ABSTRACT
This chapter aims to introduce perspectives on what it means to work together, introduce 'group process', introduce the notion of group identity, and presents the differentiate the management task of managing groups from that of individuals. The real problem is that we organise people into groups, call them teams, but do not look to see if they are actually behaving like groups or teams. Hospitality tasks are individual and group at the same time, and, in a sense, all the issues surrounding the distribution of tips crystallise this conundrum. Normative behaviour and cohesiveness are tangible outcomes of group formation, but there is another such outcome. There are four principal components of group process: conformity to 'norms'; cohesiveness in performance; successful image; and attachment. To be productive, the group must be cohesive and to be that it must be successful in achieving its norms, all of which depends on the maintenance of attachment. To understand group identity one must start from self-identity.
