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INTRODUCTION
The word dynamic means "force". The term group dynamics refers to the forces operating in
groups. Group dynamics may be defined as the social process by which people interact face to
face in small groups. Thus, it is concerned with the dynamic interaction of individuals in face to
face relationships. Group dynamics encourages a group work, where small member groups are
constantly in touch with each. They effectively contribute their ideas to accomplish tasks. Every
member participates in discussion. The group develops its goals clearly. The group has resources
to accomplish its goals. The groups furnish very useful suggestions in goal achievement. The
group has a common objective. The group creates group leaders which can effectively coordinate
the group efforts towards goal achievement.

DEFINITION

Group dynamics is social process by which people interact and behave in a group environment.
Group dynamics involves the influence, power and behavior on the group process.

Group dynamics refers to the interection between people who are talking together in a group
sitting.

Classification of Groups

Groups are classified as either primary or secondary, according to their structure and type of
interaction.

TYPES OF GROUP ACCORDING TO THEIR STRUCTURE

Primary Group Secondary Group

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 PRIMARY GROUP

A primary group is a small, intimate group in which the relationships among members are
personal, spontaneous, sentimental, cooperative and inclusive. Eg: family, friendship groups etc.
Members of the primary group communicate with each other largely in face to face interactions
and develop a strong sense of unity oroneness. What belongs to one person often seen as
belonging to the group’

Primary groups not only set standards of behaviour for the members but also support and sustain
each member under stress he or she would otherwise not be able to with stand. The role of the
primary group particularly the family, in health care is increasingly recognized .It is to the
primary group that people turn for help and support when they have health problem,

 SECONDARY GROUP

A secondary group is generally is large, more impersonal , and less sentimental than a primary
group. Eg : professional associations, political parties, business groups. Members view these
group simply as means of getting things done. Interactions do not necessarily occur in face to
face contact and do not require that the members know each other in any inclusive sense. Thus
there is little sentiment attached to such relationships. Once the goals of the group is achieved or
changed, the interaction is discontinued,

Groups may also be classified 3 types ,

Formal

Group Semiformal

Informal

 FORMAL GROUP

The most common example of the formal group is the work organization. People become
familiar with many different formal work groups during their lifetimes and spenda major portion
of their working hours in such groups.
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 SEMIFORMAL GROUP

Examples of the semiformal groups are churches, lodges social clubs and some labour unions.
Many of the person's social needs and ego needs are satisfied by membership in these groups.

 IN FORMAL GROUP

All people, from childhood onwards, have membership in numerous informal groups. These
groups provide much of a person's education and develop most cultural values.

Five types of groups are representative of the numerous informal groups in existence.

FRIENDSHIP HOBBY CONVENIENCE WORK SELF PROTECTIVE

GROUP GROUP GROUP GROUP GROUP

 Friendship groups
The first groups formed in life are friendship groups. They are often formed on the basis of
common interests. Many arise out of semiformal group interactions or are formed
spontaneously from work organizations.
 Hobby groups
Hobby groups bring together a wide variety of people from all walks of life. The differences
in members' personalities and backgrounds are largely ignored in the interests of the hobby
itself.
 Convenience groups
Many examples of convenience groups are found in and out of work settings. Two examples
are the carpool and the child care group organized by mothers.
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 Work groups
Informal work groups can make or break an organization. Managers need to be sensitive to
such groups and cultivate their cooperation and good will. Friendships often arise out of
such groups between anew member and the first person who makes that member feel a
welcome addition to group.
 Self protective groups

This can be found anywhere but are particularly common in work organizations. They arise
spontaneously out of real or perceived threat. Eg. a supervisor may oppose a worker strongly and
find a group of workers organized in united front against the threat. Such groups dissipate as
soon as the threat has subsided.

FUNCTION OF GROUP

Task function

Function of

Group

Maintenance function Self Interaction purpose

TASK FUNCTION

This is the primary reason for the establishment of a group .Role of group member are intitiating
seeking information, giving information. consensus testing.

MAINTENACE FUNCTION

Each group needs social emotional support to be effective. The function are encouraging,
improving group atmosphere, harmonizing, compromising, standard setting.
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SELF INTEREST FUNCTION

This function displayed by some individuals, members. The function are dominating and
controlling , bloking, manipulating.

Elements of Group Behaviour

The major elements of group behavioour

Activity

Interaction ELEMENTS OF GROUP Belief

BEHAVOUR

Norms

Sentiment

1. Activity
When a person does something (eg: talks, runs, manipulates machinery) he is said to
perform some activity.
Interaction
By interaction we mean a communication or contact between two or more persons so that
the activity of one responds to the activity of the other. Every conversation is an
interaction. It is usually important to note by whom they are initiated and whether two or
more persons are simultaneously involved.

Beliefs

A belief of feeling which an employee must have in order to perform the assigned task is called
required sentiment. The belief of feeling which an employee brings with him into a group
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because of his life outside it and his personal background is known as given sentiments. When
given sentiments pertain to ideals and aspirations which are desirable they are called values.
Thus value is an ultimate idea of which is desirable such as belief in fair treatment, good pay or
freedom from being pushed around

Norms

In contrast to a value, a norm is a limited idea of what is desirable, it can be fully released. Norm
is a particular kind of emergent namely, an idea or belief about what the activities, sentiments or
interactions in a particular group should be. Norms develop in any group with greater or less
degree of consensus and they serve to define how one should behave in selection of outsiders,
other members, the job and the emergentnon work activities. The extent to which group member
uphoids such norms help to define his internalrak or social standing in the group.

Sentiments

Sentiments can be defined as an idea, belief, feeling about the work and the others involved in it.

TECHINQUE FOR MANAGING GROUP DYNAMICS

TECHNIQUE OF GROUP DYNAMIC

EQUALIZING LISTING PACING

PERTICIPATION
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Equalizing participation

The group leader is responsible for the fair distribution of attention during metting and gathering

Listing

The group leader must have the list of all group member.

Pacing

The pace is the responsibility of the group leader .Group leader encourage co operation and re
arrage the agenta.

Types of Health Care Groups

Common types of health care groups includes task groups, self help groups, self awareness or
growth groups, therapy groups and work related social support groups. There are similarities and
differences among the characteristics of these various types of groupsand the nurse's role.

Types of health care group

 TEATHING GROUP
 SELF HELP GROUP
 SELF AWARNESS GROUP
 THERAPY GROUP

1.Teaching groups

The major purpose of teaching groups is to impart information to the participants. Examples of
teaching groups include group continuing education and client health care groups. Numerous
subjects are often handled via the group teaching format. Child birth techniques, birth control
methods, effective parenting, nutrition . management of chronic illness such as diabetes, exercise
for the middle aged and older adults, and instruction to family members about follow up care for
discharged client
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2. Self help groups

A self help group is a small, voluntary organization composed of individuals who share similar
health, social, or daily living problem. These groups are based on the helper therapy principle
those who help are helped most. One of the central beliefs of the self help movement is that
persons who experience a particular social health problem have an understanding of that
condition which those nowithout it do not.

3.Self awareness or growth groups

The purpose of self awareness or growth groups is to develop or use interpersonal strengths. The
overall aimis to improve the perception of members or to improve the functioning of the group to
which they return. whether job, family or community. From the beginning broad goals are
usually apparent eg: to study communication patterns, group process, or problem
solving.Because the focus of these groups is interpersonal concerns around current situations, the
work of the group is oriented to reality testing with a here- and-now emphasis. Members
areresponsible for correcting inefficient patterns of relating and communicating with each other.
They learn group process through participation and involvement.

4. Therapy groups

Therapy groups are clearly defined to do the work of therapy. Members work towards self
understanding, more satisfactory ways of relating or handing stress and changing patterns of
behaviour towards health. The focus of group is member centred. Depending on the leaders
orientation, past experiences may be just as relevant as current concerns.

Characteristics of Groups

To be effective, a group must meet three main criteria.

Cherecteristics

Accomplish its
Maintain its cohesion Develop and modification its structure
goals
to improve its effectiveness
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Assessing Group Dynamics

During recent years the terms groups dynamics and group process have frequently appeared in
literature and discussions among group workers, educators and professional organizations. Group
dynamics are forces n the group situation that determine the behaviour of The group and its
members. Every group has its own. unique dynamics and constantly changing patterns of forces,
just as each individual has unique forces from within that shape the person's character. To study
the dynamics of a group, several factors in addition to group structure and organization, may be
analyzed:

Factors or Commitment

Assessing leadership style

Group Decision making method

Dynamic Group task roles

Interaction patterns

Cohesiveness

Power

a. Commitment
The members of effective groups have a commitment to the goals and output of the group.
Because group demands time and attention, members must relinquish some autonomy and
self interest. Inevitably conflicts arise between the interest of the individual members and
those of the group. However many members who arecommitted to the group feel close to
each other and willingly sacrifice their own interest for the group.
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B,Leadership style

To determine which group members carry out leadership fimctions, the following questions may
beasked.

 Who starts the meeting or the work?

 Who contributes additional information to help the group carry out its functions?

 Who represents the group with other groups? Who encourages contributions from other
group members?
 Who provides support to members with difficultsituations?
 Who clarifies thoughts expressed in discussions?
 Who keeps the discussions relevant?
Decision making methods
Five methods of decision making have been identified.
1.Individual or authority rule
decision

Methood of dicission
5.Unanimus making
2.Minority decisions
decisions

4.Consensus decision
3.Majority decisions

Individual or authority rule decisions

The designated leader of the group makes the decision and group members are expected to abide
by it. Authority Rule decisions may be made without discussion or consultation with the group or
may be made after discussing the issue and eliciting the group ideas and views.
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1. Minority decisions

A few group members meet to discuss an issue and make a decision that is binding to all.
This method of discussion is advantageous when the whole group is unable to meet
together because of time pressures. It is useful for routine decisions. Its limitations are
similar to those of decision made by authority rule. Often executive committees of large
groups exercise minority control in decision making.

2. Majority decisions
More than half of those involved make decision. This method is commonly used in large
groups when complete member commitment is unnecessary. It is an effective method to
close a discussion on issues that are not highly important for the group and when
sufficient time is lacking for a decision by consensus.
4. Consensus decision
Each group member expresses an opinion, and a decision is made by which members can
abide, if not in whole, at least in part. This type of decision making takes a great deal of
time and energy and therefore is not effective when time pressures are great or when an
emergency is in progress.
3. Unanimous decisions
Every group member agrees on the decision and can support the action to be taken. This
method is commonly used for issues that are highly important to the group and require
complete member commitment. Unanimous decisions are not practical for simple routine
matters or controversial issues, however making sound decisions is essential to effective
group functioning
4. Group task roles
The degree of input by members into goal setting, decision making, problem solving and
group evaluation is due in part of the group structure and leadership style, but members
have responsibilities for group behaviour and participation. Effective member task roles in
clued the following,
 Intiator or contributer
 Information giver
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 Information reciver
 Opinion giver
 Opinion recciver
 Summarizer
 Energier
 Evalutor
 Gate keeper
 Linker
 Diagnoser
 Active listener
 Clarifier
 Tension reliver
 Recorder
 Dominator
 Bocker
 Playboy
 Aggressor
 Monopol

Interaction patterns

Interaction patterns can be observed and ascertained by a sociogram , a diagram of

the flow of verbal communication within a group during a specified period. Eg: 5-15
minutes. The interaction pattern indicates who speaks to whom and who initiates
there marks. Ideally the interaction patterns of a small group would indicate verbal
interaction from all members of the group to all members of the group

5. Cohesiveness
Cohesive groups possess a certain group spirit, a sense of being prime we” and a common
purpose. Groups lacking in cohesiveness are unstable and prone to disintegration.
Membership attitudes and behaviours are group properties that characterize high cohesion
groups.
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7. Power
Power can be viewed as a vital, positive force that moves people towards the attainment
of individual or group goals. It is impossible to interact with others without influencing
and being influenced by them. Hence, group members are constantly adjusting to one
another and modifying their behavior . The unequal distribution of power within a group
can adversely affect the task and maintenance functions of the group. Dissatisfaction with
in the group decreases its attractiveness and reduces its cohesion.

GROUP SELF EVALUATION

Groups need to set up mechanisms feedback of T information to the members about their method
of operation. Only when a group acquires information th about itself can it make adjustments to
improve its efficiency. Several mechanisms can be set up for group feedback and self
evaluation: use of group- productivity observer, use of a group self evaluation guide, general
open discussion initiated by the group leader prior to the end of the meeting, or combinations of
these.

Some groups establish a rotating position for a group observer. The responsibility of this person
is to observe the group during its discussions, rather than participate and to provide feedback to
the group about perceptions of the group's behavior . The observer notes the general atmosphere
of the group, leadership. Techniques , orientation of the group, participation of the members and
any factor considered to affect the productivity of the group.

The provision of feedback requires skill by the observer in presenting comments. It is helpful to
present objective data first and then phrase comments in the form of tentative hypothesis,
alternative solutions, or the expression of the observer's feelings. This allows group members the
chance to reject a comment if they are not ready to handle it. The observer can be viewed as "in
error"

ORGANIZATIONAL BEHAVIOR

Is the study and application of knowledge about how people, individuals, and groups act in
organizations, it does this by taking a system approach . That is, it interprets people-organization
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relationships in terms of the whole person, whole group, whole organization, and whole social
system. Its purpose is to build better relationships by achieving human objectives, organizational
objectives, and social objectives. As you can see from the definition above, organizational
behaviour encompasses a wide range of topics, such as human behaviour, change, leadership,
teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper
will focus on a few parts of organisation behaviour elements, models, social systems,
organisations development, work life ,action learning, and change.

Elements of Organizational Behavior

The organization's base rests on management's of philosophy, values, vision and goals. This in
turn drives the organizational culture which is composed of the formal organization, informal
organization, and the social environment. The culture determines the type of leadership,
communication, and group dynamics within the organization. The workers perceive this as the
quality of work life which directs their degree of motivation. The final outcomes are
performance, individual satisfaction, and personal growth and development. All these elements
combine to build the model or framework that the organization operates from.

Models of Organizational Behaviour

There are four major models or frameworks that organizations operate out of:

AUTOCRATIC

MODEL OF
COLLEGIAL CUSTODIAL
ORGANIZATIONAL
BEHAVIOUR

SUPPORTIVE
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 Autocratic - The basis of this model is power with a managerial orientation of

authority. The employees in turn are oriented towards obedience and dependence on the
boss. The employee need that is met is subsistence. The performance result is minimal.
 Custodial The basis of this model is economic resources with a managerial orientation
of money. The employees in turn are oriented towards security and benefits and
dependence on the organization. The employee need that is met is security. The
performance result is passive cooperation.
 Supportive - The basis of this model is leadership with a managerial orientation of
support. The employees in turn are oriented towards job performance and participation.
The employee need that is met is status and recognition. The performance result is
awakened drives.
 Collegial - The basis of this model is partnership with a managerial orientation of
teamwork. The employees in turn are oriented towards responsible behavior and self
discipline. The employee need that is met is self actualization. The performance result is
moderate enthusiasm.

Social Systems, Culture, and Individualization

Social System

A social system is a complex set of human relationships interacting in many ways. Within an
organization.

The social system includes all the people in it and their relationships to each other and to the
outside world. The behaviour of one member can have an impact, either directly or indirectly, on
the behaviour of others.

Also, the social system does not have boundaries. It exchanges goods, ideas, culture, etc. with
the environment around it.

Culture
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Culture is the conventional behaviour of a society that encompasses beliefs, customs, knowledge,
and practices. It influences human behavior , even though it seldom enters into their conscious
thought. People depend on culture as it gives them stability, security, understanding, and the
ability to respond to a given situation. This is why people fear change. They fear the system will
become unstable, their security will be lost, they will not understand the new process, and they
will not know how to respond to the new situations

Individualism

Individualism favours individual rights, in social networks, self respect, and personal rewards
and careers. Socialization or collectivism favours the group. harmony, and asks "What is best
for the organization?" Organizations need people to challenge, question, and experiment while
still maintaining the culture that binds them into a social system.

Organizational Behaviour in Practice

Findings from organizational behaviour's body of research can be used by executives and Human
Relations professionals better understand a business' culture, how that culture may facilitate or
hinder productivity and employee retention, and how to best evaluate candidates skill set and
personality during the hiring process.

The application of theory and knowledge from the field of organizational behaviour can be
broken down into sections of Personality, Job Satisfaction and Reward Management, Leadership,
Authority, Power, and Politics. There is rarely one correct way to assess the right way to manage
any of these things, but OB research can provide a set of guidelines and topics to follow

Personality

Guidline Theories around job

Leader ship
satisfaction

Power, authority, and politics

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Personality

Personality essentially a series patterned behaviour, plays a large role in the way a person
interacts with groups and produces work. Knowing a person's personality, either through a series
of test , or through conversation can give a better idea of whether they're a fit for the
environment they'd be hired into, and how best tomotivate that person.

Theories around job satisfaction

The0ries around job satisfaction vary widely, but some argue that a satisfying job consists of a
solid reward system, compelling work, good supervisors, and satisfactory working conditions.

Leadership

Leadership, what it looks like and where it is derived from is a rich topic of debate and study
within the field of organizational behaviour. When one views it connected to management, it can
be broad, focused, centralized or de-centralized, decision-oriented, intrinsic in a person's
personality or a result of a place of authority.

Power, authority, and politics

Power , authority ,and politics all operate inter- dependently in a workplace. Understanding the
appropriate ways, as agreed upon by a workplace rules and general ethical guidelines, in which
these elements are exhibited and used are key components to running a cohesive business.

Organization Development

Organization Development (OD) is the systematic application of behavioural science knowledge

at various levels, such as group, inter-group, organization, etc., to bring about planned change.
Its objectives are a higher quality of work-life, productivity, adaptability, and effectiveness.

It accomplishes this by changing attitudes, behaviours, values, strategies,

procedures, and structures so that the organization can adapt to competitive actions,
technological advances, and the fast pace of change within the environment. There are seven
characteristics of OD
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1. Humanistic Value
2. System Orientation
3. Experiential Learning
4. Problem Solving
5. Contingency Orientation
6 .Change Agent
7. Levels of Interventions

1. Humanistic Values: Positive beliefs about the potential of employees (McGregor's

Theory Y).

2. Systems Orientation: All parts of the organization, to include structure, technology, and
people, must work together.

3. Experiential Learning: The learners' experiences in the training environment should be

the kind of human problems they encounter at work. The training should NOT be all theory and
lecture.

4. Problem Solving: Problems are identified, data is gathered, corrective action is taken,
progress is assessed, and adjustments in the problem solving process are made as needed. This
process is known as Action Research.

5. Contingency Orientation: Actions are selected and adapted to fit the need.

6. Change Agent: Stimulate, facilitate, and coordinate change.

7. Levels of Interventions: Problems can occur at one or more level in the organization so
the strategy will require one or more interventions.

Conclusion

Group dynamic is social process by which people interact face to face in small groups .Thus ,it
is concerned with the dynamic interaction of individuals in face to face relationship .group
dynamic provide a channel for information .It help to assess to service more easily.
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Organizational behaviour has to be well known to the nursing students to identify their roles in
the particular organization and to safeguard them from the problem in the organizations and to
learn more about the organizational policies and protocols.

Journal

Abstract

This paper looked at the team and group dynamics in organization and the erect of these
dynamics in organization and the effect of these dynamics on the productivity and performance
of employees with in a organization .The paper examined how the different factor influencnce
the behaviour of employees within ActionAid Nigeria, the values of the organization and how it
shapes the behaviour of employees, the external factors that can influence the individual
behaviour in a group, the role of leadership in shaping organizational behaviour and how the
various dynamics influence productivity and performance of employees and the organization.
The paper seeks to understand the factors influencing employee behaviour and how that can
affect productivity and performance of employees. The paper also established that employee
well-being can affect productivity and performance if the values of the organization are not
adequately communicated especially to the new members of the organization with diverse
temperaments, culture, status, and religious beliefs. The work also revealed that leadership
behaviour and personality can shape organizational behaviour which could influence
performance positively or negatively in the organization.

ASSIGNMENT

Wrire a assignment on model of organizational behavior and its practice.

Bibliography

 VJ Bobby, Nair priti ,KS Sunita “Advance Nursing Practice” 1 st edition ,Ansari Road New
Delhi: Japee brother and medical publisher ; 2019 page no 101 to 102.
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 Basheer.P.Shebeer ,khan Yaseen .S, “A ConciseText Book Off Advance Nursing

Practice.”,2o13. 1st edition New Delhi .Jaypee Brother & Medical Publishers (p)LTD,Page
No -529 to 536.

 JOURNAL
Journal of Human Resource and S ustaunability Studies >vol.10 No .1 ,March 2022