What Is a Group and What Stages of Development Do Groups Go Through?

  1. 10-1 Define group and describe the stages of group development.

Each person in this group had his or her assigned role: the Spotter, the Back Spotter, the Gorilla, and the Big Player. For over 10 years, this group—former MIT students who were members of a secret Black Jack Club—used their extraordinary mathematical abilities, expert training, teamwork, and interpersonal skills to take millions of dollars from some of the major casinos in the United States.2 Although most groups aren’t formed for such dishonest purposes, the success of this group at its task was impressive. Managers would like their work groups to be successful at their tasks also. The first step is understanding what a group is and how groups develop.

What Is a Group?

A group is defined as two or more interacting and interdependent individuals who come together to achieve specific goals. Formal groups are work groups that are defined by the organization’s structure and have designated work assignments and specific tasks directed at accomplishing organizational goals. Exhibit 10–1 provides some examples. Informal groups are social groups. These groups occur naturally in the workplace and tend to form around friendships and common interests. For example, five employees from different departments who regularly eat lunch together are an informal group.

Exhibit 10–1

Examples of Formal Work Groups

  • Command groups—Groups that are determined by the organization chart and composed of individuals who report directly to a given manager.

  • Task groups—Groups composed of individuals brought together to complete a specific job task; their existence is often temporary because when the task is completed, the group disbands.

  • Cross-functional teams—Groups that bring together the knowledge and skills of individuals from various departments or work areas.

  • Self-managed teams—Groups that are essentially independent and that, in addition to their own tasks, take on traditional managerial responsibilities, such as hiring, planning and scheduling, and evaluating performance.
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