1.9 Types of Groups

Formal groups are created to achieve specific organizational objectives. Usually, they are concerned with the coordination of work activities. People are brought together based on different roles within the structure of the organization. The nature of the task to be undertaken is a predominant feature of the formal groups. Goals are identified by management and short and rules relationships and norms of behaviour established. Formal groups chain to be related to permanent although there may be changes in actual membership. However temporary formal groups may also be created by management, such as project teams in a matrix organization.

Within the formal structure of the organization, there will always be an informal structure. The formal structure of the organization and system of role relationship, rule, and procedures, will be augmented by interpretation and development at the informal level. Informal groups are based more on personal relationships and agreement of group’s members than on defined role relationships. They serve to Satisfy psychological and social needs not related necessarily to the tasks to be undertaken. Groups may devise ways of attempting to satisfy members’ affiliations and other social motivations that are lacing in the work situation, especially in industrial organizations.

Groups may be formed under a named manager, even though they may not necessarily work together with a great deal. They have the main thing in common, at least the manager and perhaps a similar type of work.

The process group acts together to enact a process, going through a relatively fixed set of instructions. The classic environment is a manufacturing production line, where every movement is prescribed. There may either be little interaction within process groups or else it’ is largely prescribed, for example where one person hands something over to another.

Many groups act with less formality, in particular where power is distributed across the group, forcing a more collaborative approach that includes- negotiation rather than command and control. Families, communities and tribal groups often act as semi-formal ways as they both have nominal leaders yet members can have a high degree of autonomy.

The goal group acts together to achieve a shared objective or desired outcome. Unlike the process groups, there is no clear instruction on how they should achieve this, although they may use some processes and methods along the way. As there is no detailed instruction, the members of the goal group need to bring more intelligence, knowledge, and experience to the task.

The learning group comes together to increase their net knowledge. They may act collaboratively with discussion and exploration, or they may be taught with a teacher and a syllabus.

Problem-solving groups come together to address issues that have arisen. They have a common purpose in understanding and resolving their issue, although their different perspectives can lead to particular disagreements. Problem-solving may range along a spectrum from highly logical and deterministic, to uncertain and dynamic situations their creativity and instinct may be better ways of resolving the situation.

Groups often develop because individual members have one or more common characteristics. We call these formations of friendship groups. Social alliances, which frequently extend outside the work situation, can be based on similar age or ethnic heritage, support for Kolkata Knight Riders cricket, or the holding of similar political views, to name just a few such characteristics.

People who may or may not be aligned into a common command or task groups may affiliate to attain a specific objective with which each is concerned. This is an interest group. Employees who band together to alter their vacation schedules, support a peer who has been fired, or seek improved working conditions represent the formation of a united body to further their common interest.