Answer to the Question No.

1
"Group behavior" refers to the ways people behave in large- or small-group situations. Group
formation has certain objectives and is based on activities, interactions and sentiments. In any
organization, task accomplishment is the reason for which different groups such as an engineering
group; marketing group, foremans group and personnel group are formed for achievement of the
organizations goals. A group provides strength to members who are willing to challenge any
problem. Group behavior gives more strength to come down heavily on problems. People with
diverse attitudes form groups under certain compulsions to meet unexpected problems.
In the case the group has formed and started a meeting for new high-end, designer pet coffins
in the market and developing new designs for the new product to meet growing demand everywhere.
Jos has been appointed as its chair. Mariana Preus said that the current designs are top-notch and no
need to develop a new product line and Noto Takeshi agreed on that. Then Jos reminded everyone
why the group has been formed; to revolutionize the product and its manufacturing systems based on
solid evidence and industry data. Since existing designs were old enough to manufacture easily at
low cost to make a significant impact on the market, though the discussion turn up again into the
benefits of using the existing designs. At the end Tex suggested to follow what Mariana
recommended. Others nodded their heads in agreement and exhorted to start right away to design the
plant and the manufacturing system. In addition they urged Jos to submit the memo to the council
of presidents with this recommendation. Jos repeat the purpose and informed that the proposal
would not be satisfied the council of presidents.
In 1965 Bruce Tuckman identified four stages of group development, which included the
stages of forming, storming, norming and performing. A fifth stage was later added by Tuckman
about ten years later, which is called adjourning. It is believed that these stages are universal to all
teams despite the group's members, purpose, goal, culture, location, demographics and so on.

FORMING:
The first stage in the life of a group is concerned with forming a group. Members at this stage either
engage in busy type of activity or show apathy. In the case a new joint venture among companies
from Japan, the United States, and South America were created to make, sell, and service pet caskets
(coffins) for the burial of beloved pets(dogs and cats). Members were chosen to participate in the
joint venture making time from their normal assignments.
STORMING:
The storming stage is where conflict and competition are at its greatest. This is because now that
group members have an understanding of the task and a general feel for who they are as a group and
who group members are, they feel confident and begin to address some of the more important issues
surrounding the group. Jos had differences with Mariana Preuss suggestion and with the people
showed agreement with her.
NORMING:
The norming stage is the time where the group becomes a cohesive unit. Morale is high as group
members actively acknowledge the talents, skills and experience that each member brings to the
group. A sense of community is established and the group remains focused on the group's purpose
and goal. In the case, though everyone was agreed in one point but they didnt understand the
purpose of the meeting that Jos were continuously repeating.
PERFORMING:
This is a stage of a fully functional group where members see themselves as a group and get
involved in the task. Each person makes a contribution and the authority figure is also seen as a part
of the group. Group norms are followed and collective pressure is exerted to ensure the Process of
Group effectiveness of the group. In the case, members were decided to stay with the existing
product line though the purpose was to develop the new product line and its manufacturing systems
according to industry data.
ADJOURNING:
For temporary committees, teams, task forces, and similar groups that have a limited task to perform,
the adjourning stage is for wrapping up activities and preparing to disband. In the case the group is
not at the stage where the will discontinue because the purpose yet not accomplished.

STRATEGIES:

Before starting the meeting everyone should be clear about the objective
Have clearly defined tasks, with sharp timings and with the appropriate tools organized
Have clearly defined group roles
It the responsibility of the chairperson to guide the group into the organizations mission to

accomplish the purpose.

Have clear ground rules for talk, listening and fair allocation of workload etc.

RECOMMENDATION:
Emphasize the importance of group work.
Use team-building exercises to build cohesive groups.
Successful group work requires respect and trust between group members, as well as an
individual willingness to be responsible, work in tandem with others and commit to

collective undertakings.
Consider roles for group members.
Require individual members to keep track of their contributions.
Strive for continuous improvement.

Answer to the Question No. 2

Work groups are organized multitudes; they have properties that shape members behavior and help
explain and predict individual behavior within the group as well as the performance of the group
itself. Some of these properties are roles, norms, status, size, cohesiveness, and diversity.
ROLE:
Role is a set of behaviors that people expected to perform because they hold certain positions in a
group and organization. These certain roles help the group to survive and achieve its objective. In the
case the joint venture was created to make, sell, and service pet caskets (coffins) for the burial of
beloved pets (cats and dogs). Each company has assigned their valuable personnel, they are

From the Japanese company, Assistant to the President, Director of marketing, Assistant
Director of financial management department,
From the United States Company, Top Purchasing Manager, the Co-Director of the

companys information systems group, the former CEO (a consultant for the company)
From the South American company, Head of product design, Expert in automated systems
design for wood products, In charge of design and construction for the plant

They had been chosen because they were expected to ensure the opportunity to present their views
and help the group reach agreement on the issue discussed.
NORMS:
The term Norms is the informal rules and expectations that group establish to regulate the behavior
of their members. Norms only exist for behaviors that are important to the group. In the case the
group members shared their point of views and everyone listened to each other. Norms let them to
listen and understand each other suggestions. It influences members behavior with a minimum of
external controls.
STATUS
The term is a socially defined position or rank given to groups or group members by others. Even the
smallest group will develop roles, rights, and rituals to differentiate its members. In the case the
members of the group are from three different countries with different way of perception and rituals.
SIZE
Size of the group can make an effect but the effect depends on what dependent variables are being
viewed. Smaller groups are faster at completing tasks than larger ones, and individuals perform

better in smaller groups. However, in problem solving, large groups consistently get better marks
than their smaller counterparts. In the case, there are nine people in the group. The group is not small
but not that big also. However, it has enough members to solve problems and make decision for the
improvement of the product line.
COHESIVENESS
The term cohesiveness involves the degree of attraction people feel toward the team and their
motivation to remain members. Cohesiveness affects group productivity. Several factor influence
team cohesiveness, such as; member similarity, team size, member interaction, difficult entry, team
success and external competition or challenge. Studies consistently show that the relationship
between cohesiveness and productivity depends on the groups performance-related norms.

.
In the case, the group is under the Moderate Productivity because the members were in high Norms
but less cohesive; they are not motivated enough to contribute their productivity rather then they are
interested to finish the meeting as soon as possible without giving importance to the purpose of the
meeting.