There are several theories on why groups develop. The classic theory, developed by George Homans, advocates that group development is based on activities, interactions, and feelings. What it means is when individuals share common activities; they will have more interaction and will develop attitudes which could be positive or negative toward each other. The major element in this theory is what kinds of interaction are shared by the individuals involved in the group.

Social exchange theory offers an alternative explanation for group development. According to this theory, individuals form relationships based on the implied expectation of mutually beneficial exchanges based on trust and felt obligation towards each other. Thus, an insight that in relationships exchange of thoughts and ideas is positive and essential if individuals are to be attracted to and affiliate with a group.

Social identity theory suggests that individuals get a sense of identity and self-esteem based upon their membership in outstanding groups. The nature of the group may be demographically based, culturally suitable, or organizationally based. Individuals are motivated to belong to and contribute to identical as their character groups because of the sense of belongingness and self-worth membership in the group imparts.

Do you know that the study of group dynamics is dated back to 1960s by Bruce Tuckman. He said that groups do not usually perform at maximum effectiveness when they are first established. They come across several stages of development as they struggle to become productive and effectual. Often, groups experience similar developmental stages while they encounter conflicts and resolutions. According to Tuckman’s theory, there are five stages of group development: forming, storming, norming, performing, and adjourning. During these stages group members go through lot of pains as they need to address several issues and the way in which these issues are resolved decides whether the group will succeed in accomplishing its tasks or the group will break up.

Forming: This is the first stage. In this stage lot groups form temporarily; this stage is characterized by some puzzlement and lot of uncertainty. The group is not sure about their major goals. Leadership matters here a lot. Thus, forming is a direction period when members get to know one another and share expectations about the group. Members learn the purpose of the group as well as the rules to be followed. If the forming stage is rushed trust and openness cannot be developed. Individuals are often confused during this stage because roles are not clear and leadership matters to bring in a feeling of settlement. If the group is formed on basis of weak leadership, the group is far from being formed.

Storming: This stage is called storming because in this stage, the group is likely to see the highest level of incongruity and conflicts. Members in the group challenge group goals and struggle for power. Individuals often compete for the leadership position during this stage of development. This can be a positive experience for all groups if members can get organized through resolution. Members often voice concern and criticism in this stage. If members are not able to determine the conflict, then the group will often split up or continue in existence but will remain unproductive and never advance to the further stages.

Norming: This stage is categorized by the identification of individual differences and shared expectations. If in this stage the group members begin to develop a feeling of group unity and identity the group’s existence strengthens. They experience cooperative efforts which begin to yield results. In this stage usually responsibilities are divided among members and the group decides on evaluating progress. Roles and responsibilities are passed on to members in the group in norming stage.

Performance: Performance of group occurs when the group matures and attains a feeling of cohesiveness. During this stage of development, individuals accept one another and conflicts are resolved through group discussions. Members of the group make decisions through a sensible process that is focused on relevant goals rather than emotional issues.

Adjourning: This stage is not is not experienced by all groups, because it is characterized by the performance discharged by the group. Some groups stay relatively permanent. There are reasons why groups disband; they differ from group to group. Some common reasons are the achievement of the tasks or individuals deciding to go their own ways. Members of the group often experience feelings of conclusion and sorrow as they prepare to leave the group. The reasons could be rational or irrational.

We human beings don’t always make the right decisions because our rational judgment is influenced not only by our infatuations and emotions but we all have built-in biases and some other feelings as conceit, egos and illogical dogmas. We don’t understand sometimes why we behave in a fashion or why we take wrong decisions. One big factor affecting the quality of decisions is whether a decision involves a group.

Group dynamics can lead otherwise sensible individuals to agree or disagree decisions they might not come to on their own. At times the effects are positive, as when some group members help others overcome discrimination. But the dynamics of a group often have negative consequences. Since most organizations   rely on collective decision making in some contexts, managers must to be on the lookout for group biases and their undesirable results. There are again some common manifestations of the group effectiveness. Such as conformity – many people go along with the group regardless of what they themselves might think as individuals. Then comes group polarization – it’s a phenomenon which shows that deliberation can intensify people’s attitudes, leading to more extreme decisions. A study in US federal courts showed that judges working alone took a relatively extreme course of action only 30% of the time. When they were working in groups of three, this figure more than doubled, to 65%.

It has been observed that it is an elating feeling when like minded people come together in a group. It is an exhilarating to see when a team of dedicated people meet to discuss and decide a course of action which benefits each member in the group. If a group is given freedom to choose whom and whom not it can have in its team, positive performance can be observed. It is always gratifying to have likeminded people to form groups. They work together, though each of them coming from different backgrounds and levels of experience, but each with the same intellectual capacity to problem-solving and eventually come up with well executed outcomes. People with similar points of view can supplement and substantiate the perspectives which help in achieving organizations goals and objectives.

I like Margaret Mead’s quote “Never doubt that a small group of thoughtful committed citizens can change the world; indeed it’s the only thing that ever has” this sums what group dynamics is all about beautifully.

A well-written and well documented performance appraisal is of great importance in all organizations, no matter what type of business it is in. Employee appraisal can serve as a platform for employees to bring forth questions and concerns. This can help increase employee perseverance, creativity, and job satisfaction. Reviews allow the organizations to evaluate employees for increased responsibilities and future promotions. The PA acts as a road map for both organization and its employees.

PAs help organizations with useful information such as employee’s skill, knowledge, capability their knowledge up gradation, attitude, aptitude, health changes if any etc. In fact PA helps to improve the communication system of the organization and to review the potentiality of employees so that their future capability is anticipated. It helps in setting marketing and sales goals, operational goals, outsourcing function, infrastructural capability, R&D etc.

Rank and Yank is a term used to describe a process by which a company ranks its employees against each other, and terminates the employment of the people at the lowest end of the ranking (that’s the yank). The term probably came into being to describe the process used at General Electric (GE), and is associated with former CEO Jack Welch. In his view, the real term was “differentiation.” He looked at appraisals for building great thorough consistency, transparency and openness. Welch has written that “It’s about aligning performance with the organization’s mission and values. It’s about making sure that all employees know where they stand.” What happens to the yanks? According to Welch, the employees at bottom line 10% employees (the poor performers) will never feel let down, when PAs are done on regular intervals and are transparent.

A transparent, ethical PA system is never demoralizing or inhuman. What’s inhumane is failing to make the organization’s standards and values clear and transparent and letting people know where they stand. According to Welch, managers owe frankness and sincerity to their subordinates; they must never create environment in which the subordinates keep guessing about what the organization thinks of them. Employees must know exactly what organization feels about them.

During the hiring process, recruiters and hiring managers must tell employees when and how they will receive performance appraisals. Employees trust employers to follow throughout all promises; from paying employees on time, to giving employees holidays, enhancing career, and timely evaluation of their performance. Therefore, conducting systematic and timely performance appraisals is an important consideration when it comes to placing value on the company’s human capital.

Following are some specific tips for drafting better performance evaluations:

• Be specific and avoid generalization: Phrases such as ‘maintain time limit’, ‘work harder,’ ‘increase production’ are not specific. They create ambiguity in minds of employees. Be specific by mentioning exactness. Such as ‘increase sales by 20% in the next three months,’ ‘you need to work from 9am to 5 pm,’ these are measurable objectives, and assist both the employee and employer.
• Focus on what you want the employee to do, not what you want him/her to be: A performance evaluation is not about finding flaws in an employee’s personality or discussing only weaknesses. You cannot change the employee’s basic personality traits in a performance evaluation. Managers must objectively state exactly what is expected out of the employee.
• Use real details: Use the correct and full name of the employee, his joining date, cadre, salary, exact designation, detailed duties, family background etc. Be specific.  Be clear about his Key Result Areas (KRA) what is expected from the employee and the date it is expected. For documenting performance issues, get as detailed as possible instead of merely using phrases such as ‘is a trouble maker’ instead, document incidents where the employee’s attitude was inappropriate, stating the date, place, incident, witnesses, behavior(s), and the unfavorable effect of the employee’s conduct on those around him, as well as the specific organizational policies and procedures to be used when employee’s behavior is violated.
• Set only a limited number of objectives: The employee needs to be able to do the work; people can’t achieve an objective that is not within their scope of influence or current capability. The employee must have the tools, resources, and access required to get the work done. Expectations must be well defined, and the employee must have sufficient time and assistance to meet milestones. Remember, more than seven objectives are excessive.
• Appraisal biases: should be avoided as far as possible. In performance appraisal halo bias is termed as Matthew Effect. It is said to occur where employees tend to keep receiving the same appraisal results, year in and year out judged or based on an early performance evaluation. If an employee did well on the early evaluation, he will be more trusted than other employees and all of his work will be seen in a favorable light. If he did poorly, he will have a very hard time earning trust or a positive evaluation from his boss. Their appraisal results tend to become self-fulfilling: if they have done well, they will continue to do well; if they have done poorly, they will continue to do poorly. The Matthew Effect suggests that no matter how hard an employee strives, their past appraisal records will prejudice their future attempts to improve.

Often organizations overlook importance of timely performance appraisal, though it is  powerful for enhancing employee satisfaction and retention. The timely and accurate performance reviews are a key factor in retaining a satisfied and productive workforce. Feedback, whether positive or negative, can help employees understand the company’s expectations and perceptions and provides a pathway to improvement. Providing timely feedback lets good employees know you appreciate their accomplishments. While identifying what an employee can or needs to do better is a critical function of performance reviews, other equally critical yet often overlooked functions include showing the company’s appreciation for employees who are successful, showing passion and accountability for their work, and letting them know they are important to the success of the company.

Training and development is another area which can be used with help of PA. Training and development are used together to bring about the overall familiarization, improvement, and education of an organization’s employees.  In general, training programs have very specific and quantifiable goals, such as operating a particular piece of machinery, understanding a specific process, or performing certain procedures with great precision. On the other hand, developmental programs concentrate on broader skills that are applicable to a wider variety of situations, such as decision making, leadership skills, and goal setting.
Google schedules their performance reviews twice a year; major one at the end of the year and a smaller one mid-year. Each review consists of a self-assessment, a set of peer reviews, and if an employee is applying for a promotion, reasons for why he should be promoted to the next level.  Each review component is submitted via an online tool.  Around performance review time, it’s not exceptional to see many engineers taking a day or more just to write the reviews through the tool. In the self-assessment, the employee summarizes his major accomplishments and contributions since the last review. He is asked to describe his strengths and areas for improvement; the employee is expected to frame them with respect to the job expectations described in his career ladder.  For peer reviews, employees are expected to choose around 3-8 peers (fellow engineers, product managers, or others that can comment on their work) to write their peer reviews.  Often, managers assign additional individuals to write peer reviews for one of their reports, particularly newer or younger employees who may be less familiar with the process are chosen. Peers comment on an employee’s contribution in a project, on his strengths, and on areas for improvement.  If an employee applies for a promotion, the peer reviews become more relevant for considering his promotion.

An accurate performance reviews is critical because it helps exceptional employees being  rewarded with exceptional performance ratings and the benefits that go along with those ratings, while poor performers should be rated and rewarded accordingly. Employees talk among themselves and share information. It can be extremely demoralizing for a high-performing employee to learn that marginal or poor performers have received the same rating, pay raise, and other benefits.

Finally, change is constant in business; the PA system should also change accordingly.

Marathi theatre has always been regarded as one of the most culturally rich theatre traditions in the country. Right from the 18^th century the Marathi theatre has been present. It seems King Patwardhan of Sangli requested novelist Vishnu Bhave to write an evocative play for entertaining his guests and Bhave wrote ‘Sita Swayamvar’ which was performed on November 5, 1843, in that princely state. It was inspired by Karnataka’s folk theatre form of Yakshagana.

The Marathi stage has evolved in Bombay (now Mumbai) because this city has always been a business city; it had the infrastructure and money which helped the formal performers to grow. Because of the majority Maharashtrian workers community in the city who lived in the chawls the free time was used to practice dramas, keertans, pravachans and powadas. The artists used to practice in whatever space was available to them; sometimes varandahs, staircases and the open grounds. Lavanis such as “Mumbai Nagari Badi Banka, Jashi Ravanachi dusari Lanka” by Patthe Bapurao and Annabhau Sathe’s “Mazi Mumbai, Arthat Muumbai Konachi” were super duper hits those days. People flocked to the theatres to watch these lavanis.

Maharashtra has had long theatrical tradition, one of its early references is found in cave inscriptions at Nashik. Marathi theatre started flourishing in the middle of the 19th century. It includes forms like Sangeet Natak (Musical drama), Tamasha (folk dance), Ekpatri prayog etc. It continues to have a marked presence in the State of Maharashtra. Marhathi theatre is not famous outside Maharashtra; maybe because Marathi as a language is quite difficult and a lot of stress is laid on the richness of the language by the writers; the gamut of Marathi dramas ranges from humorous social plays, farces, historical plays, musical, to experimental plays and serious drama. We have seen the likes of Annabhau Kirloskar, P. L. Deshpande, Vijay Tendulkar, and Mahesh Elkunchwar, Bhalaji Pendharkar, Raja Paranjape, Annabhu Sathe, Vinda Karandikar, Arun Sadhu, P. K. Atre, Daya Pawar etc who were known and are known even today for their par excellence.  But, there is one big problem in staging a drama and continuing it for long time. We find Marathi dramas live a short life span, though some of them have great content. They are forgotten easily. Perhaps it is because Maharashtra faces multiculturalism and therefore the Marathi theatre takes a backset. Most importantly, Marathi theatre faces many political and social undercurrents. There is a sea change in terms of quality and context which are changing like never before. The conditions today cannot be compared to the previous decade.

Marathi Theatre can be described as never-ending energy; live moments, live interaction, superb dialogues, and great backdrops of stage, superb background music scores, and a strong tradition of 150 years which can never die. Besides, Marathi dramas are sharp, witty and very rich in content. They make you think even hours after you’ve watched a show. Marathi theatre is evolving with newer ideas, newer concepts and much more experiments. The new breed of directors is experimenting with forms of theatre. No other place in India has so much of ‘commercial theatre’ like that in Maharashtra. If you have three movie shows in Plaza, the theatre bang opposite to it, Shivaji Mandir, has three shows of plays on the same day.

The various genres of Marathi scripts are also a reason for people to watch plays. Comedy, serious depiction of the society, political satires, musicals, romantic, tragedy, rags to riches stories and mission – it has it all. Marathi theatre fascinates its viewers with its large variety.

The cultural connection of Mumbai and Pune with its regional theatre shows that the stage is not dying, it is experimenting and it has long way to go. It has managed to carve a special niche and that’s reason enough to say that there’s plenty of hope for the art in the state of Maharashtra.

Both cinema and drama are based on story. Both drama and cinema depend primarily on performers who resent and communicate the story to the audience. A stage play or a screenplay is like reading a novel. Dramas are livelier and thrilling as you see the actor’s performance right in front. The audience can clap and applaud the actors on the stage. The actors also in response give their best dialogue delivery, voice modulation, gestures thus bringing in more energy in the theater. Drama is on the spot. There are not takes and retakes; it delivers effect on the spot therefore it connects with the viewers more honestly. Drama is more difficult for an actor.

Both drama and cinema share certain common features; they both use sets, props, costumes, music and other sound effects. Communication is the essence in both drama and cinema. Even in the silent era, films relied heavily on human speech that was understood through contextual instinct; a combination of gesture, facial expression, and lip reading; and inserts of printed, projected text. If a drama is dull or boring viewers crate a commotion whereas if a cinema is boring they simply walk out of the theatre. Bothe cinema and drama have their fan following. Everybody cannot enjoy drama; an audience that has been raised on films, do not enjoy dramas.

Marathi theatre has come a long way. While Gujarati, Hindi or English theatre is ‘merely weekend theatre’, catering to the thinking and upper class, Marathi theatre is all about the masses mainly because of the way it gets people to relate to the script. Mumbai and Pune are hubs of Marathi plays. In Mumbai and Pune, there are these niche classes of people who usually do not miss watching a play every week. Mumbai is the economic capital and Pune is the cultural capital of Maharashtra state. There are at least 15-20 theatres in Mumbai which host only Marathi plays right from Prabhadevi to Thane: Rabindra Natya Mandir, Shivaji Natya Mandir, Ranga Sharda, Dinanath, Gadkari Rangayatan and many more theatres are witness to the love Mumbaikars have for this art form. And in Pune: Bal Gandharva Rang Mandir, Tilak Smarak Mandir, Bharat Natya Mandir, Sudarshan Hall, Moreshwar Hall, Yashwantrao Chavan Natya Mandir etc are famous for Mrathi drama lovers. Mumbai and Pune showcase the love for performing art relatively much more, compared to other cities like Bangalore or New Delhi which relatively have fewer auditoriums.

The amount of theatre that is being done on the commercial as well as parallel stage in Marathi cannot be compared to any other regional theatre today. It is facing some technical, political and financial problems today, which I am sure, will be sorted out sooner or later. The Marathi theatre scene is the most happening in the whole of India.