The storming stage of group development is marked by conflict and disagreement.

A role refers to the behaviours that accompany a particular function, or position, within a group.

The term team means the same as group but in an organizational context.

High performance teams are committed to the common purpose and display appropriate work performance

Belbin argues that there are nine team roles which contribute to the performance of any group.

Informal groups which work against the interests of management are sometimes called a shadow organisation.

Minimal group paradigm refers to situations where there are few groups working within a company, because the management style is autocratic.

Team cohesiveness does not necessarily lead to higher team productivity.

Generally speaking, for complex problems with low task interdependence between members, the all channel pattern of communication works best.

Likert suggested that organizations should be considered as a collection of groups, which he called the linking pin model.

Social loafing refers to situations in which individuals spend most of their time at work socializing.

The formation of informal groups in an organization is encouraged by managers, because they know that the formal procedures and work practices cannot meet all customer needs.

Feldman suggests that groups will adopt a satisficing approach to the regulation of group behaviour, when group survival is at risk

Taskwork is an idea that describes how a group goes about the tasks to be achieved.

Enacted role refers to what the individual actually does, in fulfilling their role responsibilities.