GROUP DYNAMICS

CONCEPT AND GROUP FORMATION

 GROUP DYNAMICS: CONCEPT AND IMPORTANCE

• GROUP DYNAMICS DEALS WITH THE BEHAVIOUR AND ATTITUDES OF A GROUP. IT RELATES TO GROUP FORMATION,
ITS STRUCTURE AND PROCESSES THAT OPERATE DURING THEIR FUNCTIONING. THUS, IT IS A DYNAMIC CONCEPT AS
IT IS CONCERNED WITH THE INTERACTIONS AND FORCES OPERATING BETWEEN VARIOUS MEMBERS WHO
CONSTITUTE THE GROUP- IT IS ALWAYS MOVING, DOING SOMETHING, CHANGING, INTERACTING AND REACTING.
WHEN KURT LEWIN (1951) DESCRIBED THE WAY GROUPS AND INDIVIDUALS ACT AND REACT TO CHANGING
CIRCUMSTANCES, HE NAMED THESE PROCESSES GROUP DYNAMICS.
• A GROUP REFERS TO TWO OR MORE PEOPLE WHO COME TOGETHER TO ACHIEVE COMMON GOALS. MOST GROUPS
CREATE A STATE OF INTERDEPENDENCE, FOR MEMBERS’ OUTCOMES, ACTIONS, THOUGHTS, FEELINGS, AND
EXPERIENCES ARE DETERMINED IN PART BY OTHER MEMBERS OF THE GROUP (WAGEMAN, 2001).
• THE STUDY OF GROUP DYNAMICS IS ESSENTIAL AS ORGANISATIONS AND DEPARTMENTS ARE GROUP ENTITIES
WHERE ALL WORKERS OPERATE AS MEMBERS OF VARIOUS DEPARTMENTS WHO FURTHER NEED TO COORDINATE
WITH OTHER DEPARTMENTS OF THE ORGANIZATION. A CORRECT UNDERSTANDING OF GROUP DYNAMICS PERMITS
THE POSSIBILITY THAT DESIRABLE CONSEQUENCES FROM GROUPS CAN BE INTENTIONALLY ENHANCED.
TYPES OF GROUPS
 TYPES OF GROUPS (CONTD.)
• FORMAL GROUP
A DESIGNATED WORK GROUP DEFINED BY THE ORGANIZATION’S STRUCTURE.
• INFORMAL GROUP
A GROUP THAT IS NEITHER FORMALLY STRUCTURED NOW ORGANIZATIONALLY DETERMINED; APPEARS IN RESPONSE TO
THE NEED FOR SOCIAL CONTACT.
• COMMAND GROUP
A GROUP COMPOSED OF THE INDIVIDUALS WHO REPORT DIRECTLY TO A GIVEN MANAGER.
• TASK GROUP
THOSE WORKING TOGETHER TO COMPLETE A JOB OR TASK.
• INTEREST GROUP
THOSE WORKING TOGETHER TO ATTAIN A SPECIFIC OBJECTIVE WITH WHICH EACH IS CONCERNED.
• FRIENDSHIP GROUP
THOSE BROUGHT TOGETHER BECAUSE THEY SHARE ONE OR MORE COMMON CHARACTERISTICS.
INFORMAL GROUP VS. FORMAL GROUP
 WHY PEOPLE JOIN GROUPS

• SECURITY
• STATUS
• SELF-ESTEEM
• AFFILIATION
• POWER
• GOAL ACHIEVEMENT
 STAGES OF GROUP DEVELOPMENT

BRUCE TUCKMAN HAS DEVELOPED ONE OF THE MOST WELL-REFERENCED MODELS IN WHICH THERE
ARE FIVE CONSISTENT STAGES OF GROUP DEVELOPMENT:
• STAGE 1 – FORMING: FORMING THE GROUP; SETTING GROUND RULES; FINDING SIMILARITIES.
• STAGE 2 – STORMING: DEALING WITH ISSUES OF POWER AND CONTROL; SURFACING
DIFFERENCES.
• STAGE 3 – NORMING: MANAGING GROUP CONFLICT; FINDING GROUP NORMS; RESURFACING
SIMILARITIES.
• STAGE 4 – PERFORMING: FUNCTIONING AS AN EFFECTIVE GROUP AND ACHIEVING GOALS.
• STAGE 5 – ADJOURNING: MOVING OUT OF THE GROUP AFTER COMPLETION OF TASK.
 TYPICAL BEHAVIOURS AT EACH STAGE
• STAGE 1 – FORMING
TYPICAL BEHAVIORS:
• - THE POLITE STAGE; FOCUS ON GETTING ACQUAINTED AND FEELING COMFORTABLE.
• - CONFLICT IS LOW, SUPPRESSED; NEED FOR APPROVAL HIGH.
• - VERBAL MEMBERS TEND TO DOMINATE.
• - ABILITY TO ACCOMPLISH GROUP TASKS AND STAY FOCUSED IS LOW.
• - LITTLE LISTENING; HIGH DISTORTION OF WHAT IS HEARD.
• - WATCHFUL; GUARDED; PERSONAL FEELINGS KEPT HIDDEN.
• - MUCH GIVING OF/ASKING FOR INFORMATION AND DATA.
• - SOME INCLUSION/EXCLUSION ISSUES WITH “NEW” AND “OLD” GROUP MEMBERS.
 TYPICAL BEHAVIOURS AT EACH STAGE (CONTD.)
• STAGE 2 - STORMING
TYPICAL BEHAVIORS:
– SUBGROUPS AND INDIVIDUALS ATTEMPT TO INFLUENCE IDEAS, VALUES, AND OPINIONS.
– COMPETITION FOR ATTENTION, RECOGNITION, AND INFLUENCE.
– PEOPLE CONFRONT EACH OTHER; INTERPERSONAL CONFLICT.
– POLARIZATION; LACK OF SHARED VISION.
– MEMBERS MAY OPT OUT AND/OR CLIQUES/ALLIANCES FORM.
– UNSOLICITED COMMENTS; OPINIONS.
– SENSE OF FEELING STRUCK; FRUSTRATED.
– QUICK FIX: ADDRESS SYMPTOMS, SKIRT PROBLEMS.
– POWER INEQUITIES, STRUGGLE AS MEMBERS “JOCKEY FOR POSITION.”
 TYPICAL BEHAVIOURS AT EACH STAGE (CONTD.)
• STAGE 3 – NORMING
TYPICAL BEHAVIORS:
• AUTHORITY/LEADERSHIP ISSUES DISCUSSED AND RESOLVED.
• ISSUES, NOT PEOPLE, CONFRONTED.
• COHESION AMONG GROUP MEMBERS BEGINS; SUBGROUPS DISAPPEAR.
• MEMBERS ACTIVELY LISTEN TO EACH OTHER.
• APPRECIATION AND ACCEPTANCE OF ALTERNATIVE POINTS OF VIEW.
• QUIET PEOPLE NOW CONTRIBUTING MORE IN THE GROUP.
• VALUES AND ASSUMPTIONS BEGIN TO GET DISCOVERED AND DISCUSSED.
• RELEVANT QUESTIONS ARE ASKED.
• INDIVIDUALS MOVE BEYOND BLAME TO RESPONSIBILITY.
 TYPICAL BEHAVIOURS AT EACH STAGE (CONTD.)
• STAGE 4 – PERFORMING
TYPICAL BEHAVIORS:
- MEMBERS TRY NEW BEHAVIORS AND ACCEPT NEW IDEAS.
- PROBLEMS AND DIFFICULT ISSUES ARE DEALT WITH, HANDLED CREATIVELY.
- DIVERSITY IS AFFIRMED AND WELCOMED.
- MEMBER RESOURCEFULNESS IS UTILIZED TO ENERGIZE EACH OTHER.
- DECISION-MAKING PROCESS TO BE USED IS UNDERSTOOD.
- FREQUENT REVIEW OF PROCESS ISSUES.
- OUTSIDE HELP/RESOURCES WELCOMED.
- DIFFERENCES BRIDGED WITH INTEGRITY.
- COMMITMENT TO WORK TOWARD COMMON GOALS.
 TYPICAL BEHAVIOURS AT EACH STAGE (CONTD.)
• STAGE 5 – ADJOURNING
TYPICAL BEHAVIORS:
• THE SENSE OF THE GROUP IS THAT THE WORK IS DONE.
• MAY BE APPREHENSION OVER THE IMPENDING LOSS OF GROUP IDENTITY AND FRIENDSHIPS.
• CLEANING UP THE GROUP’S UNDONE TASKS AND REMOVING SYMBOLS OF THE GROUP.
• EVALUATING THE RESULTS AND PRODUCING FINAL REPORTS.
• SAYING GOODBYE.
 END OF PART 1

• STRUCTURE AND PROCESSES SHALL BE DISCUSSED IN THE NEXT CLASS.

• FOR ANY QUERIES PLEASE MAIL TO anshu33859@yahoo.com
GROUP DYNAMICS
PART 2: GROUP STRUCTURE AND PROCESSES
GROUP STRUCTURE

The pattern of relationships among the positions constitutes a group structure. Group structure is a
pattern of relationships among members that hold the group together and help it achieve assigned goals.
Structure can be described in a variety of ways.Among the more common considerations are:
• group size,
• group roles,
• group status
• group norms, and
• group cohesiveness.
 GROUP SIZE

• Group size can vary from 2 people to a very large number of people. Small groups of two to ten are
thought to be more effective because each member has ample opportunity to participate and become
actively involved in the group. Large groups may waste time by deciding on processes and trying to
decide who should participate next.

• Group size will affect not only participation but satisfaction as well. Evidence supports the notion that
as the size of the group increases, satisfaction increases up to a certain point. Beyond 10 or 12
members, increasing the size of the group results in decreased satisfaction. It is increasingly difficult for
members of large groups to identify with one another and experience cohesion.
• Social Loafing: The tendency for individuals to expend less effort when working collectively
than when work individually.
 GROUP ROLES

• All group members are actors, each playing a role. It means a set of expected behaviour patterns attributed to
someone occupying a given position in a social unit.
• The understanding of role behaviour would have been simple if an individual played one role and “played it out”
regularly and consistently. An individual is required to play a number of diverse roles, both on and off his job.
• a. Role identify: Certain attitudes and actual behaviour consistent with a role create role identity. People have
the ability to shift roles rapidly, when they recognize that the situation and its demands clearly require major
changes.
• b. Role Perception: One’s view of how one is supposed to act in a given situation is a role perception. How do
we form these perceptions? We may learn roles from such media as movies, books and television and from
Friends and family.
• c. Role Expectations: Role expectations are defined as how others should act in a given situation.
• D. Role Conflict: A situation in which an individual is confronted by divergent role expectations
GROUP STATUS

• Status is an important factor in understanding behaviour, because it is a significant motivator and has
major behavioural consequences when individuals perceive a disparity between what they perceive their
status to be and what others perceive it to be.
• Status is a prestige, grading, position, or rank within a group.
• It may be formally imposed by a group, that is, organizationally imposed, through titles or amenities.
Whether management acknowledges the existence of a status hierarchy or not, organizations are filled
with amenities that are not uniformly available to everyone and, hence, any status value.
• Status may be informally acquired by characteristics as education, age, skill or experience. Anything can
have status value if others in the group evaluate it as such. But just because status is informal, does not
mean that it is less important or that there is less agreement on who has it or who does not.
GROUP NORMS

Norms are shared ways of looking at the world. Groups control members through the use of norms. A
norm is a rule of conduct that has been established by group members to maintain consistency in
behaviour. Norms tell members what they should and should not do under certain circumstances. Norms
differ among groups, communities, and societies. According to Hackman, norms have the following
characteristics:
• (i) Norms summarize and simplify group influence processes. They resolve impersonal differences in a
group and ensure uniformity of action.
• (ii) Norms apply only to behaviour, not to private thoughts and feelings.
• (iii) Norms are usually developed gradually, but the process can be shortened if members so desire.
• (iv) Not all norms apply to everyone. High-status members often enjoy more freedom to deviate from
the ‘letter of the law’ than do other members.
Types of Norms
Norms are unique to each work group.Yet, there are some common classes of norms that appear in
most work groups.
(i) Performance-related processes: Work groups typically provide their members with
explicit cues on how hard they should work, how to get the job done, their level of output,
etc. These norms deal with performance related processes and are extremely powerful in
affecting an individual employee’s performance.
(ii) Appearance factors: Some organizations have formal dress codes. However, even in their
absence, norms frequently develop to dictate the kind of clothes that should be worn to work.
(iii) Allocation of resources: These norms cover pay, assignment of difficult jobs, and allocation
of new tools and equipment.
(iv) Informal social arrangement: These norms can originate in the group or the organization
and cover pay assignment of difficult jobs, and allocation of new tools and equipment.
GROUP COHESIVENESS

• It is defined as the degree to which members are attracted to one another and share the group’s goal. That is, the more the members are
attracted to each other and the more the group’s goals align with their individual goals, the greater the group’s cohesiveness.
To increase cohesiveness:
• Make the group smaller.
• Encourage agreement with group goals.
• Increase time members spend together.
• Increase group status and admission difficulty.
• Stimulate competition with other groups.
• Give rewards to the group, not individuals.
• Physically isolate the group.
CONFORMITY

• Individuals conform in order to be accepted by groups.

• Group pressures can have an effect on an individual member’s judgment and attitudes.
• The effect of conformity is not as strong as it once was, although still a powerful force.
• Groupthink: The extensive pressure of others in a strongly cohesive or threatened group
that causes individual members to change their opinions to conform to that of the group.
• Group polarization: It focuses on how groups usually make decisions that are more
extreme than the original thoughts and views of the individual team members.
 GROUP PROCESSES:
GROUP DECISION MAKING
Advantages: Group decision making techniques
• Generates more complete information and i. Nominal Group Technique The following steps take place:
knowledge.
• a. Members meet as a group but, before any discussion takes place, each member independently writes down his or her ideas on the problem.
• Generates more diverse alternatives
• b. It is followed by each member presenting one idea to the group. Each member takes his or her turn, going around the table, presenting a single
• Increases acceptance of a solution idea until all ideas have been presented and recorded. No discussion takes place until all ideas have been recorded.
• Increases legitimacy of decision • c. The group now discusses the ideas for clarity and evaluates them.
Disadvantages: • d. Each group member silently and independently rank orders the ideas. The final decision is determined by the idea with the highest aggregate
ranking.
• Time consuming
ii. Delphi Technique It does not require the physical presence of the group’s members. The Delphi Technique never allows the group members to
• Minority domination
meet face to face. The steps involved are:
• Pressures to conform
• a. The problem is identified and members are asked to provide potential solutions through a series of carefully designed questionnaires.
• Ambiguous responsibility
• b. Each member anonymously and independently completes the first questionnaire.

• c. Results of the first questionnaire are compiled at a central location, transcribed and reproduced.

• d. Each member receives a copy of the results.

• e. After viewing the results, members are again asked for their solutions. The results typically trigger new solutions or cause changes in the
original position.

• f. Steps d and e are repeated as often as necessary until consensus is reached.

EXTERNAL CONDITIONS IMPOSED ON THE
GROUP
 GROUP MEMBER RESOURCES

A group’s potential level of performance is, to a large extent, dependent

on the resources that its members individually bring to the group.

– Knowledge, Skills, & Abilities - set the parameters for what members can do and
how effectively they will perform in a group.

– Personality Characteristics - the magnitude of the effect of any single characteristic

is small, but taking personality characteristics together, the consequences for group
behavior are of major significance.
 GROUP STRUCTURE

Groups are not unorganized mobs. They have a structure that shapes the behavior of members.

– Roles
– Norms
– Status
– Size (social loafing)
– Composition (diversity, group demography)
– Cohesiveness
GROUP TASK
TYPES OF TEAMS

• Problem-solving Teams: members from same department meeting to improve quality,

efficiency and work environment
• Self-managed Work Teams: members take on responsibilities usually associated with
management
• Cross-functional Teams: members come together from different work areas or
departments to accomplish a task
• Virtual Teams: use on-line technology to tie together members in different geographic
areas
CHARACTERISTICS OF EFFECTIVE TEAMS

• Have a clear goal understanding of goals.

• Are unified in their commitment to team goals.
• Have competent members with relevant technical and interpersonal skills.
• Possess effective negotiating skills.
• Have good communication systems.
• Have appropriate leadership.
• Exhibit high mutual trust in the character and integrity of their members.
• Have both internally and externally supportive environments
TURNING INDIVIDUALS INTO TEAM PLAYERS

Selection
Care should be taken to ensure that candidates can fulfill their
team roles as well as technical requirements.
Training
A large proportion of people raised on the importance of
individual accomplishment can be trained to become team
players.
Rewards
Reward systems needs to be reworked to encourage
cooperative efforts rather than competitive ones.
 FOR FURTHER DETAILS READ THE CHAPTER IN THE TEXT BOOK
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