Stages in

Group
Development
Bruce Tuckman

An American organizational
psychologist, presented a
robust model in 1965 that is
still widely used today.
He proposed a four-stage map of
group evolution, also
known as the forming-storming-
norming-performing model based on
his observations on how
groups behave in different
situations. Later, he improved his
model by including a final stage,
the adjourning phase.
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FORMING

Exhibit 9.3 Stages in Group

1
Forming - the initial stage
where members of the group
meet for the first time. They
may have been acquainted
before or not. Either way,
there is uncertainty, confusion
and some anxiety as group
members are not sure what is
going to happen next.
FORMING

STORMING

Exhibit 9.3 Stages in Group

6
Storming - As the name suggests, this
stage is characterized by considerable
levels of conflict and confrontation.

2
At this stage, participants start to
completely socialize with other
members and become more realistic
and argumentative.
FORMING

STORMING

NORMING

Exhibit 9.3 Stages in Group

Development
Norming - Over time, members
develop the sense of
belongingness, commitment and

3
camaraderie. Members start to
collaborate and cooperate with
each other thus there is greater
cohesion and sense of group
identity.
FORMING

STORMING

PERFOR-
NORMING
MING

Exhibit 9.3 Stages in Group

Development
Performing - This is the stage at
which members do the real work.
Creativity and intrinsic motivation
are likely to be seen among

4
members. They focus on being
productive by task specialization to
effectively attain their purpose. By
now, the group is more matured,
competent and insightful.
FORMING

ADJOUR- STORMING
NING

PERFOR- NORMING
MING

Exhibit 9.3 Stages in Group

Development
Adjourning - Ideally, after
achieving the intended purpose or
goal, members are immediately
directed to abandon their groups
and move on to other tasks given
to them. However, groups with

5
long-term objectives like task
forces do not totally disband as
they change their group
composition. These groups only
disband when they have achieved
their long-term goals.
Connie Gersick

An organizational researcher who studies task

forces, found out that groups with deadlines did
not go through a series of stages.

They alternated between

Periods of inertia
Periods of frenzied activity

14
“

15
In an organization, it is suggested that work roles can be
divided into three types based on the nature of the activities
performed by members in the role. These are:

16
● Task-oriented roles.​ Roles that focus on relevant
activities concerned with reaching performance goals.
● Relations-oriented roles.​ Roles that emphasize on
group development, including building camaraderie,
cohesiveness, group harmony, and so forth.
● Self-oriented roles.​ Roles that are related to the
specific needs and goals of individual members, often
at the expense of the group.

17
Work Group Size

• To determine the size of the group, one must take into

consideration the number of members who work full-time to
achieve their goals.
• The size of a group is an important determinant on how
group members behave.
• Small groups tend to have more interactive and productive
members because of the ease in communication and
delegation of work.

18
Factors affected by the group size

● Group Interaction Patterns.​ In smaller groups, harmony is

important and members have the luxury of sharing their
thoughts and opinions.

● Job Attitudes and Job Satisfaction.​ Some studies show

that people working in smaller units or groups have better
work ethics and higher job satisfaction than those in large
groups.

19
● Absenteeism and Turnover. Members of an increased
group size may commit absenteeism because they
have low group cohesiveness, high task
specialization, and poor communication. Further, their
self-perceived value may not be satisfied.

● Productivity.​To have a concrete understanding of the

relationship between group size and productivity, one
must take into consideration the types of tasks
performed in the group.

20
“
WORK GROUP NORMS

21
The informal guidelines or standards
on acceptable and unacceptable
behaviors agreed on by members
are called work​group norms​.

“Organizational Behavior” published

by OpenStax suggests that work
group norms may be characterized
by at least five factors:

22
1. Norms summarize and simplify
processes.
2. Norms apply only to behavior, not to
private thoughts and feelings. (Only public
compliance is needed.)
3. Norms are generally developed only for
behaviors that are viewed as important by
most group members.
4. Norms usually develop gradually, but the
process can be quickened if members wish.

5. All norms do not apply to all members.

23
In an organizational setting, below are
four functions of work group norms:

1. Norms provide a basis for the survival of

the group.
2. Norms direct members to behave as
what is expected of them.
3. Norms help avoid embarrassing
situations.
4. Norms help classify the group and show
its important values to others.

24
“
STATUS SYSTEM

25
Status systems help distinguish individuals
on the basis of a set of criteria. Status
differentiations are made with five
general bases: birth, personal characteristics,
achievement, possessions, and formal authority.
All five bases can be seen as establishing status in
work groups.

26
There are four purposes for
status differentiation in
organizations (and their
related
status symbols):

27
1. Motivation.

It is common to see an individual’s

organizational status as rewards or
incentives for performance and
achievement. Thus, people tend to be
more motivated to
have better status in a group.

28
2. Identification.
In new situations, status and status
symbols give suitable classification to
acceptable behavior.

29
3. Dignification.

Most people associate status with the

amount of respect that should be
given to an individual. A nun’s attire,
for instance, identifies a religious
representative.

30
4. Stabilization.
Status systems and symbols facilitate balance in
an otherwise troublesome
environment by providing a force for continuity.
Since status equates to authority, those
with higher positions may provide solutions in
challenges that threaten the organization’s
progress.

31
THE DYSFUNCTIONS
OF GROUPS AND
TEAMS

32
A group or team is composed of individuals
who have various characteristics that may or
may not be in accordance with each other.
Dysfunctions are negative
deviations that may cause the group some
delays to achieve their goal, or worse to totally
disband and not achieve anything. The
following are some common dysfunctions
experienced
by group members.

33
Status Incongruence.
This situation happens when a person
has a high value on some given
aspects but low on others, or when
others see a person’s characteristics to
be inappropriate for
a particular position.

34
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Let’s review some concepts
Yellow Blue Red
Is the color of gold, butter and Is the colour of the clear sky Is the color of blood, and
ripe lemons. In the spectrum of and the deep sea. It is located because of this it has
visible light, yellow is found between violet and green on historically been associated
between green and orange. the optical spectrum. with sacrifice, danger and
courage.

Yellow Blue Red

Is the color of gold, butter and Is the colour of the clear sky Is the color of blood, and
ripe lemons. In the spectrum of and the deep sea. It is located because of this it has
visible light, yellow is found between violet and green on historically been associated
between green and orange. the optical spectrum. with sacrifice, danger and
courage.

42
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Credits
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2
Extra Resources
For Business Plans, Marketing Plans, Project
Proposals, Lessons, etc
Timeline

Blue is the colour of Black is the color of Yellow is the color of Blue is the colour of
the clear sky and the Red is the colour of ebony and of outer gold, butter and ripe White is the color of the clear sky and the
deep sea danger and courage space lemons milk and fresh snow deep sea

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Yellow is the color of White is the color of Blue is the colour of Red is the colour of Black is the color of Yellow is the color
gold, butter and ripe milk and fresh snow the clear sky and the danger and courage ebony and of outer of gold, butter and
lemons deep sea space ripe lemons

49
Roadmap
Blue is the colour of the Red is the colour of danger Black is the color of ebony
clear sky and the deep sea and courage and of outer space

1 3 5

2 4 6

Yellow is the color of gold, White is the color of milk Blue is the colour of the
butter and ripe lemons and fresh snow clear sky and the deep sea

50
Gantt chart
Week 1 Week 2

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Task 1

Task 2 ◆

Task 3

Task 4 ◆

Task 5 ◆

Task 6

Task 7

Task 8

51
SWOT Analysis
STRENGTHS WEAKNESSES
Blue is the colour of Yellow is the color of
the clear sky and the gold, butter and ripe
deep sea lemons

Black is the color of

ebony and of outer White is the color of
space milk and fresh snow
OPPORTUNITIES THREATS

52
Business Model Canvas 53

Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
Insert your content Insert your content Insert your content Insert your content Insert your content

Key Resources Channels

Insert your content Insert your content

Cost Structure Revenue Streams

Insert your content Insert your content
Funnel

AWARENESS Insert your content

DISCOVERY Insert your content

EVALUATION Insert your content

INTENT Insert your content

PURCHASE Insert your content

LOYALTY Insert your content

54
Team Presentation

Imani Jackson Marcos Galán

JOB TITLE JOB TITLE
Blue is the colour of the clear sky and Blue is the colour of the clear sky and
the deep sea the deep sea

Ixchel Valdía Nils Årud

JOB TITLE JOB TITLE
Blue is the colour of the clear sky and Blue is the colour of the clear sky and
the deep sea the deep sea
55
Competitor Matrix
HIGH VALUE 2

Competitor
Compet
itor
Our company

Competitor

HIGH VALUE 1
LOW VALUE 1

Competitor

Competitor Competitor

LOW VALUE 2
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