Journal For

8/3/2019 Journal For

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JOURNAL FOR

SUCCESS

SUBMITTED BY-

RICHA SINGH BSc(h)med biotech

BSM/09/1075th SEMESTER


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Module -1Group

formation

A group is defined as two or more individuals, interacting andinterdependent, who have come together to achieve particular

objectives.

Although there are many ways of classifying groups but basically

Groups can either be formal or informal.


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1. By formal groups we mean those defined by the organization

structure, with designated work assignments establishing tasks.

The six members making up an airline flight are an example of a

formal group.

2. In contrast Informal groups are alliances that are neither

formally structured nor organizationally determined. These

groups are natural formation in the work environment that

appears in response to the need for social for social contact.

Three employees from different departments who regularly eat

lunch together are an example of an informal group.

It can be further classified into Command, task, interest or

friendship groups.

*Command group is a group composed of the individuals whoreport directly to a given manager.

*Task group is a group formed to complete a job task.

*Interest group is a group working together to attain a specific

objective with which each is concerned.

*Friendship group is a group which shares more than one

common characteristic.


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Why do people join group?

1. By joining a group, individual can reduce the insecurity of

standing alone.

2. Inclusion in a group that is viewed as important by others

provides recognition and status for its members.

3. Groups can provide with feeling of self worth.

4. Groups can fulfil social needs. For many people, these on the

job interactions are their primary source for fulfilling their

needs for affiliation.

5. What cannot be achieved individually often becomes possible

through group action.

6. There are times when it needs more than one person to

accomplish a particular task.

7. Stages of Group Formation:Bruce Tuckman has identified four stages that characterize the

development of groups. Understanding these stages can help

determine what is happening with a group and how to manage

what is occurring. These four group development stages are

known as forming, storming, norming, and performing.

Forming

This is the initial stage when the group comes together and

members begin to develop their relationship with one another

and learn what is expected of them. This is the stage when


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team building begins and trust starts to develop. Group

members will start establishing limits on acceptable behavior

through experimentation. Other members reactions will

determine if a behavior will be repeated. This is also the timewhen the tasks of the group and the members will be decided.

Storming

During this stage of group development, interpersonal conflicts arise

and differences of opinion about the group and its goals will surface.If the group is unable to clearly state its purposes and goals or if it

cannot agree on shared goals, the group may collapse at this point. It

is important to work through the conflict at this time and to establish

clear goals. It is necessary for there to be discussion so everyone feels

heard and can come to an agreement on the direction the group is to

move in.

Norming

Once the group resolves its conflicts, it can now establish patterns of

how to get its work done. Expectations of one another are clearly

articulated and accepted by members of the group. Formal and

informal procedures are established in delegating tasks, responding to

questions, and in the process by which the group functions. Members

of the group come to understand how the group as a whole operates.

Performing


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During this final stage of development, issues related to roles,

expectations, and norms are no longer of major importance. The

group is now focused on its task, working intentionally and

effectively to accomplish its goals. The group will find that it cancelebrate its accomplishments and that members will be learning new

skills and sharing roles.

After a group enters the performing stage, it is unrealistic

to expect it to remain there permanently. When new members join or

some people leave, there will be a new process of forming, storming,

and norming engaged as everyone learns about one another. External

events may lead to conflicts within the group. To remain healthy,groups will go through all of these processes in a continuous loop.

When conflict arises in a group, do not try to silence the

conflict or to run from it. Let the conflict come out into the open so

people can discuss it. If the conflict is kept under the surface,

members will not be able to build trusting relationships and this could

harm the groups effectiveness. If handled properly, the group will

come out of the conflict with a stronger sense of cohesiveness thenbefore.


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ACTIVITY-1We performed the activity of FEAR IN THE HEART in

order to get different solutions of that fear.In this activity

each of the student had written their heart fear in the

paper.then all the papers collected .,and all the students

in a group had given the solutions of those fears.

By this activity we had go through

with so many fears and also found out the best solutions

to get rid off those fears

This activity was the group effort for the single

problem


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MODULE-2Group

Functions

Once a group is formed it starts functioning towards attainment of

goal or set objective. There are certain factors that influence the

group functioning:

I. Internal Factors:

1. Status: is socially defined position or rank given to groups or

group members by others-permeates every society. High status


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members of groups often are given more freedom to deviate

from norms than are other group members.

*High status people tend to be more assertive. They speak out

more often, criticise more, state more commands and interrupts

others more often.

2. Roles: By this term, we mean a set of expected behaviour

patterns attributed to someone occupying a given position in a

social unit.

When individual is confronted by divergent role expectations,

the result is role conflict so role clarity is very important when it

comes to smooth and effecient group functioning.

3. Norms: are acceptable standards of behaviour within a group

that are shared by group members. Norms acts a means ofinfluencing the behaviour of group members with a minimum of

external controls. Norms differ among groups, communities, and

societies, but they all have them.

4. Conformity: is adjusting ones behaviour to align with the

norms of the group.Group pressure leads to conformity which in

turn affects individual s judgement and attitude. As a member of

a group ,one desire acceptance by the group. Because of desire

for acceptance conforming to the group norms occurs.


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5. Size: It affects groups behaviour. There are instances of smaller

group being fast at completing tasks than large ones. But if a

large group is involved in tasks like problem solving it will fare

well better than small group.

6. Cohesiveness: Cohesiveness is the degree to which members

are attracted to each other and are motivated to stay in group.

For example some work groups are cohesive because membershave spent a great deal of time together or groups small size

facilitate high interaction.

II. External Factors that influences group functioning are

Authority, structure (of group or organization), Organizational

resources, organizational policies, etc.

GROUP COHESIVENESS

Groups differ in their cohesiveness that is the degree top which

members are attracted to each other and are motivated to stay in the

group. For instance some work groups are cohesive because the

members have spent a great deal of time together, or groups small

sizes facilitate high interaction, or the group has experienced external

threats that have brought members close together.Cohesiveness is important as it is linked to groups productivity.

Relationship between Group Cohesiveness and productivity can

better be shown as:


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HIGH

High

productivity

Moderate

productivity

LOW

Low

productivity

Moderate to

low

productivity

HIG

H

ACTIVITY-2

In this module we had done the activity in order to understandthe individual perceptions.. The activity name was I AM..ACTIVITY ., under which we had to complete this blank after Iam five times within 2 minutes


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I had written following points aboutmyself-

1. I AM A REALISTIC PERSON.

2. I AM KIND.

3. I AM NOT IN FAVOUR OF INJUSTISE.

4. I AM NOT DIPLOMATIC.

5. IAM A FUN LOVING PERSON.

WITH THE HELP OF THIS ACTIVITY WE UNDERSTOODHOW EVERY PERSON TN THIS WORLD HAVE HIS OR HEROWN INDIVIDUAL THINKING.


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Module - 3

TEAM

Many people used the words team and group interchangeably, but

there are actually a number of differences between a team and a

group in real world applications.


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A number of leadership courses designed for the corporate world

stress the importance of team building, not group building, for

instance. A team's strength depends on the commonality of purpose

and interconnectivity between individual members, whereas a group'sstrength may come from sheer volume or willingness to carry out a

single leader's commands.

It is often much easier to form a group than a team. If you had a room

filled with professional accountants, for example, they could be

grouped according to gender, experience, fields of expertise, age, or

other common factors. Forming a group based on a certain

commonality is not particularly difficult, although the effectivenessof the groups may be variable. A group's interpersonal dynamics can

range from complete compatibility to complete intolerance, which

could make consensus building very difficult for a leader.

A team, on the other hand, can be much more difficult to form.

Members of a team may be selected for their complementary skills,

not a single commonality. A business team may consist of an

accountant, a salesman, a company executive and a secretary, forexample. Each member of the team has a purpose and a function

within that team, so the overall success depends on a functional

interpersonal dynamic. There is usually not as much room for conflict

when working as a team.

The success of a group is often measured by its final results, not

necessarily the process used to arrive at those results. A group may

use equal parts discussion, argumentation andpeer pressure to guide

individual members towards a consensus. A trial jury would be a

good example of a group in action, not a team. The foreperson plays

the leadership role, attempting to turn 11 other opinions into one

unanimous decision. Since the jury members usually don't know one
http://www.wisegeek.com/what-is-team-building.htmhttp://www.wisegeek.com/what-is-an-accountant.htmhttp://www.wisegeek.com/what-is-peer-pressure.htmhttp://www.wisegeek.com/what-is-team-building.htmhttp://www.wisegeek.com/what-is-an-accountant.htmhttp://www.wisegeek.com/what-is-peer-pressure.htm


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another personally, there is rarely an effort to build a team dynamic.

The decision process for a verdict is the result of group cooperation.

A team, by comparison, does not rely on "groupthink" to arrive at its

conclusions. An accident investigation team would be a goodexample of a real world team dynamic. Each member of the team is

assigned to evaluate one aspect of the accident. The team's expert on

crash scene reconstruction does not have to consult with the team's

expert on forensic evidence, for example. The members of a team use

their individual abilities to arrive at a cohesive result. There may be a

team member working as a facilitator for the process, but not

necessarily a specific leader.

Difference between Team and Group

The purpose of assembling a team is to accomplish bigger goals than

any that would be possible for the individual working alone. The aim

and purpose of a team is to perform, get results and achieve victory in

the workplace and marketplace. The very best managers are those

who can gather together a group of individuals and mould them into a

team. Here are ten key differentials to help you mould your people

into a pro-active and productive team.

Understandings. In a group, members think they are grouped

together for administrative purposes only. Individuals

sometimes cross purpose with others. In a team, members

recognise their independence and understand both personal and
http://www.wisegeek.com/what-is-groupthink.htmhttp://www.1000ventures.com/business_guide/crosscuttings/team_main.htmlhttp://www.wisegeek.com/what-is-groupthink.htmhttp://www.1000ventures.com/business_guide/crosscuttings/team_main.html


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team goals are best accomplished with mutual support. Time is

not wasted struggling over "Turf" or attempting personal gain at

the expense of others.

Ownership. In a group, members tend to focus on themselvesbecause they are not sufficiently involved in planning the unit's

objectives. They approach their job simply as a hired hand.

"Castle Building" is common. In a team, members feel a sense

of ownership for their jobs and unit, because they are committed

to values-based common goals that they helped establish.

Creativity and Contribution. In a group, members are told what

to do rather than being asked what the best approach would be.

Suggestions and creativity are not encouraged. In a team,members contribute to the organisation's success by applying

their unique talents, knowledge and creativity to team

objectives.

Trust. In a group, members distrust the motives of colleagues

because they do not understand the role of other members.

Expressions of opinion or disagreement are considered divisive

or non-supportive. In a team, members work in a climate oftrustand are encouraged to openly express ideas, opinions,

disagreements and feelings. Questions are welcomed.

Common Understandings. In a group, members are so cautious

about what they say, that real understanding is not possible.

Game playing may occur and communication traps be set to

catch the unwary. In a team, members practice open and honest

communication. They make an effort to understand each other's

point of view.

Personal Development. In a group, members receive good

training but are limited in applying it to the job by the manager

or other group members. In a team, members are encouraged to
http://www.1000ventures.com/business_guide/crosscuttings/shared_values.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/creativity_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/relationships_trust.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/communication_questions.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/communication_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/shared_values.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/creativity_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/relationships_trust.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/communication_questions.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/communication_main.html


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continually develop skills and apply what they learn on the job.

They perceive they have the support of the team.

Conflict Resolution. In a group, members find themselves in

conflict situations they do not know how to resolve. Theirsupervisor/leader may put off intervention until serious damage

is done, i.e. a crisis situation. In a team, members realise conflict

is a normal aspect of human interaction but they view such

situations as an opportunity for new ideas and creativity. They

work to resolve conflict quickly and constructively

Participative Decision Making. In a group, members may or

may not participate in decisions affecting the team. Conformity

often appears more important than positive results. Win/losesituations are common. In a team, members participate in

decisions affecting the team but understand their leader must

make a final ruling whenever the team cannot decide, or an

emergency exists. Positive win/win results are the goal at all

times.

Clear Leadership. In a group, members tend to work in an

unstructured environment with undetermined standards ofperformance. Leaders do not walk the talk and tend to lead from

behind a desk. In a team, members work in a structured

environment, they know what boundaries exist and who has

final authority. The leader sets agreed high standards of

performance and he/she is respected via active, willing

participation.

o Commitment. In a group, members are uncommitted

towards excellence and personal pride. Performance levels

tend to be mediocre. Staff turnover is high because talented

individuals quickly recognise that
http://www.1000ventures.com/business_guide/crosscuttings/conflict_resolution_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/leadership_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/conflict_resolution_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/leadership_main.html


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(a) personal expectations are not being fulfilled

(b) they are not learning and growing from others and

(c) they are not working with the best people.

In a team, only those committed to excellence are hired.Prospective team members are queuing at the door to be

recruited on the basis of their high levels of hard and soft

skill sets. Everyone works together in a harmonious

environment

Team Building

Steps in team building:

According to Katzenbanch and smith real teamwork can be

accomplished by following steps:

1. Selection of members on the basis of skills: Members should be

selected on the basis of their potentials to improve existing skills and

learn new ones. Three types of skills are usually required:

Technical skills

Problem solving and decision making

Interpersonal skills

The individual members of the team may poses these skills in varying

degrees but it should be ensured that these skills are complimentaryi.e. they should support the efforts of others in the group.

2. Setting challenging goals: The team must be assigned to

accomplish goals which are above the goals of individual members.


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3. Developing rules of conduct: Rules are important for effective

results like:

Punctuality and regularity

Confidentiality

Speaking on the basis of facts

Constructive confrontation

4. Allocating right roles to right people: the principle of right man

for the right job should be followed by the team. By matching theindividual preferences with the team role demands, managers can

increase the likelihood that team members will work well together.

5. Establish accountability: Individuals have to be accountable at

both team andindividual level. It has to be very clear as to what is the

person individually responsible for or else some members may try to

take advantage of the group efforts as their individual efforts would

not be identified.

6. Developing trust: mutuality, openness to each other and loyalty

should exist for the team to work effectively.

7. Recognition and Reward system: Positive reinforcement can

improve team efforts and commitment. Suitable rewards must be

decided for the members as it can be a big motivating factor to them

for giving in their best.


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ACTIVITY-3This activity was based on trust. The name of the activitywas BLIND FOLD activity.. In this activity one person wassuppose to close his eyes with blind fold and reached to thecertain point with help of his friend clues.


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With the help of this activity we understood that interpersonalrelationship is based on good understanding andcommunication between two persons.

Module-4

LEADERSHIP


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Good leaders are made not born. If you have the desire andwillpower, you can become an effective leader. Good leaders develop

through a never ending process of self-study, education, training, and

experience.

Leadership is a process by which a person influences others to

accomplish an objective and directs the organization in a way that

makes it more cohesive and coherent. Leaders carry out this process

by applying their leadership attributes, such asbeliefs, values, ethics,

character, knowledge, and skills.

Four of the most basic leadership styles are:

--Autocratic

--Bureaucratic

--Laissez-faire

--Democratic
http://www.nwlink.com/~donclark/performance/beliefs.htmlhttp://www.nwlink.com/~donclark/performance/values.htmlhttp://www.nwlink.com/~donclark/leader/leadchr.htmlhttp://www.nwlink.com/~donclark/knowledge/knowledge.htmlhttp://www.nwlink.com/~donclark/performance/skills.htmlhttp://www.nwlink.com/~donclark/performance/beliefs.htmlhttp://www.nwlink.com/~donclark/performance/values.htmlhttp://www.nwlink.com/~donclark/leader/leadchr.htmlhttp://www.nwlink.com/~donclark/knowledge/knowledge.htmlhttp://www.nwlink.com/~donclark/performance/skills.html


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Authoritarian (autocratic)

This style is used when leaders tell their employees what they want

done and how they want it accomplished, without getting the

advice of their followers.

Participative (democratic)

This style involves the leader including one or more employees inthe decision making process (determining what to do and how to

do it). However, the leader maintains the final decision making

authority.

3. Laissez-Faire or Free Reign

This French phrase means "leave it be," and it's used to describe

leaders who leave their team members to work on their own. It can beeffective if the leader monitors what's being achieved and

communicates this back to the team regularly. Most often, laissez-

faire leadership is effective when individual team members are very

experienced and skilled self-starters. Unfortunately, this type of

leadership can also occur when managers don't apply sufficient

control.style adopted should be that which most effectively achieves

the objectives of the group while balancing the interests of its

individual members

4. Bureaucratic

Bureaucratic leadership is where the manager manages by the book

Everything must be done according to procedure or policy.


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The characteristics of the bureaucratic style include: Leaders impose

strict and systematic discipline on the followers and demand

business-like conduct in the workplace and that followers are

promoted based on their ability to conform to the rules of the office.

ACTIVITY-4


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THE NAME OF THE Activity is ORBIT ACTIVITY.. In this

activity we had drawn 6 orbit., in the inner most orbit we had written

our name.. In the other orbits we put our relatives or friends those are

highly close to our heart in decreasing order.

In this way with the complete shells we can differentiate the

value of individual person or relation in our life


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