
This document discusses the ethical standards and guidelines that counselors must follow. It explains that counselors have responsibilities of beneficence, nonmaleficence, and autonomy towards their clients. Counseling relationships can be complicated due to power imbalances and clients' personal issues. Ethical codes provide guidance for counselors on what they can and cannot do. These codes are developed by counseling organizations and aim to safeguard clients' welfare, inform counselors' conduct, and hold counselors accountable.
1. The document outlines key values and skills of social group work, including establishing purposeful relationships, analyzing group situations, and participating with the group.
2. It discusses important values such as cooperation, individual initiative, freedom of participation, and high individualization in groups.
3. Social group workers should enhance individual initiative through creative cooperation while respecting each person's freedom to participate and express themselves.
The document discusses group dynamics and different types of groups. It defines what constitutes a group and explains that groups are formed for various reasons, such as geographical proximity or shared interests and goals. The document outlines different types of groups including formal vs informal groups, as well as command groups, task groups, interest groups, and friendship groups. It also discusses characteristics of successful groups and reasons why individuals are motivated to join groups.
Learning resources compiled by S.Rengasamy for Social Group Work for the students doing their graduation course in Social Work in the colleges affiliated to Madurai Kamaraj University
Group work in Correctional & Industrial settingsgaya3lavanya92
This document discusses the scope and role of social group work in correctional and industrial settings. Social group work aims to help individuals enhance their social functioning through purposeful group experiences. In correctional settings, social group work is used with juvenile delinquents, in prisons, de-addiction centers, and with children with disabilities. Groups in these settings address problems, build self-confidence and esteem, and facilitate adjustment. In industries, social group work forms task-oriented and peer groups and runs programs on stress, family issues, and substance abuse to improve productivity and employee well-being. Social workers assess needs, provide counseling and referrals, and coordinate welfare services in correctional and industrial settings.
Group dynamics deals with how groups are formed, their structure, and processes. It examines the interactions between group members and forces operating within the group. A group consists of two or more people who share common goals and evaluate themselves as part of the group. Group dynamics ensures members feel a sense of belonging and attraction to the group influences them. It also examines how changes in one part of the group can impact other parts. Team building activities improve communication, develop roles and skills, and foster better relationships and productivity to benefit the group.
Group dynamics is the study of groups and group processes. Key aspects of group dynamics include:
- Groups form through regular interaction over time where members see themselves as a distinct entity working towards common goals.
- Group processes involve understanding how groups function to solve problems or make decisions. An expert can help groups improve their functioning.
- Cohesiveness occurs when members strongly agree on common values, beliefs, and objectives and how to achieve group aims.
- Groups progress through forming, storming, norming, performing, and adjourning stages as defined by Tuckman's model of group development.
- Important group processes include roles and expectations, norms, conformity, and status within the group
This document discusses the principles and history of social group work. It provides definitions of social group work and outlines its basic assumptions. Some key points:
1. Social group work aims to help individuals through guided group interaction and experiences to address personal and social issues. It recognizes the power of small groups to enable personal and social change.
2. The origins of social group work can be traced back to recreational organizations in the late 19th century that aimed to provide communal benefits. It developed formally in the 1930s with the establishment of social group work as a method within social work.
3. Social group work is based on the assumption that humans are social beings and that purposeful group experiences and interactions can help address
Social group work recording involves documenting relevant information about clients, problems addressed, treatment processes, and outcomes. Maintaining records allows social workers to improve their skills, evaluate their work, and demonstrate their efforts to agencies. Effective social work records include details on group atmosphere, member participation, conflicts, decision-making, techniques used, and evaluations of the worker, members, and program activities.
There are two main types of groups - formal and informal. Formal groups are consciously created to serve organizational objectives and can be command groups, task groups, or functional groups. Informal groups develop naturally among people based on personal relationships or interests like friendship or shared interests.
Group development theories include Tuckman's model which outlines five stages - forming, storming, norming, performing, and adjourning. During forming, members share information and get to know tasks. Storming involves competing for status and tension as conflicts emerge. Norming occurs as conflicts are resolved and roles are clarified, leading to the highly effective performing stage. Finally, adjourning involves preparing for the group's end.
The document discusses the client-case worker relationship in social work. It defines relationship as the responsible and disciplined use of the case worker to help enable the client's capacities through open communication. There are two main elements to establishing a good relationship: the client's trust in the worker's competence and goodwill. Relationship is purposeful and time-limited, focusing on problem-solving, unlike social relationships which are open-ended. Characteristics of a good relationship include acceptance, support, honesty and dealing with issues from outside the work constructively. The overall goal of the relationship is to help clients address their psycho-social needs and problems through an individualized approach.
5 stages of group development, norms (tuckman)perspectum
This document summarizes Tuckman's five stages of group development: forming, storming, norming, performing, and adjourning. It provides details about each stage, including characteristics such as uncertainty in forming, inner conflict in storming, establishment of norms in norming, productivity in performing, and separation feelings in adjourning. The stages describe the typical progression of how groups develop and work together over time.
The historical development of community organizationJanicaCaldona
Community organization includes community work, community projects, community development, community empowerment, community building, and community mobilization. The historical background on how CO was developed in the Philippines is presented.
Organizational communication involves the transmission of messages between individuals within an organization to achieve individual and shared goals. Messages are shared through face-to-face interactions, written communications, and other mediated channels. The purpose of organizational communication is to build relationships both within the organization and with external stakeholders. There are two primary types of communication in an organization: upward communication from lower to higher levels, and downward communication from higher to lower levels. Effective communication is important for organizational success but also presents challenges like message filtering or distortion.
Leadership, motivation and team building(19.4.2011)DrOmRajSingh
The document discusses various aspects of leadership and management including key skills, definitions, qualities of good leaders, roles and responsibilities of leaders, motivation techniques, and guidance on accessing public services such as opening and managing bank accounts. It provides information on managerial skills, definitions of leadership, qualities of good leaders, roles and responsibilities of leaders, motivation techniques, and guidance for opening and managing bank accounts.
This document discusses groups and teamwork. It defines groups as two or more people interacting to achieve objectives. Groups are classified as either formal, structured by an organization, or informal, formed spontaneously. Formal groups include command, task, interest, and friendship groups. People form groups to satisfy needs, proximity, goals, economics, and attraction. Effective groups progress through forming, storming, norming, performing, and adjourning stages. Key roles in groups include knowledge contribution, process observation, and leadership. Groups offer advantages like diverse ideas and support, but also disadvantages like slower decisions and potential lack of accountability. Techniques for group decision making are discussed, including interacting groups, brainstorming, nominal groups, and electronic
The document discusses the 5 stages of group formation: forming, storming, norming, performing, and adjourning. In the forming stage, group members are uncertain and focus on getting to know each other. The storming stage involves turbulence and conflicts as members deal with expectations. During norming, conflicts are resolved and cooperation increases. In the performing stage, the group functions as a coordinated unit focused on tasks. Finally, in adjourning, the group disbands after its goals are achieved.
The document discusses social work in correctional settings. It begins by defining criminology and explaining the evolution of correctional philosophy from revenge to restraint to reformation and reintegration. It then discusses the use of social casework, social group work, and community organization in correctional settings. The primary objective of corrections is outlined as rehabilitation in order to reintegrate offenders and prevent recidivism.
The document defines empowerment as a psychological state of competence, control, and entitlement. It also discusses Kanter's structural theory of power in organizations, which identifies four factors that give people power: access to information, support, resources, and opportunities. The document then reviews several theories of empowerment proposed by researchers like Conger & Kanungo and Thomas & Velthouse. Finally, it outlines a four-step process for empowerment within organizations, including having a mission that values individuals, expecting excellence, seeking balance in relationships, and supporting reasonable risk-taking.
Group structure consists of norms, roles, and networks that organize member interactions. Norms develop over time through member imitation and internalization. Roles specify expected behaviors based on member positions. Social network analysis measures group structure through indexes like density and centrality. Status networks develop through competition and stereotyping. Attraction networks form through sociometric differentiation. Communication networks influence outcomes based on their centralization.
Social work values include social justice, dignity and worth of the person, and importance of human relationships. A code of ethics specifies rules of conduct for social workers and identifies core values and ethical principles. The National Association of Social Workers' code has six purposes, including identifying core values and providing standards to ensure accountability and assess unethical conduct. The code outlines ethical responsibilities to clients, colleagues, practice settings, the profession, and society.
This document discusses the ethical standards and guidelines that counselors must follow. It explains that counselors have responsibilities of beneficence, nonmaleficence, and autonomy towards their clients. Counseling relationships can be complicated due to power imbalances and clients' personal issues. Ethical codes provide guidance for counselors on what they can and cannot do. These codes are developed by counseling organizations and aim to safeguard clients' welfare, inform counselors' conduct, and hold counselors accountable.
1. The document outlines key values and skills of social group work, including establishing purposeful relationships, analyzing group situations, and participating with the group.
2. It discusses important values such as cooperation, individual initiative, freedom of participation, and high individualization in groups.
3. Social group workers should enhance individual initiative through creative cooperation while respecting each person's freedom to participate and express themselves.
The document discusses group dynamics and different types of groups. It defines what constitutes a group and explains that groups are formed for various reasons, such as geographical proximity or shared interests and goals. The document outlines different types of groups including formal vs informal groups, as well as command groups, task groups, interest groups, and friendship groups. It also discusses characteristics of successful groups and reasons why individuals are motivated to join groups.
Learning resources compiled by S.Rengasamy for Social Group Work for the students doing their graduation course in Social Work in the colleges affiliated to Madurai Kamaraj University
Group work in Correctional & Industrial settingsgaya3lavanya92
This document discusses the scope and role of social group work in correctional and industrial settings. Social group work aims to help individuals enhance their social functioning through purposeful group experiences. In correctional settings, social group work is used with juvenile delinquents, in prisons, de-addiction centers, and with children with disabilities. Groups in these settings address problems, build self-confidence and esteem, and facilitate adjustment. In industries, social group work forms task-oriented and peer groups and runs programs on stress, family issues, and substance abuse to improve productivity and employee well-being. Social workers assess needs, provide counseling and referrals, and coordinate welfare services in correctional and industrial settings.
Group dynamics deals with how groups are formed, their structure, and processes. It examines the interactions between group members and forces operating within the group. A group consists of two or more people who share common goals and evaluate themselves as part of the group. Group dynamics ensures members feel a sense of belonging and attraction to the group influences them. It also examines how changes in one part of the group can impact other parts. Team building activities improve communication, develop roles and skills, and foster better relationships and productivity to benefit the group.
Group dynamics is the study of groups and group processes. Key aspects of group dynamics include:
- Groups form through regular interaction over time where members see themselves as a distinct entity working towards common goals.
- Group processes involve understanding how groups function to solve problems or make decisions. An expert can help groups improve their functioning.
- Cohesiveness occurs when members strongly agree on common values, beliefs, and objectives and how to achieve group aims.
- Groups progress through forming, storming, norming, performing, and adjourning stages as defined by Tuckman's model of group development.
- Important group processes include roles and expectations, norms, conformity, and status within the group
This document discusses the principles and history of social group work. It provides definitions of social group work and outlines its basic assumptions. Some key points:
1. Social group work aims to help individuals through guided group interaction and experiences to address personal and social issues. It recognizes the power of small groups to enable personal and social change.
2. The origins of social group work can be traced back to recreational organizations in the late 19th century that aimed to provide communal benefits. It developed formally in the 1930s with the establishment of social group work as a method within social work.
3. Social group work is based on the assumption that humans are social beings and that purposeful group experiences and interactions can help address
Social group work recording involves documenting relevant information about clients, problems addressed, treatment processes, and outcomes. Maintaining records allows social workers to improve their skills, evaluate their work, and demonstrate their efforts to agencies. Effective social work records include details on group atmosphere, member participation, conflicts, decision-making, techniques used, and evaluations of the worker, members, and program activities.
There are two main types of groups - formal and informal. Formal groups are consciously created to serve organizational objectives and can be command groups, task groups, or functional groups. Informal groups develop naturally among people based on personal relationships or interests like friendship or shared interests.
Group development theories include Tuckman's model which outlines five stages - forming, storming, norming, performing, and adjourning. During forming, members share information and get to know tasks. Storming involves competing for status and tension as conflicts emerge. Norming occurs as conflicts are resolved and roles are clarified, leading to the highly effective performing stage. Finally, adjourning involves preparing for the group's end.
The document discusses the client-case worker relationship in social work. It defines relationship as the responsible and disciplined use of the case worker to help enable the client's capacities through open communication. There are two main elements to establishing a good relationship: the client's trust in the worker's competence and goodwill. Relationship is purposeful and time-limited, focusing on problem-solving, unlike social relationships which are open-ended. Characteristics of a good relationship include acceptance, support, honesty and dealing with issues from outside the work constructively. The overall goal of the relationship is to help clients address their psycho-social needs and problems through an individualized approach.
5 stages of group development, norms (tuckman)perspectum
This document summarizes Tuckman's five stages of group development: forming, storming, norming, performing, and adjourning. It provides details about each stage, including characteristics such as uncertainty in forming, inner conflict in storming, establishment of norms in norming, productivity in performing, and separation feelings in adjourning. The stages describe the typical progression of how groups develop and work together over time.
The historical development of community organizationJanicaCaldona
Community organization includes community work, community projects, community development, community empowerment, community building, and community mobilization. The historical background on how CO was developed in the Philippines is presented.
Organizational communication involves the transmission of messages between individuals within an organization to achieve individual and shared goals. Messages are shared through face-to-face interactions, written communications, and other mediated channels. The purpose of organizational communication is to build relationships both within the organization and with external stakeholders. There are two primary types of communication in an organization: upward communication from lower to higher levels, and downward communication from higher to lower levels. Effective communication is important for organizational success but also presents challenges like message filtering or distortion.
Leadership, motivation and team building(19.4.2011)DrOmRajSingh
The document discusses various aspects of leadership and management including key skills, definitions, qualities of good leaders, roles and responsibilities of leaders, motivation techniques, and guidance on accessing public services such as opening and managing bank accounts. It provides information on managerial skills, definitions of leadership, qualities of good leaders, roles and responsibilities of leaders, motivation techniques, and guidance for opening and managing bank accounts.
The document discusses key aspects of small group communication. It defines a group as a collection of usually 3-9 interdependent members working toward a common goal. Characteristics of effective groups include clear purpose, participation, listening skills, and assessing their own function. Group decision making has advantages like diverse ideas but also disadvantages like some members dominating. The document outlines methods of decision making, styles of leadership, and strategies for resolving conflicts constructively.
This document discusses group dynamics and team building. It defines a group as a collection of people with common characteristics or purpose. Group dynamics refers to how a group of people interact and influence each other. The document notes that one of the biggest challenges is getting people to work together as a team. It describes various exercises used to demonstrate communication within groups and the different roles and behaviors that can help or hinder group performance. The document concludes that understanding group dynamics is important for identifying personalities and making effective groupings, and that it takes time for team members to learn to work intensely together to achieve common goals.
The document discusses key aspects of small group communication including definitions, types, development, decision-making processes, leadership, roles, and conflict management. Small groups are defined as having 3-12 members who interact and work towards common goals. Groups can be task-oriented like work teams or more social in nature. Models of group development generally involve stages like forming, storming, norming, and performing. Effective decision-making uses techniques like brainstorming, reflective thinking, and the nominal group process. Leadership, roles, and managing conflict constructively are important for group functioning.
This document discusses various topics related to group communication and dynamics. It defines what a group is, examines why people join groups and the functions they serve. It explores how groups form and develop norms over time. Different types of groups and leadership styles are described. The document also addresses concepts like conformity, groupthink, and ways to manage conflict within groups.
Social groups can be defined as collections of individuals who interact regularly based on shared interests and develop a sense of belonging. There are several types of social groups including primary groups with close personal ties, secondary groups with weaker ties, and reference groups that individuals compare themselves to. Group size and dynamics also impact member interactions, with small groups like dyads and triads allowing more intense engagement than larger groups. Networks of relationships outside established groups are also important to consider. Leadership, power differentials, conformity pressures, and obedience are key concepts in understanding group processes and influences.
Groups consist of two or more people who interact together according to shared rules and goals. There are different types of groups including primary groups like families that involve close interaction, and secondary groups like workplaces that are less intimate but goal-oriented. People join groups for reasons like task accomplishment through group synergy, interpersonal support, and fulfilling social needs. Communicating effectively in groups can be challenging as it requires constructive participation, leadership, managing conflicts productively, and addressing issues like cohesion, group size, power structures, and norms. While groups have strengths like greater resources and thoroughness, they also have limitations such as time requirements and potential for conformity pressures.
This document summarizes different types of social groups and organizations. It discusses primary and secondary groups, with primary groups consisting of close friends and family and secondary groups being larger and more impersonal. It also outlines three types of group leadership: instrumental which focuses on tasks, expressive which focuses on member well-being, and laissez-faire which allows the group to function independently. Formal organizations are discussed including bureaucracies which aim for efficiency but can dehumanize and create inefficiency. The McDonaldization theory is briefly summarized which proposes that rationalization can be irrational and dehumanizing by prioritizing efficiency, calculability, uniformity and control.
Group dynamics refers to how groups form and function. Key aspects include group structure, roles, and development stages. Groups go through forming, storming, norming, performing, and adjourning stages. Group structure is shaped by size, roles, norms, and cohesiveness. Roles include work roles like initiator and informer, and maintenance roles like harmonizer. Blocking roles like dominator disrupt groups. Understanding group dynamics helps organizations utilize groups effectively.
This document discusses groups and teams. It defines what a group is, including that it consists of two or more interacting people who may have common goals and identity. It also discusses group dynamics, formation, types of groups, and theories of group formation. It defines teams as small groups of people with complementary skills committed to a common purpose and goals. The document outlines the importance of teams and different types of teams including self-managed teams.
This document provides information on group dynamics and social identity theory. It discusses how individuals develop a sense of social identity through their group memberships. People are motivated to join groups for reasons like security, status, and goal achievement. Groups go through typical stages of forming, storming, norming, performing, and adjourning. Social identity and ingroup favoritism shape how people see themselves and others. Conformity, obedience, and groupthink can influence individual behavior within groups.
Group Dynamic(presentation for nursing management)ABHIJIT BHOYAR
Group dynamics is a system of behaviors and psychological processes occurring within a social group (intragroup dynamics), or between social groups (intergroup dynamics)
This document discusses social groups. It defines a group as a small collection of people who interact face-to-face over time to reach goals. Primary groups are small, intimate groups like families, while secondary groups are larger, impersonal groups like workplaces. The document outlines differences between primary and secondary groups and discusses conformity, reference groups, and group size.
The document discusses groups and group dynamics. Some key points:
- A group is defined as two or more individuals interacting and interdependent who have come together to achieve objectives. Characteristics include social interaction, stability, and common interests/goals.
- There are formal groups designated by an organization's structure and informal groups that form in response to social needs. Formal groups have assigned roles and tasks while informal groups satisfy psychological needs.
- Groups go through stages of forming, storming, norming, performing, and adjourning as they develop over time. Conflict occurs in the storming stage while cohesion increases in the norming stage and the group is able to perform its tasks.
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The document defines groups and group dynamics, discussing types of groups, roles within groups, stages of group development, and processes like communication, problem solving, and leadership. It notes that a group requires a minimum of two people, common goals, interdependence, and self-identification as members. Group dynamics examines how groups form and develop over multiple stages, focusing on elements like roles, communication, decision-making, influence, and relationships between task completion and social bonds.
Social groups can be primary or secondary. Primary groups are small and intimate, like families, while secondary groups are larger and more impersonal, like workplaces. Both types of groups serve important functions - primary groups help with socialization and identity formation, while secondary groups provide structure, opportunities, and help broaden perspectives. Groups influence health through child-rearing, social support, health behaviors, and access to healthcare services. Overall, social groups are essential to human development and well-being.
The document discusses different types of social groups, including primary groups, secondary groups, in-groups, out-groups, and reference groups. Primary groups are typically small and involve close personal relationships. Secondary groups are less personal and involve more temporary relationships centered around interests or activities. In-groups distinguish themselves from out-groups based on membership criteria. Reference groups are groups that individuals compare themselves to in order to evaluate their own behaviors and attitudes. Examples of informal reference groups include families and peer groups, while formal reference groups have specific goals and structures, such as labor unions.
Groupwork Chapter Two for Working with GroupsJunelCalvadores
This document discusses key concepts in social work practice with groups. It defines social group work as a method that helps individuals enhance their social functioning through purposeful group experiences. The document outlines various social work roles in working with groups including enabler, broker, and facilitator. It also describes techniques used in groups such as addressing individuals by name and arranging chairs in a circle. Finally, it discusses classifications of groups including primary and secondary groups as well as in-groups and out-groups.
In organizational development(OD), group dynamics or group process‖ refers to the understanding of the behavior of people in groups, such as task groups, that are trying to solve a problem or make a decision.
There are several types of social groups that form based on different criteria. Primary groups are small and intimate, consisting of strong social ties like family. Secondary groups are larger and more impersonal, based on common goals and interests like coworkers or clubs. In-groups are those with which people identify as members, while reference groups influence behaviors even if not a member. For groups to function effectively, leadership should be democratic and problem-solving cooperative rather than competitive. Social conformity, facilitation, and good leadership can help groups grow through shared norms and goals.
A group is defined as two or more individuals interacting and interdependent who have come together to achieve particular objectives. Groups in organizations can be formal or informal. Formal groups are created to achieve organizational objectives, while informal groups are based on personal relationships. Groups develop over time through various stages including forming, storming, norming, performing, and adjourning. Group structure and dynamics influence member behavior and include leadership, roles, norms, and status. Group decision making is a participatory process where members collectively analyze problems, consider alternatives, and select solutions. High performing teams are focused on goals and achieve superior results.
Group behaviour made by Jyoti Pali, Research Scholarjyotiilifesgud
This document discusses groups and group dynamics. It defines what a group is and lists attributes of groups according to Benson. It describes two types of groups - formal and informal - and provides examples. It outlines some benefits of belonging to groups, including security, status, self-esteem, and power. It then defines group dynamics as behaviors within and between groups and discusses some key concepts in group dynamics, including cohesion, conformity, social loafing, and groupthink.
social groups as described in sociology. A man can’t be social by himself unless he has lived with others. Man’s life is too vain enormous extent a group life. Nature of Groups, Types of Social Groups, primary - secondary, in - out, formal - informal etc. groups
Transactional analysis is a model for explaining human behavior and interactions. It was developed by Eric Berne in the 1950s. The core concepts of TA include ego states (parent, adult, child), transactions (reciprocal, crossed, duplex), strokes, life positions, and communication styles (assertive, aggressive, passive, passive-aggressive). TA posits that people have three ego states based on childhood experiences that influence their behavior and interactions with others in predictable patterns called games. Effective communication aims to be clear, complete, brief, timely, compassionate and obtain feedback to overcome barriers between parties.
Leadership involves social influence to achieve organizational goals through voluntary follower participation. Effective leadership depends on situational factors like task structure, stress levels, and follower characteristics like ability and motivation. Different leadership styles are more effective depending on the situation, such as directive styles for low ability/motivation followers and participative styles for high ability/motivation followers.
Here are my responses to the leadership questionnaire:
4. False. Most employees are not lazy. They want meaningful work and leadership.
5. True. Providing guidance and support without pressure allows subordinates to develop skills and confidence.
7. False. While rewards and punishments can be used, the most effective motivation comes from job satisfaction, personal growth and feeling valued.
8. True. Frequent, open communication builds trust and engagement.
9. False. Subordinates usually prefer a collaborative approach where their input is valued and respected.
10. False. Most workers feel secure and competent in their roles and want leadership that empowers rather than directs.
11. True. Effective
Internal communication refers to the exchange of information within an organization and helps to increase productivity, achieve organizational goals, approach problems proactively, and improve customer service and decision-making. It occurs through various channels like memos, intranet, publications, meetings, and telephone. External communication is the exchange of information between an organization and outside groups, and its goals are to facilitate cooperation, present a favorable image, promote the organization, advertise to customers, and provide information about products and services. Channels for external communication include print/broadcast media, pamphlets, press conferences, annual reports, and meetings.
Communication requires a sender, message, and recipient. It is complete once the recipient understands the message. There are various potential barriers to effective communication, including semantic, emotional, physical, organizational, personal and socio-psychological barriers. Understanding these barriers is important to avoid them and ensure effective communication, which is vital for individual and organizational growth as well as national development. Some tips for effective communication include avoiding vulgar language, making assumptions, cross-questioning, and providing all relevant information.
The document discusses different types of communication including verbal communication, which involves the exchange of information through spoken words or writing, and nonverbal communication, which conveys messages through body language, objects, touch, space, time, and personal appearance rather than words. It also lists ways to improve communication such as using simple language, active listening, managing emotions, and avoiding overloading the recipient with information.
1. The document discusses accounting for partnerships, including the basics of partnerships, partnership agreements, contents of partnership deeds, profit and loss appropriation accounts, valuation of goodwill, admission and retirement of partners.
2. Key aspects include meaning of partnerships, partnership agreements, profit and loss sharing, treatment of interest on capital and drawings, revaluation accounts used during admission and retirement, and calculations related to goodwill.
3. Examples and problems are provided to illustrate accounting entries for partnerships including admission of new partners, retirement of existing partners, treatment of revaluation of assets and liabilities, and allocation of goodwill.
Basics of company accounts and issue of sharesTej Kiran
The document provides information on company accounts including:
1. Types of companies such as statutory, government, foreign, registered, private and public companies.
2. Key aspects of shares such as types (equity, preference), issue, allotment, calls and forfeiture.
3. Maintaining of proper books of accounts and preparation of key financial statements for a company.
The document discusses different types of amalgamation and reconstruction between companies. Amalgamation can occur through a merger where two companies combine to form a new company, or through absorption where one company takes over another existing company. Amalgamation in the nature of a merger involves the transfer of all assets and liabilities of the transferor company to the transferee company, with shareholders of the transferor receiving equity in the transferee. Amalgamation in the nature of a purchase can occur if the merger conditions are not fully met. Internal reconstruction only impacts one company, while external reconstruction involves at least two companies with one taking over the assets and liabilities of another.
The document defines and explains the cash flow statement. It notes that the cash flow statement exhibits the flow of incoming and outgoing cash and analyzes changes in cash flow between periods. It has three sections - operating, investing, and financing activities - with examples provided of cash inflows and outflows for each section. The document also provides the format of a cash flow statement and explains the direct and indirect methods for preparing the statement.
The document provides an overview of water resource development in India. It discusses India's water resources and achievements in irrigation development. It notes that while irrigation development has increased availability, future water demand is expected to exceed supply by 2025 unless better management practices are adopted. It emphasizes the need for more efficient water utilization, increased storage, integrated management, and people's participation to achieve sustainable development of water resources in India.
This document defines different types of solid wastes and discusses their generation, characteristics, and environmental impacts. It outlines municipal solid waste as generated from households while industrial solid waste encompasses a wide range of materials. Agricultural waste results from crop residues and livestock waste. Hazardous waste poses threats to health and environment. Nuclear waste is divided by radioactivity levels. The document also discusses various waste management methods like collection, recycling, disposal through open dumping, landfilling and incineration.
The document discusses the role of governments in environmental protection and policy making. It explains that governments can help protect environmental interests through policies that address market failures, full-cost pricing, and the tragedy of the commons. The policy making process involves legislation, funding, rule-writing, and enforcement that is influenced by political processes. Individuals can also work to influence environmental policies through civic engagement, voting, and activism. Environmental laws and regulations are used to control pollution, set safety standards, and protect species. International cooperation and treaties are needed to address global environmental challenges but have been inadequate due to lack of funding and enforcement.
Population growth & its effect on environmentTej Kiran
The document discusses several key topics related to population and the environment:
1) It examines how population growth impacts the environment through increasing demands on natural resources and generating pollution.
2) It explores questions around how population growth influences economic and social factors.
3) It discusses the demographic transition process where death and birth rates change as countries develop, initially increasing and then decreasing population growth.
Noise pollution refers to the production of unwanted, annoying or damaging sounds. Common sources include street traffic, construction, airplanes, and consumer products. The normal level of tolerance is 80dbA, with sounds above or below this level considered noise pollution. Exposure to excessive noise can damage hair cells in the ear and lead to hearing loss over time. Noise pollution also negatively impacts humans, vegetation, animals and property. Control methods include reducing noise at the source, blocking transmission paths, and using protective equipment. Legislation regulates noise limits for different zones.
Natural resources on Earth provide essential benefits but are being overexploited and degraded. Renewable resources like forests and fisheries are being depleted at unsustainable rates. Non-renewable resources like fossil fuels are being consumed much faster than natural processes can replenish them. Some key issues are rapid deforestation, overuse of water, soil degradation, and disproportionate consumption of resources by developed nations. Effective management and sustainable practices are needed to conserve resources for future generations.
This document discusses ISO 9000 and ISO 14000 standards. ISO 9000 provides guidelines for quality management systems, while ISO 14000 focuses on environmental management systems. Both standards aim to help organizations improve processes and meet customer and regulatory requirements. The top countries for ISO 9001 certification are China, Italy, Russia, Spain and Japan. Success depends on management commitment and integrating standards into business practices, while criticism includes the costs and potential for superficial certification rather than quality improvement.
Environmental activism aims to protect the natural environment from destruction or pollution. However, since 2000 environmental laws and regulations have come under increasing attack from corporate and political leaders who oppose further restrictions. As a result, nonprofit environmental groups play an important role by educating the public, organizing grassroots political pressure, and holding governments and companies accountable through legal and policy advocacy. For example, Greenpeace has pressured the Indian IT sector to reduce its carbon emissions and consider more sustainable infrastructure growth. At local levels, citizen initiatives encourage simple lifestyle changes like using less energy, water, and transportation resources to help address environmental challenges.
This document discusses energy and energy resources, how they are important to economies, and various sources of energy for modern societies. It covers different types of energy like electrical, heat, and kinetic energy. It then discusses key energy sources like fossil fuels (coal, petroleum, natural gas), their formation and use. It also discusses alternatives to fossil fuels like nuclear, biomass, hydroelectric, wind, solar, and hydrogen fuel cells. The document stresses the relationship between energy use and economic prosperity but notes some countries have high prosperity with less energy use. It ends by discussing energy conservation strategies.
The document outlines India's Environment Impact Assessment (EIA) Notification of 2006. It requires all new projects and expansions of existing projects to undergo an EIA and obtain environmental clearance from the central or state government. Projects are categorized as Category A or B based on size and impacts. The EIA process involves four stages - screening, scoping, public consultation, and appraisal. It is meant to ensure projects address environmental concerns before proceeding, but contains several loopholes that weaken public participation and transparency.
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
SpatzAI.com empowers teams to resolve their minor conflicts quickly and effectively with its real-time, AI-driven intervention app and platform.
By breaking down micro-conflicts into 3 phases (tokens), SpatzAI ensures open communication and psychological safety, creating a collaborative environment where bold ideas can thrive and measured. Our data-driven approach and team-assisted review system enhance accountability, transforming potential spats into opportunities for growth.
ANIn Chennai June 2024 | Right Business strategy is foundational for Successf...AgileNetwork
Agile Network India - Chennai
Title: Right Business strategy is foundational for Successful Digital Transformation
Date: 22nd June 2024
Hosted by : Siara Tech Solutions Pvt Ltd
Mentoring - A journey of growth & developmentAlex Clapson
If you're looking to embark on a journey of growth & development, Mentoring could
offer excellent way forward for you. It's an opportunity to engage in a profound
learning experience that extends beyond immediate solutions to foster long-term
growth & transformation.
2. A group is a collection of individuals who have
regular contact and frequent interaction,
mutual influence, common feeling of
camaderie, and who work together to achieve
a common set of goals.
3. Jarlath F. Benson identifies a list of attributes:
• A set of people engage in frequent
interactions
• They identify with one another.
• They are defined by others as a group.
• They share beliefs, values, and norms about
areas of common interest.
• They come together to work on common tasks
and for agreed purposes.
4. Groups are intended and organic. They are not
some random experience and as a result they
have three crucial characteristics:
• There are parts
• There is relationship between the parts
• There is an organizing principle
5. Forces impacting upon group processes and
dynamics.
• Group interaction
• Group interdependence
• Group structure
• Group goals
• Group cohesion (and entitativity)
6.
7. There are four types of groups
1. Primary and secondary
2. Formal and informal
8. Primary and secondary groups:
• Primary groups are formed on the basis of
social characteristics and individual
perceptions.
• Each person is able to communicate with
others. A primary group is natural and has a
spirit of comradeship, friendship and loyalty.
9. Secondary groups are formed and developed
with a formal structure, wherein one member
is the leader and the others are followers.
Committees, trade unions and other such
groups come under secondary groups. A
secondary group develops on the basis of the
exchange theory.
10. 1. A Formal group is created within an
organization to complete a specific role or
task.
This may be to oversea a launch of a
particular product or service.
11. Formal groups may take the form of command
groups, task groups, and functional groups.
COMMAND GROUPS.
Command groups are specified by the
organizational chart and often consist of a
supervisor and the subordinates that report to
that supervisor
12. TASK GROUPS.
Members are brought together
to accomplish a narrow range of
goals within a specified time
period.
The organization appoints
members and assigns the goals
and tasks to be accomplished.
13. Other common task groups are ad hoc
committees, project groups, and standing
committees
Ad hoc committees are temporary groups
created to resolve a specific complaint or
develop a process.
14. Project groups are similar to ad hoc
committees and normally disband after the
group completes the assigned task.
Standing committees are more permanent
than ad hoc committees and project groups.
15. FUNCTIONAL GROUPS.
A functional group is created by the
organization to accomplish specific goals
within an unspecified time frame.
Functional groups remain in existence after
achievement of current goals and objectives.
16. Informal are small groups that share interests,
knowledge, and activities for the purpose of
meeting mutual needs.
17. INTEREST GROUPS.
Theodore Newcomb's Balance Theory:
According to this theory, persons are attracted to one
another on the basis of similar attitudes toward commonly
relevant objects and goals.
Once the relationship is formed, a balance is maintained
between the attraction and the common attitudes.
If an imbalance occurs, there is an attempt to restore the
balance, and if the balance cannot be restored, the
relationship dissolves.
18. REFERENCE GROUPS.
A reference group is a type of group
that people use to evaluate
themselves.
The main purposes of reference
groups are social validation and social
comparison
19. Social validation allows individuals to justify
their attitudes and values while social
comparison helps individuals evaluate their
own actions by comparing themselves to
others.
By comparing themselves with other
members, individuals are able to assess
whether their behavior is acceptable and
whether their attitudes and values are right or
wrong.
20. GROUP ROLES
In formal groups, roles are usually
predetermined and assigned to members.
Each role will have specific responsibilities and
duties.
Emergent roles that develop naturally to meet
the needs of the groups.
These emergent roles will often replace the
assigned roles as individuals begin to express
themselves and become more assertive.
21. Group roles can then be classified into work
roles, maintenance roles, and blocking roles.
Work roles are task-oriented activities that
involve accomplishing the group's goals. They
involve a variety of specific roles such as
initiator, informer, clarifier, summarizer, and
reality tester
22. 1. The initiator defines problems, proposes
action, and suggests procedures.
2. The informer role involves finding facts and
giving advice or opinions.
23. Clarifiers will interpret ideas,
define terms, and clarify issues for
the group.
Summarizers restate suggestions,
offer decisions, and come to
conclusions for the group.
Finally, reality testers analyze ideas
and test the ideas in real situations.
24. Maintenance roles are social-emotional
activities that help members maintain their
involvement in the group and raise their personal
commitment to the group.
The maintenance roles are harmonizer,
gatekeeper, consensus tester, encourager, and
compromiser.
The harmonizer will reduce tension in the group,
reconcile differences, and explore opportunities.
25. Gatekeepers often keep communication
channels open and make suggestions that
encourage participation.
The consensus tester will ask if the group is
nearing a decision and test possible
conclusions.
Encouragers are friendly, warm, and
responsive to other group members
The compromiser role involves modifying
decisions, offering compromises, and
admitting errors.
26. Blocking roles are activities that disrupt the group.
They make take the form of dominating discussions, verbally
attacking other group members, and distracting the group
with trivial information or unnecessary humor.
Often times the blocking behavior may not be intended as
negative
27. Sometimes a member may share a joke in order
to break the tension, or may question a decision
in order to force group members to rethink the
issue.
The blocking roles are aggressor, blocker,
dominator, comedian, and avoidance behavior.
28. The aggressor criticizes members' values and
makes jokes in a sarcastic or semi-concealed
manner.
Blockers will stubbornly resist the group's
ideas, disagree with group members for
personal reasons, and will have hidden
agendas.
The dominator role attempts to control
conversations by patronizing others
29. Comedians often abandon the group even
though they may physically still be a part.
They are attention-getters in ways that are not
relevant to the accomplishment of the group's
objectives.
The last blocking role, avoidance behavior,
involves pursuing goals not related to the
group and changing the subject to avoid
commitment to the group.
30. Role ambiguity concerns the discrepancy between
the sent role and the received role.
Supervisors, directors, or other group leaders
often send (assign) roles to group members in
formal groups.
This confusion may occur because the members do
not have specific job descriptions or because the
instructions regarding the task were not clear.
Group members who experience ambiguity often
have feelings of frustration and dissatisfaction,
which ultimately lead to turnover.
31. Role conflict occurs when there is
inconsistency between the perceived role and
role behavior.
Interrole conflict occurs when there is conflict
between the different roles that people have.
32. Some examples of types of groups include the following:
• Peer group A peer group is a group with members of
approximately the same age, social status, and interests.
Generally, people are relatively equal in terms of power
when they interact with peers.
• Clique A group of people that have many of the same
interests & commonly found in a High School/College
setting; most of the time they have a name & rules for
themselves.
• Club A club is a group, which usually requires one to apply
to become a member. Such clubs may be dedicated to
particular activities: sporting clubs, for example.
• Household All individuals who live in the same home.
anglophone culture may include various models of
household, including the family, blended families, share
housing, and group homes.
33. • Community A community is a group of people with a
commonality or sometimes a complex net of
overlapping commonalities, often–but not always–in
proximity with one another with some degree of
continuity over time.
• Franchise An organization which runs several instances
of a business in many locations.
• Gang A gang is usually an urban group that gathers in a
particular area. It is a group of people that often hang
around each other. They can be like some clubs, but
much less formal.
• They are usually known in many countries to cause
social unrest and also have negative influence on the
members and may be a target for the law enforcers in
case of any social vices
34. • Mob A mob is usually a group of people that has taken
the law into their own hands. Mobs are usually groups
which gather temporarily for a particular reason.
• Posse A posse was originally found in English common
law. It is generally obsolete, and survives only in
America, where it is the law enforcement equivalent of
summoning the militia for military purposes. However,
it can also refer to a street group.
• Squad This is usually a small group, of around 3 to 15
people, who work as a team to accomplish their goals.
• Dyad This is a social group with two members. Social
interaction in a dyad is typically more intense than in
larger groups because neither member shares the
other's attention with anyone else.[
35. • Triad This is a social group with three members, which
contains three relationships, each uniting two of the
three people. A triad is more stable than a dyad
because one member can act as a mediator should the
relationship between the other two become strained.[
• Team similar to a squad, though a team may contain
many more members. A team works in a similar way to
a squad.
• In-group It is a social group toward which a member
feels respect and loyalty. It is a group that an individual
identifies in positive direction.
• Out-group It is a social group toward which a person
feels a sense of competition or opposition.t is a group
that an individual identifies in negative direction
36. LEADERSHIP
The skills, attitudes, orientations and ideas
associated with groups are learnt,
predominantly, through experiencing group
life. They can also be enhanced by the
intervention of skilled leaders and facilitators.
Leadership is "organizing a group of people to
achieve a common goal". The leader may or
may not have any formal authority
37.
38. Great Man Theory
Born to lead:
Great leaders are born with the necessary
internal characteristics such as charisma,
confidence, intelligence, and social skills.
Capacity for leadership is inherent
Portray great leaders as heroic, mythic and
destined to rise to leadership when needed.
39. 2. Trait Theory:
People inherit certain qualities and traits that
make them better suited to leadership.
Trait theories identify particular personality or
behavioral characteristics shared by leaders.
For example, traits like extraversion, self-
confidence, and courage are all traits that
could potentially be linked to great leaders.
40. 3. Contingency Theories
No leadership style is best in all situations.
Particular variables related to the
environment that might determine which
particular style of leadership is best suited for
the situation.
Success depends upon a number of variables,
leadership style, qualities of the followers and
aspects of the situation.
42. 5. Behavioral Theories
Behavioral theories of leadership are based
upon the belief that great leaders are made,
not born.
Focus on the actions of leaders not on mental
qualities or internal states.
People can learn to become leaders through
teaching and observation.
43. 6. Participative Theories
Participative leadership theories suggest that
the ideal leadership style is one that takes the
input of others into account.
Encourage participation and contributions
from group members
Group members feel more relevant and
committed to the decision-making process.
44. 7. Management Theory
Management theories, also known
as transactional theories, focus on the role of
supervision, organization and group
performance.
These theories base leadership on a system of
rewards and punishments
45. 8. Relationship Theories
Relationship theories, also known as
transformational theories, focus upon the
connections formed between leaders and
followers.
Focus on the performance of group members,
but also want each person to fulfill his or her
potential.
Have high ethical and moral standards.
46. Transactional and transformational theories
According to Eric Berne
The transactional leader is given power to
perform certain tasks and reward or punish for
the team's performance.
Power is given to the leader to evaluate,
correct, and train subordinates when
productivity is not up to the desired level, and
reward effectiveness when expected outcome
is reached
47. The transformational leader motivates its team
to be effective and efficient. Communication is
the base for goal achievement focusing the
group on the final desired outcome or goal
attainment.
The leadership motivated excellence leader
develops interpersonal strategic alliances
48. Narcissistic leadership is a common form of
leadership. The narcissism may be healthy or
destructive although there is a continuum
between the two.
Narcissistic leadership is driven by unyielding
arrogance, self-absorption, and a personal
egotistic need for power and admiration.
49. Toxic leadership
A toxic leader is someone who has
responsibility over a group of people or an
organization, and who abuses the leader-
follower relationship by leaving the group or
organization in a worse-off condition than
when he/she first found them.
50. The managerial grid model (1964) is a
behavioral leadership model developed by
Robert R. Blake and Jane Mouton.
This model originally identified five different
leadership styles based on the concern for
people and the concern for production.
51.
52. Grid theory breaks behavior down into seven
key elements:
• Initiative Taking action, driving and supporting
Inquiry Questioning, researching and verifying
understanding
• Advocacy Expressing convictions and
championing ideas
• Decision making Evaluating resources, choices
and consequences
53. • Conflict resolution Confronting and resolving
disagreements
• Resilience Dealing with problems, setbacks
and failures
• Critique Delivering objective, candid feedback
54. The model is represented as a grid with
concern for production as the x-axis and
concern for people as the y-axis; each axis
ranges from 1 (Low) to 9 (High). The resulting
leadership styles are as follows:
55. The indifferent (previously called
impoverished) style (1,1): evade and elude.
In this style, managers have low concern for
both people and production.
Managers use this style to preserve job and
job seniority, protecting themselves by
avoiding getting into trouble.
56. The accommodating (previously, country club)
style (1,9): yield and comply. This style has a
high concern for people and a low concern for
production.
The resulting atmosphere is usually friendly,
but not necessarily very productive.
57. • The dictatorial (previously, produce or perish)
style (9,1): control and dominate. With a high
concern for production, and a low concern for
people, managers using this style find
employee needs unimportant; they provide
their employees with money and expect
performance in return
58. The status quo (previously, middle-of-the-
road) style (5,5): balance and compromise.
By giving some concern to both people and
production, managers who use this style hope
to achieve suitable performance but doing so
gives away a bit of each concern so that
neither production nor people needs are met.
59. The status quo (previously, middle-of-the-road)
style (5,5): balance and compromise.
By giving some concern to both people and
production, managers who use this style hope
to achieve suitable performance but doing so
gives away a bit of each concern so that
neither production nor people needs are met.
60. The sound (previously, team style) (9,9):
contribute and commit. In this style, high
concern is paid both to people and
production.
The opportunistic style: exploit and manipulate.
Individuals using this style, which was added
to the grid theory before 1999, do not have a
fixed location on the grid. They adopt
whichever behaviour offers the greatest
personal benefit.
61. The paternalistic style: prescribe and guide.
This style was added to the grid theory before
1999. Managers using this style praise and
support, but discourage challenges to their
thinking.