Q. 1. Define leadership. State its features.

Or
What do you understand by leadership? Discuss its significance.
Or
Define leadership. State its importance.
Or
Discuss the concept of leadership. State its objectives.
Ans. Leadership is the process of influencing the behaviour of others for the
accomplishment of common objectives. It is regarded as one of the most important
elements of directing function of management. Leadership might be defined as the
of influencing the behaviour performance of the followers (i.e. subordinates) towards the
most enthusiastic attainment of common objectives. It is essentially a continuous process
of influencing behaviour. Leadership is the art of motivating a group of people to act
towards achieving a common goal. In a business setting, this can mean directing workers
and colleagues with a strategy to meet the company's needs. Leadership captures the
essentials of being able and prepared to inspire others. Effectively, leadership is based
upon ideas - that are communicated to others in a way that engages them enough to
act as the leader wants them to act. A leader inspires others to act while simultaneously
directing the way in which they should do so. They must be reasonable enough for others
to follow the orders, and they must have the critical thinking skills to know the best
way to use the resources at an organization's disposal. In simple words, leadership is
the process by which an executive can direct, guide and influence the behaviour work
of others towards accomplishment of specific goals in a given situation. Leadership is
the ability of a nanager to induce the subordinates to work with confidence. Leaders are
required to develop future visions and to motivate the organizational members to achieve
thÃvisions. Leadership is the ability to build up confidence and zeal among people and
to create an urge in them to be led. Leadership in business is the capacity of a company's
management to set and achieve challenging góals, take fast and decisive action when
needed, outperform the competition and inspire others to perform at the highest level
they can. It refers to thetone a Company's management set in terms of the corporate
culture. Leadership provides direction to an organisation and to its workers. Employees
need to know the direction in which the organisation is headed and whom to follow to
reach the goal. Leadership involves showing workers how to effectively perform their
responsibilities and regularly supervising the completion of their tasks. Leadership is
the process by which an individual mobilizes people and resources toachievea a goal. It
requires both a set of skills that can be learned as well as certain attributes that can be
1
 Shiv Das DELHI
UNIVERSITY SERIES
nurtured. Leaders inspire, challenge and encourage
and they show resilience and others. They can persuade, influence
persistence.
and help them to do so. They focus on the Leaders motivate others to aspire to achieve
bigger picture
achieved and help others to see their future along with with a vision of what could be
is possitble. Leadership is a heiping them to believe that it
relationship
and provide direction for their efforts andbetween followers and those who inspire them
commitments. It affects how peopie think
and feel about their work and how it contributes to a larger whole. Effective leaders can
make the difference between increasing a team's ability to períorm or by
pertormance, between keeping efforts on track or encouraging disaster anddiminishing its
even between
success or failure
Leadership is one of the most important concepts in management. Many researchers
have proposed theories and frameworks for understanding it. Some have distinguished
amongst the tvpes of leadership such as-Charismatic, Heroic and Transformational
leadership. Other experts discuss the distinctions between managers and leaders, while
others address the personality and cognitive factors most likely to predict a successful
leader. The various dimensions of leadership indicate how complex a notion it is and how
difficult and at the same time, and effective leadership can be.
Following are some popular definitions of Leadership:
Leadership is the quality of belhaviour of the individuals whereby they guide people or their
Chester. I. Bernard
activities in organisei efforts.
"Leadership is the process of influencing people so that they will strive willingly towards the
Koontz and O' Donnell
achievement of group goals".
"Leadersl:ip is the process by which an executive imaginatively directs, guides and influences the
work of others in cho0sing and attaining specified goals by mediating between the individuals and
the organisation in such a manner that both will obtain maximum satisfaction". Theo
Haimann
"Leadership is not magnetic personality, that can just as well be a glib tongue. It is not making
friends and influencing people, that is flattery. Leadership is lifting a person's vision to higher
sights, the raising of a person's performance to a higher standard, the building of a personality
bevond its normal limitations." Peter F. Drucker
"Leadership is the ability to awaken the desire to follow a common objective". - Livingston
Leadership is the art of getting someone else to do something you want done because he wants
to do it". - Eisen Hower

"Leadership is the process of encouraging and helping others to work enthusiastically towards
their objectives. Leadership must extract cooperation and willingness of the individuals and groups
Keith Davis
to attain the organisational objectives."
"Leadership is arelationship in which one person influences others to work together willingly on
related tasks to attain what the leader desires." - George R. Terry
"Leadership is regarded as the form which authority assumes when it enters into process".
Mooney and Reiley
"Leadership is the ability to secure desirable actions from a group of followers voluntar1ly
-Alford and Beaty
without the use of coercion".
Characteristics of Leadership: followers.
1. Theremust be Foilowers. Leadership cannot exist in the absence of theLeadership
If a leader does not have followers, he cannot exercise his authority.
exists in both formal as well as informal organisations.
2. Working relationship between leader and followers. There must be a working
means that the leader shouid
relationship between the leader and his followers. It
present himself in a place where the work is actually going on. Besides, the le
things
should be a dynamic person of the concerned group. It helps him in getting
done from others.
 Unit 1 : Leadership
Personal Ouality. The character and behaviOur possessed by the leader influenc
s of others. Therefore, the perSonality traits of leader are very important
A Becinrocal reBationship. There is a reciprocal relationship between aleader
ie followers, Both the Beader and his followers can influence each other th
willingness of both the leader and the folfowers is responsibte for the influconce
is noenforcement adopted.
5 There
Community of interests. There must be community of interests between the leader
d bis followers. In the absence of community of interests, they may move in
different directions. Agood leader should try to reconcile the different objectives
and compromise the individual interests the with organisation's interests
6 Guidance.Guidance is an important characteristic of leadership. Aleader guides
his followers to achieye the goals of the organisation. Aleader should take steps
to motivate his followers for this purpose.
7. Concerned with a particular situation. Leadership is applicable to a particular
situation at a given point of time. It varies from situation to situation.
8. Shared function. Leadership is a shared function. A leader works along with
his followers to achieve the objectives of the organisation. Moreover, the leader
shares his experience,opinion, knowledge, ideas and views with his followers.
9. Power relationship. A leader has powers which he can exercise over his followers.
The leader derives these powers from the organisational hierarchy, superior
knowledge, experience and the like.
10. Cotinuous process. Leadership is a continuous process. A leader has to guide
his followers every time and also monitor them in order to make sure that their
efforts are going in the right direction and that they are not deviating from their
goals.
11. Group process. Leadership is a group process which involves two or more
people together interacting with each other. A leader cannot lead in the absence
of followers.
12. Atainment of common organizational goaBs. The purpose of leadership is to
guide the people in an organisation to work towards the attainment of common
organizational goals. The leader brings the people and their efforts together to
achieve common goals.
13. Interpersonal process. It is an interpersonal process between the leader and the
followers. The relationship btween the leader and the followers decides how
effictenty and effectively the targets of the organisation would be met.
14. Influence the behaviour of others. Leadership is an ability of an individual
to influence the behaviour of other employeesin the organisation to achieve a
common purpose or goal so that they are willingly cooperating with each other
for the fulfillment of the same.
Important objectives of Leadership:
1. Todevelop the feeling of cooperation and coordination.
2. To guide the followers in the right direction.
3. To determine and formulate the equitable and justified behavioural norm in the
organisation.
4. To develop new, innovative and creative ideas, outlooks and approaches among
people.
5. To determine and make the perspective, visions and missions for the well-being
of the followers.
ethical values towards
6. To determine and develop the parameters on the basis of
optimum and balanced behaviour between an individual and a group in any
organisation.
 Shiv Das DELHI
7 To
determine UNIVERSITY SERIES
some learning aspects to follow the concept of truth,
H. politenes5
To
and
justifications among members of thee organisation. purity,
develop enthusiasm, loyalty and
the followers. devotional behaviour and attitudes
9. To
among
determine and provide
members of the organisation.needful directions for developing team spirit among
T0. To gIve due importanceto
I
common
To provide some leading guidelines interests of a group
for developing better work environment
Objectives of Leadership from Management and Organization's view point of View:
I. One of the prime objectives of leadership is to focus on organizing the diverse
group of employees working in the organisation. The main objective of leadership
Is to bring the diverse group of people together towards a common goal at least
for the period they are at work
2 Another objective of leadership is to direct the efforts of the employees of the
organisation towards a common goal.
3. A good leader motivates the employees. He should strive to understand the
employees well enough and try to achieve the best to bring out the best in them.
4. Achieve a cohesive atmosphere at the workplace is one of the major objectives
of leadership. Effective leadership is focused on the creation of a cohesive group
of people striving towards achieving the best - both for the short term as well as
long term goals.
5. To develop a mission for the perfect growth of an organisation and to have a clear
vision for the best possible results.
6. To visualize and create a workable strategy for the achievement of the goals.
The strategy should be realistic and achievable.
7. To continuously focus on creativity and innovation. A good leader always
discards the existing processes and comes up with new innovative and creative
ideas.
8. To introduce changes that are necessary for the growth and development of the
organisation.
Importance of Leadership:
1. Effective direction and support. Leaders support thefollowers by assembling the
organizational resources and helping them accomplish their tasks in accordance
with standards or performance. An organisation comes into existence with
certain objectives. To attain the objectives, the activities of the organisation must
be directed properly. Direction of the activities is affected by leadership. In
short, effective leadership directs the activities of an organisation towards the
attainment of the specified organizational goals.
2. Psychological support. Leaders not only help the followers in achieving
organizational objectives, they also help them to overcome several problems
they face while performing these tasks. Leaders create willingness in followers to
work with zeal and enthusiasm. They make the followers realize that their work is
important. This helps the workers to perform their task more confidently. This helps
in accomplishment of organizational goals and objectives effectively and efficiently.
3. Development of individuals. Leaders build willingness,
confidence in the followers for accomplishment of their enthusiasm and
individual and
organizational goals. This leads to their overall development and growth.
4. Building the team spirit. Effective leadership promotes team
spirit and team woIs
Which i quite essential for the success of any organisation. No individual call
work alone. Leaders develop feam spirit amongst followers to work collectively
and coordinate their activities with
organizational activities and goals.
 Unit 1:Leadership
5. Motivation. Leaders motivate the emplovees to take up roles that they otherwise
may not be willing to exercise. Leadership is the motivating power to group
efforts. Effective leadership motivatesthe subordinates for higher productivity.
Provides feedback. When individuals work towards well defined goals, they
6 want constant feedback for their performance. This helps in achieving their goals
feedback
effectively. Leaders provide them with this
7. Overcoming resistance to change. Aleader overcones resistance, if any, on the
part of followers to organizational changes by explaining themthe utility of such
hances toboth the enterprise and the employees. Effective leaders can convince
members about the need and benefits of organizational change. The change
process can, hence be smoothly carried out.
8 Maintain discipline. Leadership is a powerful tool to enforce discipline in the
organisation. Some experts believe that leadership is far more useful than rules
and regulations for the purpose of enforcing discipline in the organisation.
Members are more committed and loyal to rules and regulations if their leaders
have confidence in them.
9. Affirming ethical values. Leadership is derived from faith and trust. Ethics
affirm trust of people (such as suppliers,customers, shareholders, regulators and
community) in a leader. Therefore, a leader needs to conform to ethical practices.
10. Empowering others. Successful leaders lead by empowering others. It implies
delegation of power. In the modern day leaders are not expected to retain all
power with themselves. They give autonomy and power to others. They have to
diffuse their power and respect for empowering others.
11. Reviewing the norms. Leaders need to review their mission and vision statements
along with clear norms and guidelines on a periodic basis. They take into account
views and experiences of their subordinates by interactive ways like organizing
discussions and workshops.
12. Setting the ethical example. Good leaders are capable of positively influencing
the behavior of others. Employees constantly watch and learn from their leaders.
It is generally believed that the leaders are always right. Leader's behaviour is the
performance standard that employees usually follow.
personal
13. Helps employees in fulfilling their needs. A leader establishes
relationship with his subordinates and tries to meet their requirements. People
follow a leader as he provides them security and the opportunities to earn wealth.
He gives them the right to work and tries to understand their feelings. Employees
accept the leader as he takes care of their needs. As a result, employees work
with complete dedication and enthusiasm.
14. Solving conflicts effectively. A leader can effectively solve every type of conflict
occurringin the organisation. A leader gives his followers the liberty to express
their views. Thus, he easily understands the reality of the conflict. In this manner,
by understanding the nature of the conflict he tries to provide timely solution
and minimizes the possibility of adverse results.
15. Training and development of subordinates. A leader helps in the training and
development of the employees. He makes them aware of the modern techniques
coming
of work. Moreover, he makes it possible for them to be good leaders in
future.
Q. 2. Distinguish between leadership and management.
Or
management.
Give the major points of differences between leadership and
 6
Shiv Das DELHI
Ans. UNIVERSITY SERIES
Basis
Difference between Leadership and Management
Meaning Leadership
Leadership refers to the skilH
Management
of Management is an art of
leading others by example. systematically organizing and
coordinating things in an efficient
way.
Basis Trust Control
Focus
Inspiring people Managing activities
Power Influential Rule
Emphasis on Encouraging change Bringing stability
Strategy Proactive Reactive

Formulation of Principles and guidelines Policies and procedures

Perspective Leadership requires good Management does not require
foresightedness. much foresightedness.
Formal authority and the
Driven by Passion,charisma, creativity
and imagination. management position.
Personality It requires a lot of charisma, It requires lot of rationality.
styles style and imagination to lead Managers focus is often on
people. Leaders are also resources, goals and structures.
comfortable with taking risks.
Vision Leadership comes up with a Management creates a process for
vision and the direction to be achieving the vision by planning
taken to achieve that vision and budgeting.
and has a passionate attitude
for achieving them.
Design Leaders strive to create new Management formulates and
principles and guidelines and can designs policies to be followed
change the existing and the right procedures to be
policies. applied.
Rules
Leaders break the rules for the Managers set the rules and make
sake of the organisation they are sure that they are followed.
leading.
Credit
Leadership prefers to give credit Management takes credit for
to those with whom they worked achieving the goals.
together to achieve the goals.
Management and leadership can also be distinguished on the basis of the activities
performed by managers and leaders. The following table gives a clear distinction between
management and leadership on the basis of actions and activities carried out by the
managers and leaders.

Management Leadershiy
Managers give directions. Leaders ask questions and give answers.
Managers have subordinates. Leaders have followers.
Managers use an authoritarian style. Leaders have a motivational style.
Managers tell people what to do. Leaders display what to do.
 eople should psychologically know each other.
Q.5. Explain the different kinds of groups.
Ans. From an organisation's viewpoint there can be the
following types of groups:
Kinds of Groups

Formal Groupe Informal Groups

Command Task Team Seif

groups groups managed
Friendship
groups
fnterest
groups

A. Formal Groups. These groups are deliberately designed by the management

perform the work. For exanple, quality team in a consumer products firm, pediatrics
department in a health maintenance organisation. These groups aim at accomplishing
certain organisational objectives. Formal groups clearly specify the authority, responsibility
and accountability at each and every position within the organisation. Such a group
emphasises on work to be performed instead of interpersonal relationships.
Following are the nain types offormal grops that may operate in an organisation:
() Command group. It is acollection of subordinates whoreportto thesame superior.
Such groups are based on the basic reporting relationships.
(ii) Task group. It refers to the collection of people who comne together to accomplish
aspecific goal. This group is dissolved after the accomplishment of the desired
goals. If the task group is working for the betterment of the organisation in the
long-run it may not be disbanded.
(ii) Team. It is a formal group in which the level of interaction among the members
is high. They together work hard toachieve a common group goal. Teams are
formed to bring together variety of skills and expertise. Its management is quite a
challenging task.
(0) Self managed. A team in the absence of a manager is called a self managed team.
Members of this group are responsible for what they are supposed to accomplish.
D. Informal Groups. Informal group is the network of personal and social relationships
among the members of the organisation. It is formed spontaneously when individuals
interact and associate with each other in order to fulfill their social needs. It has no clear
dehnite structure. All the members follow independent channels of communication
66 Shiv Das DELHI UNIVERSITY SERIES
without any sprofed flow of nformatbon 'eople fotm such groups as they perceive that
membership in a group wll bclp them to xcheve their goals and their needs.
Following are the types of informal groups in an organisation
(0) Friendship Groups. It is a collecticn of ndividuals who enjoy each otherscornpany
and inteTalregularly with cach other to satisfy their social and affiliation needs is
can ras the level of ob satisfaction of the workers
(1) Tnterest Croups, Such agroun is formed when members have a comnmon goal c
obe tive whh they try to achieve together Lhe goal or objective 1s associated
f
*th thet otgonsational membersbp Interest groups heip the members
like workino
The organisation to raise their voice against some common 1sSues
COnditions parking problems, environmental concerns etc.
organisation.
Q6 State the important purposes bechind group formation in an
Or

Discuss why people join groups.

Or

What are the objectives of group formation? Explain.

Ans. Agroup can be defined as two or more interacting and interdependens
individuals who come together to achieve particular objectives. A group is a collection of
individuals who interact with cach other such that one person's actions have an impac:
On the others A group is basically an assemblage of people. It can be understood as a
collection of individuals, who come together and interact with each other, so as to achieye
the objectives of the organisation. Group formation has certain objectives. The purpose
behind group formation may be task achievement, problem solving, proximity of other
socio-psvchological requirements. Group formation is based on activities, interactions
and sentiments
Following are certainreasons why people join groups:
(0) Task accomplishment. The main purpose of group formation is the achievement
of certain objectives through task performance. People come closer in order to
understand the tasks and divide on the procedures of performance. In any
organisation, task accomplishment is the reason for which different groups
are formed for achievement of the organisation's goals. Such groups can be
engineering groups, marketing groups, foreman's groups and personal groups
When arn organisation faces certain procedural challenges, concerned groups
discuss them and try hard to evolve new techniques of marketing production.
finance and other functions.
() Problem Solving. Problem solving is another
purpose behind group formation.
When individuals foresee or face certain problems, they come together to solve the
problems as Unity has strength. A group offers strength to individual members
whoare willing to challenge any problem. Group behaviour gives more
so that problems can be solved conveniently stren_u
within
(ni) Proximity. People join groups due toproximity and reasonable amount of tine
Individuals attraction towardseach oe
affiliate due to spatial or geographical proximity. Thus, the proes
of group fornalion is based on the principle of propinquity. Individuals interat
frequently with each other on many topics. Such interactive communication S
very rewarding for the group
() Cooperation. Achieving members.
single person can do alone.organisation's join
Thus, people goalsgroups
and objectives something
so that theyis can collectively
work together to achieve organisational goals and objectives. Group members
cooperate with each other so that organisational goals can be achieved effectively
and efficiently.
(v) Instrumental in benefits. People als0 sometimes join groups because membership
in such groups is instrumental in offering other benefits. For example, certain
66 Shiv Das DELHI UNIVERSITY SRIES
without any specified tioW of information. IPeople formsuch groups as they perceive that
membership in a group will help them to achieve their goals and their needs.
Following are thetypes of informal groups in an organisation: others COmpany
() Friendship Groups. It is acollection of individuals who enjoy eachaffiliation needs. It
and nteract regularly with each oher to satisfy their social and
can raise the level of job satisfaction of the workers.
Groups. Sucha group is formed when nmembers have a common g0al or
(11) interest is ass0ciated
The goal or objective
Objective which they try to achieve together
ther organisational membership. Interest groups help the members of
n against some common issues like working
ie orgnisation to raise their voice
concerns etc.
conditions, parking problems, environmental an organisation.
Q. 6. State the important purposes behind group formation in
Or

Discuss why people join groups.

Or

What are the objectives of group formation? Explain.

more interacting and interdependent
be defined as two or
Ans. A group can particular objectives. A group is a collection
of
individuals who come together to achieve such that one person's actions have an impact
individuals who interact with each other It can be understood as a
On the others. A group is basically an assemblage of people. each other, so as to achieve
and interact with
collection of individuals, who come together
formation has certain objectives. The purpose
the objectives of the organisation. Group
achievement, problem solving, proximity of other
behind group formation may be task based on activities, interactions
socio-psychological requirements. Group formation is
and sentiments.
Following are certain reasons why people join groups:
() Task accomplishment. The main purpose of group formation is the achievement
of certain objectives through task performance. People come closer in order to
In any
understand the tasks and divide on the procedures of performance.
organisation, task accomplishment is the reason for which different groups
are formed for achievement of the organisation's goals. Such groups can be
engineering groups, marketing groups, foreman's groups and personal groups.
When an organisation faces certain procedural challenges, concerned groups
discuss them and try hard to evolve new techniques of marketing, production,
finance and other functions.
() Problem Solving. Problem solving is another purpose behind group formation.
When individuals foresee or face certain problems, they come together to solve the
problems as Unity has strength. A group offers strength to individual members
who are willing to challenge any problem. Group behaviour gives more strength
so that problems can be solved conveniently within reasonable amountof time.
(i) Proximity. People join groups due to proximity and attraction towards each other.
Individuals affiliate due to spatial or geographical proximity. Thus, the proces
of group formation is based on the principle of propinquity. Individuals interact
frequently with each other on many topics. Such interactive communication s
very rewarding for the group members.
(i0) Cooperation. Achieving organisation's goals and objectives is something 0
collectively
single person can do alone. Thus, people join groups so that they can members
work together to achieve organisational goals and objectives. Group effectively
cooperate with each other so that organisational goals can be achieved
and efficiently.
(u) Instrumentalin benefits. People also sometimesjoin groups because membership certain
in such groups is instrumental in offering other benefits. For example,
 Unit 2: Groups and Group Processes 67

emplovees mav join groups consisting of senor stait. as it offers them security
and other rewards as senior empiovees alwavs havemore sav n the organisation.
() Support and Commitment. A group is usually alwavs more willing to
undertake alarge project as compared to an individual Moreover, a group
has an improved abil1ty fo perform work as compared to an individual. Ihe
group an ofter necessary encouragement and support to its mnembers while
working on abig project or a major challengng task
(H) Group synergy. Svnergv means the idea tat two or more head- are hetter than
one Group are otteh capable of pertoming ugher quality ta-ks and making
better decistons as compared to individual deciston making Group synergy
is asoual process that occurs when a group. by acting in concert, achieves an
outcon1e that iS superior to what would be achieved by the mrist capable memn ber
Or b any simple pool1ng of individual members' efforts. This concept is often
summarised bv the phrases 2 + 2 =5 or 'the whole is greater than the sum of
the parts
(1) Interpersonal needs. People join a group to meet their interpersonal needs.
According to William Schutz, A popular American Psychologist. there are three
interpersonal needs of humans. These are:
identity
(a) Need for inclusion. Need for inclusion is the need to establish self
with others.
prove
(b) Need for control. This is the need to exercise leadership andCertain
this need.
one's abilities. Groups provide opportunities to fulfillthem,
individuals do not want to become a leader. For groups offer
necessary control over important aspects of their lives.
animal. Need for affection is
(c) Need for affection. Man by nature is a social group
concerned with the need to develop relationships with people. The
group provides opportunities
is an excellent way to fulfill such needs. The
to make friends and establish relationships.
(ix) Security and status. Joining a group drastically reduces the insecurity associated
feel stronger with fewer self doubts
with 'standing alone'. It makes an individualinclusion in a group is viewed by
and more resistant to threats. Moreover,
and status to the team members. It
outsidersas important. It provides recognitionmembers. What cannot be achieved
group
also provides feelings of selfworth to power of numbers.
individually often becomes possible through the
organisation.
Q.7. Discuss the importance of groups inOran
organisation.
State the significance of groups in anorganisation. The effectiveness of groups affects
Ans. Groups are essential in every satisfaction
getting work done. Groups offer social consists of
the overall performance as well as organisations are called task forces. It
to their members. Work groups within analysing
people brought together to accomplish a specific task. The task often involves
the organisation's
making a recommendation to
a problem, formulating a solution andthe business. Efforts by work groups can result in
management, including the owner of in the
improving company operations and alsopart benefit the employees who participatebusiness
of business. Group work helps the
groups. Working as a team is an integral collaborate with one another effectively, thev
Succeed. When workers of the organisation can solve problems, they would not have
creative and innovative ideas and
can develop
Deen able to do on their own.
Following points highlight the importance of groups in an organisation: productivity.
productivity. Group work in business helps increased
(i) Increase in in a small amount of time when
Agroup of people can get more accomplished are working alone. Each
they are working together as compared to when they
 Shiv Das DELHI
UNIVERSITYSERIES
OpnMeer brings unwle and inovative skills coupled with their
C\pelles and knowedge lhs together helps the group lo individual
shated goals Groupwork in business chieve their
to understand and
h other It an helps people support
a task individual works in a leam, it is easier for him to accomplish
wOrk wellioperation anong group clement. Groups that
members is a major
together can ahieve much more than individuals working
OWn A broder range of skills can be appied to practical activities on their
and dis USSing ideas can play akey role m deepening the understanding
and sharing
ofa
Partiular subNt area lhus goup% help in nreasng the productivity and
ertomance ot an organisation
Shared experiences and knowledge. Each employee comes to an organisation
with a certain set ot relevant skills and knowledge When group numbers work
tor a spevific projt or task, evervone gets the benefits of shared knowledo
and evpeience The pooled work evperience makes it easier to tackle a difficul
prot with ditterent facts. If an emplovee works individually on aproiect ho
might tave challengs with some aspets of it due to his limited experience
nder a group. an individual employee can draw expertise of his colleagues
and potentially expand his own knowledge.
ldea generation. The group environment requires workers to discuss the project
This results in ore ideas being generated. Group discussions can encourage
greater creativity and push the members to think of new and innovative ideas
When working individualy, an employer is restricted to his own ideas only. He
works without the perspective of his colleagues when he works alone. While working
nagroup employees may discover new ways to approach a particular task that is
nore effective.
upport. The sense of security and support a group creates may encourage
mployees to take more risks. Employees may become conservative while working
lone While working in a group, an employee may find encouragement and
1spiration from team members to push himself further. Working individually
ften creates a sense of isolation and makes employees feel as if they have no
pport behind them. The support of the group environment helps some workers
crease productivity and become more committed towards their work.
tablishing strong bonds. Building relationships is very important for an
ganisation. Employees work with each other for several hours a day. It is
portant for them to feel a sense of belongingness, affiliation and friendship with
epeople they deal with so often. By encouraging group work, organisations
nhelp individuals to establish relationships at work. Not feeling affliated with
group can forcean employee to lose motivation at work. Establishing bonds
very important for new employees who are not aware of other people n ue
anisation. By integrating them into agroup, an organisation. An organ1sat
help them to feel comfortable and nurtured. Thus, creating effective a
icient groups can add value to the organisation.
ter creativity and learning, Creativity thrives when people work together
roup. that otten come
Brainstorming ideas as a group prevents poor ideastrom each team
when working alone. Combining unique perspectives shared
mber creates more effective selling solutions. Group work maximises can
they
owledge in the workplace and helps employevs learn hew skills that enthusiasl
forthe rest of their career. an
Collaborating on a project creates newideas
learning that is
d discoveries withnotthepresent when working
individually. Sharing
individualas
team excites employees and fosters both
il as group knowledye.
 Shiv Das DEHl
UNIVRSITY SERIES
Ouenirbrng uique ani innorative skills wurled with
eNnes ani knowlige Ths together hels the gnup tvther individual
shard als Gnupwork in businss helps people to understand achieve their
rh other lt an
atask ndividual worhs in ateant it is easier tor him toand supot
Coperation
work well together canamong gu Members is a major eleent. Groups that acconplish
OWn A bnder range ofachieve much more than ndViduals working on their
and disUssing ideas can skills can be applied to practical activities and
plav a her ole m sharingot a
artirular subeNt anea Thus NTOUps hel devpening
the understanding
m nUTasng the productivity and
ertomae ot an
) Shared experiencesonganisation
and knowledge. Each emplovee comes to an
With aertain set of relevant skills and knowledge organisation
When grOup numbers worl
tor asitic projet or task. evervone gets the benetits ot shared
and expenence. The ooled work experience makes it easier to tackle a ditficu
projrt with difterent facts. If an emploveY works individually on a project he
knowledge
might tare challenges with sonne asperts ot it due to his Iimited experienop
Under a group, an individual emplovee can draw expertise of his colleagues
and potentially expand his own knowledge.
(123) Idea generation. The group environment requires workers to discuss the project
This results in more ideas being generated. Group discussions can encourage
greater creativity and push the members to think of new and innovative ideas
When working individually, an employer is restricted to his own ideas only. He
works without the perspective of his colleagues when he works alone. While working
in agroup emplovees mav discover new ways to approach a particular task that is
more ettective.
( ) Support. The sense of securitv and support a group creates may encourage
emplovees to take more risks. Employees may become conservative while working
alone. While working in a group, an employee may find encouragement and
inspiration from team members to push himself further. Working individually
often creates a sense of isolation and makes employees feel as if they have no
support behind them. The support of the group environment helps some workers
increase productivitv and become more committed towards their work.
() Establishing strong bonds. Building relationships is very important tor an
organisation. Employees work with each other for several hours a day. It is
important for them to feel a sense of belongingness, affiliation and friendship with
the people thev deal with so often. By encouraging grOup work, organisations
can help individuals to establish relationships at work. Not feeling affiliated wt
the group can force an employee to lose motivation at work. Establishing bn
is very inmportant for new emplovees who are not aware of other people n
organisation
An
Organisation. By integrating them into a group, an organisation.
can help them to feel comfortable and nurtured. Thus, creating eftectve
(i) efficient groups can
Faster creativity andadd value to Creativity
learning. the organisation.
thrives when people worktogether
come
as
a group. Brainstorming ideas as a group prevents poor ideas that each often team
out when working alone. Combining unique perspectives from shareu
member creates more effective selling solutions. Group work maximises theycan
skills that
knowledge the workplace and helps emplovees learn creates an ideas
in new enthusiastm
use for the rest of their career. on a project new
tor learning that is not present Collaborating
when working individually. Sharing
individualas
and discoveries with the team excites and fosters both
well as group knowledge. employees
 Unit 2 I1orking to lt ls OU sts
strengths. Grou memtrs
togetheT S
complimentary oseerviS th
grOupmates works well tatble B
Blends their
(e) the talents of other. Often, a group talentsto the towonbne hs talerit
on each individual how
L::ioc with to bring emplovee can
learn emplove so
other time an
each
relyon beehindsuch skills,
an Even has a hane
the group.pertorming a task he
member of
process stronger while
and become a different approach
methods. ChCOuages n orher
t
co-workers using a
or improvehis own ownership. Group work and creating notable
toadjust wider sense of obstacles achevMy
Promotes a w contributions. Handling
fulfilled. Working toward
(ui) their members feel organisation I
feel proud of makes group connected to the
worktogethergoals allows workers to feel satistaction among employees
organisational job
loyalty resulting in a higher level of long-run. Workers that directlv
builds emplover in the
Group work also helps the
likelv to stav with the organisltton
are more
connect with their workplace their jobs oftern teel that their Contributions are
leaving
the other hand, workers individuals to engage with the
organsatior
not recognised. Groupwork allows
and add to the bigger picture. group members can make things quite
(ix) Sharing of workload. Sharing work with
roup members can do
easy for an individual. When working in a group, the doing
the part they are good at and for what they are qualified and then enjoy
it. Managers can assign work to each group member and the group can be more
open to trying new things. Groups allew emplovees to share the workload.
When everyone is working towards the same goal. the amount of hard work
is alot more. Hence, leaders and managers should always know the strengths
of an employee and delegate the work in team accordingly to ensure maxirmum
efficiency and a high quality output.
(3) Builds trust. Relying on other people builds trust and
strong relationships with coworkers. An effective group enjoys groupwork establishes
and shares a strong bond. When employees put their working together
they are establishing the foundation of a trust in their co-workers,
conflicts. Trusting the group nmembers also relationship that can ensure minor
allows ideas to emerge. lt provides a feeling of safety that
helps
Open communication is the key when employees open up and encourage each other.
solutions in challenging situations. In the working in a group and produces
ana cannot succeed on absence of trust, ágroup effective
Strengthen individual assigned projects. Great groups build each othercrumblesup and
employees members to create a cohesive
group. By
in each learn new and distinctive abilities. working together,
other'
Q.8. Discuss the s distinct abilities. Groupwork necessitates confidence
various functions performed by
What are the Or grOups.
Ans. various functions performed by a group? Discuss.
Following
Sgnment
are ofthe inajor functions
Roles. Role means a
performed
set of
by a group:
t0 Someone who
occupies a given positionexpected behaviour patterns attributed
perform certain oles or behaviours. Under in a social unit. Group members
by their job titles and formal groups, these roles are
positions. Under informal
expectations and perceptions of other, members. groups, they are defined by defined
Group members usually perform the following roles: their
(a) Task-oriented roles. Group
motivate other group membersmembers perform organisational tasks ant
to Perform
abilities. their jobs to the bect
 Unit 2: Groups and Group Processes 69
(r) Blends complimentary strengths. Working together allows emplovees build
on the talents of their group mates. Group members share their expertise and
abilities with each other. Often, à group works well together as group members
aly on each other to bring individual talents to the table. By observing the
process behind such skills, an emplovee can learn how to combine his talents
and become astronger member of the group. Every time an employee sees his
co-workers using adifferent approach while performing a task, he has a chance
to adjust or improve his own methods
e) Promotes a wider sense of ownership. Group work encourages workers to
feel proud of their contributions. Handling obstacles and creating notable
work together makes group members feel fulfilled. Working toward achieving
organisational goals allows workers to feel connected to the organisation. This
builds loyalty resulting in a higher level of job satistaction among emplovees.
Group work also helps the emplover in the long-run. Workers that directly
connect with their workplace are more likelv to stav with the organisation. On
contributions are
the other hand, workers leaving their jobs often feel that their
the organisation
not recognised. Groupwork allows individuals to engage with
and add to the bigger picture
group members can make things quite
(ix) Sharing of workload. Sharing work with group, the group members can do
easy for an individual. When working in a are qualified and then enjoy doing
the part they are good at and for what they
group can be more
it. Managers can assign work to each group member and the
emplovees to share the workload.
things. Groups allow
open to trying newworking towards the same goal. the amount of hard work
When everyone is strengths
Hence, leaders and managers should alwavs know the maximum
is alot more. work in team accordinglv to ensure
and delegate the
of an employee
efficiency and a high quality output establishes
on other people builds trust and groupwork together
(r) Builds trust. Relying working
group enjoys
relationships with coworhers An effex tive their trust in their co-workers,
strong When emplovees put minor
and shares a strong bond. foundation of a relationship that can ensure
they are establishing the also provIdes a teeling of safety that
memtrs other.
conflicts. Trusting the group employees open up and encourage each effective
allows ideas to emerge. the It helps in a group and producescrumbles
key when working
Open communication is
situations. In the absence of trust, a groupother up and
solutions in challengingassigned projects. Great groups build each together,
By working
and cannot succeed onmembers to create a cohesive group.necessitates confidence
strengthen individual distinctive abilities. Groupwork
employees learn new and
distinct abilities.
ineach other's functions performed by
groups.
various
Q.8. Discuss the Or
Discuss.
functions performed by a group? group:
What are the variousthe majorfunctions performed by a behaviour patterns attributed
Ans. Following ate Roles. Role means a set of expecteda social unit. Group
members
Assignment of position in these roles are defined
() who occupies a given formal groups,
to someone
certain roles or behaviours. Under
informal groups, they are defined by their
perform positions. Undermembers.
their job titles and
by of other
expectations and perceptions
perform
roles: organisational tasks and
thefollowingperform
members usually nbers best of their