Definitions of Group
A group is a collection of individuals who interact, share common interests, or work in proximity—but unlike teams, they may lack shared goals or structured collaboration.
From classic social psychology to modern organizational theory, understanding groups helps explain workplace dynamics, decision-making, and informal networks.
This article compiles 25 authoritative definitions from management scholars, psychologists, and business leaders—revealing how groups:
- Form through social cohesion or task requirements
- Influence individual behavior through norms and identity
- Differ from teams in purpose and interdependence
Whether studying workplace cliques, project committees, or virtual communities, these definitions illuminate why groups matter in organizational success.
So, let’s look at the 25 foundational definitions of groups in management:
1.1 Kurt Lewin (Group Dynamics) – “A group is more than the sum of its parts—it’s a dynamic system where interactions create shared social forces.”
2. Elton Mayo (Hawthorne Studies) – “Groups form organically through shared work conditions, developing informal norms that shape productivity.”
3. George Homans – “A group emerges when people interact frequently, share common goals, and develop collective identity.”
4. Bruce Tuckman – “Groups evolve through stages: forming, storming, norming, and performing—but may never reach true teamwork.”
5. Solomon Asch (Conformity Studies) – “Groups exert peer pressure, often overriding individual judgment to maintain consensus.”
6. Irving Janis (Groupthink) – “Highly cohesive groups may prioritize harmony over critical thinking, leading to flawed decisions.”
7. Daniel Katz & Robert Kahn – “Organizational groups are subsystems that influence—and are influenced by—broader systems.”
8. Richard Hackman – “Unlike teams, task groups lack shared accountability; coordination is often manager-led.”
9. Edgar Schein – “Groups develop unique cultures—unwritten rules that govern behavior and inclusion.”
10. Philip Zimbardo (Stanford Prison Experiment) – “Group identity can override individual morality when roles and power are assigned.”
11. Henri Tajfel (Social Identity Theory) – “People derive self-esteem from group membership, creating in-group/out-group biases.”
12. Dorwin Cartwright & Alvin Zander – “Groups exist to fulfill needs: task completion, social belonging, or identity reinforcement.”
13. Rensis Likert – “Effective organizations balance formal work groups with supportive informal networks.”
14. Mary Parker Follett – “Constructive conflict in groups sparks innovation when managed integratively.”
15. Max Weber – “Bureaucratic groups rely on rules and hierarchy rather than interpersonal bonds.”
16. Chester Barnard – “Informal groups fill gaps left by formal structures, enabling organizational survival.”
17. Stanley Milgram (Obedience Studies) – “Groups legitimize authority, influencing individuals to act against personal ethics.”
18. Amy Edmondson – “Learning groups thrive when psychological safety enables open dialogue.”
19. Douglas McGregor – “Manager assumptions (Theory X/Y) shape whether groups resist or embrace goals.”
Read More: Definitions of Teams
20. Morton Deutsch (Cooperation Theory) – “Group outcomes depend on perceived interdependence: competitive vs. cooperative.”
21. William Schutz (FIRO Theory) – “Groups satisfy needs for inclusion, control, and affection—often unconsciously.”
22. Eric Berne (Transactional Analysis) – “Group interactions reflect parent-adult-child ego states, shaping communication.”
23. John Adair (Action-Centered Leadership) – “Effective group leadership balances task, team, and individual needs.”
24. Gary Yukl – “Reference groups (even outside organizations) shape employee attitudes and behaviors.”
Read More: OB Models
25. Google’s Project Aristotle – “Even loosely connected groups benefit from psychological safety and clear norms.”
In conclusion…
From Lewin’s “dynamic systems” to Google’s data-backed insights, these 25 definitions show groups as the invisible scaffolding of organizations—shaping culture, decisions, and power.
Unlike teams, they may lack shared goals but wield immense influence.
For leaders, understanding groups is key to harnessing their potential while mitigating risks like conformity and conflict.
Read Next: Definitions of Entrepreneurship
Sujan Chaudhary is an MBA graduate. He loves to share his business knowledge with the rest of the world. While not writing, he will be found reading and exploring the world.