Individual behavior in groups and teams

Formal groups:

Formal groups are chosen by the structure for the purpose that the structure has decided with the workers than structure choose too

Informal groups:

Informal groups are built in total independence, it does not need any organization to be self-sufficient.

Roles in groups:

Each person has several roles in his life (employees, father, husband, etc…). Sometimes an individual who has to play many roles can get lost between all these roles. Some roles may even conflict with each other. Each individual has his or her own conception of the role he or she wants to play. It’s role perception. But there is always a gap between perception and reality. A psychological contract, unofficial, is made between the different parties. Managers have expectations of the work provided by the employee and vice versa. The employee has expectations about the people who supervise him/her. Due to the many roles that everyone has to play, there may be conflicts between roles. This is often due to conflicting objectives depending on the roles. 


These are social behaviours shared by the whole group. Sometimes norms lead to errors because it is very difficult for a group member to contradict the general opinion of the same group. It is often easier and more appropriate to comply with the group’s opinion. It takes a huge amount of strength of character to oppose the general opinion. It is often best to comply with the group’s norms so that it can continue to function properly. Norms are different in different cultures. For example, a group from a collectivist society will not behave in the same way as another group from an individualist society.


In a formal group, status is essential for an organized and efficient work. Everyone has their own job, and not going to the field of others greatly improves overall productivity. 

People with high status greatly improve general works They tend to have a more independent mind and not be influenced in their decision-making. However, this does not mean creating only high status groups because they can walk on top of each other and less conform to group work. It is important that there is a hierarchy because it allows control over the work but also over the behaviour of employees 


The size of the groups is a very important factor. Indeed, larger the group are, more technical it will be to command it in a good working direction. In addition there is a perverse effect to large working groups. It is called social loafing, it is the fact of lowering your productivity and your desire to work in proportion to the number of people in the work group. Indeed it is easier to hide and avoid working in the middle of 200 people rather than 5 people. It is a speciality in individualistic societies.


Cohesiveness is a determining factor in the success of a group. Indeed, groups with high cohesiveness will have a better productivity than groups that lack it. In general, the group will be healthier and will be better off with high cohesiveness. This is how the groups are united, without links the group does not enjoy spending time together, improves team spirit and reinforces the desire to do better than other competing groups. 


Diversity is very often a real advantage. However, if there is not a voluntary effort by the group to accept and use this diversity, it can be a brake. Teams that are able to appreciate and constructively use typological differences are likely to have fewer conflicts or

more constructive conflicts Information and different opinions circulate freely. Feelings of trust, security, belonging to the group.

My opinion:

For me it is cohesiveness that is the factor that makes a good group pass from normal group to an excellent group. Without this characteristic it is hard to seal a group. And when a group is motivated and united, it will perform better in key moments. Whether in a moment of exhilaration or a moment of strong pressure thanks to cohesiveness, then the group will overcome the challenges more easily. 

The best examples are sports teams. Many teams have accumulated extremely talented individuals without succeeding. While a group that is united and works together, at long term it will deliver better quality work. The desire to do well for the team will be stronger than individualism.