Advantages of Groups Decision Making: Some of the advantages that group decisions have over individual decisions are

described as follows: 1. Since group members have different specialties, they tend to provide more information and knowledge. Also, the information tends to be more comprehensive in nature and the groups can generate a greater number of alternatives. There is often truth to the axiom that two heads are better than one. 2. Implementation of the decision is more effective since the people who are going to implement the decision, either participated in the group themselves or had their representatives in it. This also increases the commitment of the people to see the implementation to success. It is important that the decision be accepted by all, because even a low quality decision that has acceptance can be more effective than a higher quality decision that lacks general acceptance. 3. The input from a larger number of people eliminates the biases that are generally introduced due to individual decision making. It also reduces the unreliability of individual decisions. 4. The participative style of decision making process builds up foundations as a training ground for subordinates who develop the skills of objective analysis of information and deriving of conclusions. 5. The group decision making is more democratic in nature, while individual decision making is perceived to be more autocratic in nature. The democratic

processes are more easily acceptable and are consistent with the democratic ideals of our society. Disadvantages of Group Decision Making: There are certain drawbacks in group decision making also. The group processes can negatively affect performance in a variety of ways. 1. The process is highly time consuming in terms of assembling the right group and usually a group takes more time in reaching a consensus since there are too many opinions to be taken into consideration. The time problem increases with the group size. Accordingly, the urgency of arriving at a decision must be considered when group decision making style is selected. 2. Many times, the participants in group decision making have their own axes to grind or their own interests to protect. These self- centered interests lead to personality conflicts that may create interpersonal obstacles which may diminish the efficiency of the process as well as the quality of the decision. 3. Some members may simply agree with the others for the sake of agreement since there are social pressures to conform and not to be the odd-man out. Thus the desire to be a good group member tends to silence disagreement and favours consensus. The social pressures can be very strong inducing people to change their attitudes, perceptions and behaviours.

4. The group members may exhibit focus effect. This means that the group may focus on one or few suggested alternatives and spend all the time in evaluating these and may never come up with other ideas, thus limiting the choices. 5. The decisions made by the group may not always be in accord with the goals and objectives of the organizations. This is especially true when the goals of the group and those of individuals do not reinforce each other. This will result in decisions that may be detrimental to organizational benefits. 6. The groups may shift either towards more risk taking or towards less risk taking and either of the shifts may be undesirable. Generally speaking, problems suitable for group decision making involve some degree of risk or uncertainty. But to take excessive risk is as bad as taking no risk at all. Studies conducted by Stoner showed that groups tend to shift towards riskier decisions. This way, if the decision turns out to be a bad one, the responsibility for it will not be traceable to any particular individual in the group.

Explain the factors influencing group cohesiveness? A cohesive group is one in which members act toward an agreed goal in which everyone assumes a position of responsibility with respect to its achievement. The level of cohesiveness varies significantly among informal groups. Several factors determine group cohesiveness. They are following: Status of the GroupOther things remaining same, people generally feel loyal towards a high status group than towards a low status group. They are more conscious to confirm to the norms of the group from which they want to escape. It should be noted that a high status group receives greater loyalty from its members, which in turn makes the group even stronger and more likely to gain increased status.

Size of the groupThe effective group is relatively small. Small groups are closer knit than large ones. When the group is small its members have constant face to face contacts. So it is easier to have close relationship with all the members of a small group than with all the members of a large one. Nature of the GroupHeterogeneous groups (whose members have different interest and backgrounds) are often less effective in promoting their own interests than groups whose members are more homogeneous. Homogeneous groups whose members are alike on such factors as age, education, status, experience, background, etc. do better when the task or goal requires mutual cooperation and conflict, free behaviour. Communication- Groups whose members are located close together and can interact frequently and easily, are likely to be more cohesive and effective than those at a greater distance. Such groups tend to develop their own language and symbols and codes to communicate with group members. Even scattered groups, like maintenance crews may become tightly knitted if the technology of work requires or permits them to interact frequently with one another. In fact, one of the determinants of group cohesion is the speed with which messages can be transmitted through the group. Location of the groupLocation of the group plays an important role in enhancing cohesiveness. Isolation from other groups of workers tends to build high cohesiveness. Where there is no dividing line between one group and another. Cohesion is more difficult to achieve because a chain of interactions develops with little group solidarity. Where members of a group are located close together and are in isolation from other groups, they will develop greater cohesiveness because of constant face to face interaction. AutonomyLike individual, the groups of individuals may have dependent or independent function to other groups and, thus, will have different structure. When each member of a group has independent and different activities, then the cohesiveness among members of the group will be less as compared to group whose members are doing the operations which arc dependent upon each other. Leadership StyleThe different styles of leadership influence the group cohesiveness differently. An effective leader keeps the members of the group more close by helping them satisfy their social needs.

Management BehaviourThe behaviour of management has a direct influence on the degree of cohesion that exists within a group. By creating competition among employees and by constantly comparing one employee with another, a manager may make close relating difficult. A manager can also build solidarity by rewarding cooperative behaviour. He can utilise the group cohesiveness for achieving the goals of the enterprise if he can provide them good leadership. Outside Pressure Groups provide security for the individual members from pressure from other groups. This is because group members work together when they are threatened by a common danger, e.g., group of employees may forget their personnel differences and also ranks against a new supervisor who is regarded as a threat to the group. It may also happen that the group is unable to bear the excessive pressure and cohesiveness cannot be created to withstand the pressure from outside.

.2. What is group cohesiveness? Also describe the factors influencing cohesiveness. Group Cohesiveness The termcohesiveness implies solidarity. Group cohesiveness may be characterized by the situation in which all members of the group work together to achieve a common goal or where every one takes responsibility to work for the group goals. Groups cohesiveness may be described as the force, which keeps the members of the group together. The main aim of the groups is to satisfy its members needs. The more needs are satisfies, the more attractive it becomes for the members of the group. Cohesion is essential not only for the existence of the group but also for the achievement of the groups objective. If group cohesion is high, the interaction between members will high. Cohesiveness has a direct bearing on group behaviour. The greater the group cohesiveness, the greater will be its influence on the members behaviour. A cohesive group is able to act as one body to achieve its goals. In a cohesiveness group, group members are apt to conform to group norms. Conformity to group norms is essential for the effective functioning of the group. Thus, conformity and

cohesiveness are interrelated and are reinforcing factors. According to Shaw, members of highly cohesive groups are more energetic in group activities, are less likely to be absent from group meetings and are happy when the group succeeds and sad when it fails, where as members are not dedicated to the group and its purposes their loyalty and support are mediocre or variable. Factors Influencing Cohesiveness There are several forces that bring cohesion in the group: 1. Degree of Dependency on the Group Members join the group because it satisfies certain needs. The more highly dependent a person is on the group for his need satisfaction the greater will be the group attractiveness and consequently greater is its cohesiveness. 2. Size of the Group Size of the affects interaction among group members in inverse direction and also affects group cohesiveness. The larger the group size, the lesser the cohesiveness, due to problems of interaction among members of the groups, lack of appreciation of each others problem. Difficulty arises is achieving the common goals if the group. It is one of the reasons why informal group are smaller in size. 3. Homogeneity and Stable Membership Groups whose members have diverse interests and different and also affects group cohesiveness. The larger the group size the lesser the cohesiveness due to problems of interaction among members of the group, lack of appreciation of each others problems Difficulty arises in achieving the common goals if the group is large. Hence the entire group dynamics revolves round the small group. It is one of the reasons why informal group are smaller in size. 4. Inter and Intra Group Competition Competition among groups (inter-group) and competition among members of the groups (intro-group) have different effects on group get united and the group sets solidified. The solidarity continues among members of the winning group whereas

the losing group gets weakend. Success resulting from inter-group competition increases cohesion further. The member of the losing group, if they have no hope of revival of prestige of the group, gradually leaves the group. The picture is different when competition is among the members within the group. If the rivalry is healthy, members stand to gain. But, generally, intra-group rivalry among members takes the form of jealousy that results in the weakening to group cohesiveness. There may be three possible causes of intra group competition:

When members or sub-groups within the group adopt different methods to accomplish the same goal When there are differences regarding the goal or goals of the group among members When goals of individual members clash with group goals.

5. Outside Pressure When there is outside pressure or threat to group survival, the group members sink all their differences and join hands together to meet the challenges to the group. Hence, outside pressure or threat is a cementing force and increase group cohesiveness. 6. Customs and Traditions If members share the same customs and traditions, they become familiar with one another in no time and also they are benefited from one another knowledge and experience. This commonness prevents the entry of any other person who does not follow the same traditions. This develops a feeling among members that they are distinct from others. This increases interpersonal relationships among members. 7. Location People who work at the same geographical location tend to be close to one another and have numerous opportunities to interact and exchange ideas, resulting in cohesiveness of the group. But groups are not cohesive when their members do not work within the same geographical limits.

- See more at: http://www.guesspapers.net/2734/groupcohesiveness/#sthash.FTe60F73.dpuf 5 advantages of group decision making: 1. Greater knowledge: because of the number of people involved, each with differing experience, knowledge, points of view and values, a larger number and variety of ideas for solving a problem can be produced. 2. Greater skills: Even the best qualified individual cannot have all of the skills to reach a complex goal. Some people excel at coming up with the ideas while others focus on plans, numbers and figures. The key advantage is that when a team works together, it has a huge range of skills available that it can utilize to deliver extraordinary results. 3. Creative approach: commonly people tend to be conservative and rational in dailydecision making. However, most of crucial decisions require breakthrough in traditionalism. Group always provides stimulus to the imagination, encouraging individuals to explore ideas they would not otherwise consider. 4. Shared responsibility: makes individuals more willing to take risks. The discussion of different points of view also helps the group to be more realistic in assessing the risks associated with particular courses of action. 5. Higher commitment: individuals who have contributed to finding a solution feel a greater commitment to its successful implementation. 5 weak points of group decision making: 1. Conformity: there is a strong tendency for individuals in a group to want to conform to the consensus. This can be due to a variety of reasons, including the need to feel valued or respected. The comparative status of the participating individuals also has an important influence. Senior members often want to maintain their image of being knowledgeable, while junior members want to avoid appearing the inexperienced 'upstart'. 2. Dominance: often a group has a strong personality, a leader with higher status or better oratorical skills. Such an individual may suppress other team members, ignore opinions and ideas that fairly correspond to his or her points of view. 3. Less recognition: identifying who really did his/her best is difficult to do as it is a collaborative effort thus less chance for recognition or promotion. 4. Time consumption: group problem solving is a relatively slow process compared with working alone. It requires individuals to come together at an

agreed time, usually for about one hour, and this can cause organizational problems as well as impatience amongst participants to 'get it over with' as quickly as possible. 5. Groupthink effects (Irving Janis): groupthink effect occurs when group members have an over-estimated belief in a group power. Most common symptoms involve: having an illusion of invulnerability, rationalizing poor decisions, believing in the group's morality, sharing stereotypes which guide the decision, exercising direct pressure on others, not expressing true feelings, maintaining an illusion of unanimity, using mindguards to protect the group from negative information.