GROUP DYNAMICS

GROUP DYNAMICS
• Understanding Groups,
• Phases of Group Development –
• Group Cohesion and Alienation –
• Conformity and Obedience.
• Group and its formation.
• Use of Groups in Organizations vs. Industrial Performance –
• Inter group Problems in Organizations –
 GROUP DYNAMICS
• Inter Group Competition –
• Reducing Competition through Training –
• Conflict –
• Management of Conflict –
• Preventing Interpersonal Conflict and inter group
Conflict.
• Achieving Group
 MEANING OF GROUP DYNAMICS
• Groups are important for organisational life.
• Managers spend substantial time in managing groups and teams so that groups
contribute to organisational and group goals.
• How effectively a manager plans, organises, staffs, leads and controls depends
upon how effectively he manages the groups.
• A group means “two or more people who interact with one another, are
psychologically aware of one another, perceive themselves to be members of the
group, and work towards a common goal.”
• Group dynamics studies the nature, formation and reasons for forming the groups.
• It studies how groups affect the behaviour and attitude of members and the
organisation.
• It is a process by which people interact with each other.
• If groups are effectively managed, they contribute a lot to organisational goals.
 FEATURES OF GROUP
• Group has the following features :
• 1. It consists of two or more persons who interact with each other.
• 2. Group members have reciprocal influence on each other. Each member
influences and is influenced by others in the group.
• 3. People develop mutual perceptions and emotions. They perceive and
recognise each other as members of the group.
• 4. Every group has
 formal leader elected by group members, and
 informal leader “who engages in leadership activities but whose right
to do so has not been formally recognised by the organisation or
group.”
 FEATURES OF GROUP
• 5. Each individual performs specific role which influences expectations of group members
from each other. Role structure is “the set of defined roles and inter-relationships among those
roles that the group or team members define and accept.”

• 6. Every group has group norms. “Norm is a standard of behaviour that the group accepts and
expects of its members. It represents standards of work to promote group activity.”

• 7. It maintains stability through group cohesiveness. Members

 develop liking for each other,

 develop sense of identification with each other, and

 remain attached to each other.

• 8. Members work for common interests and goals.
 GROUP AND COLLECTION OF PEOPLE
Group is a collection of people to achieve a common goal. Can a collection of people, therefore,
sitting in the library or cinema hall or bus stop be called a group? No. This is mere aggregation of
people. Interaction, power to influence and dependence on each other makes aggregation be called
a group.

Aggregation of people is called a group when people;

 Interact with each other.

 Influence the behaviour of each other.

 Are mutually dependant on each other.

People share views on the common subject, interact with one another, get influenced by others and
arrive at consensus of opinion. Thus, group is an aggregation of people who interact with one
another and influence interdependence of individuals. Study of groups and group behaviour is
known as ‘Group Dynamics’. It is an important aspect of organising.
 TYPES OF GROUPS
Groups can be of the following types:

I. Formal and informal groups

(i) Permanent Formal Groups [Command groups and permanent committees]

(ii) Temporary Formal Groups [Task forces and project groups]

Types of Committees

(i) Line and Staff Committees

(ii)Ad hoc and Standing Committee

(iii)Formal and Informal Committees

(iv)Plural Executive Committee and Advisory Committee

 TYPES OF GROUPS

Types of Informal Groups

(i)Social overlays

(ii)Functional overlays

(iii)Decision overlays

(iv)Power overlays

(v)Communication overlays
 TYPES OF GROUPS
Functions of Informal Groups

(i) Group values and life-style

(ii)Social satisfaction

(iii)Operate communication systems

(iv)Maintain social control

II. Primary and secondary groups

III. Small and large groups

 REASONS FOR JOINING INFORMAL GROUPS

I. Internal Reasons

1. Interpersonal attraction

2. Group activities

3. Group goals

4. Group norms

5. Higher pay-off

6. Need satisfaction
 REASONS FOR JOINING INFORMAL GROUPS

II. External Reasons

1. Interaction

2. Personal goals

3. Superordinate goals

4. Perceived power

5. Mutual trust

6. Communication

7. Fait accompli
 MANAGEMENT OF INFORMAL GROUPS
• Informal groups (or informal organisations) cannot be avoided.
• Managers should view them as pillars of support to formal structures.
• Many problems can be solved by informal groups if they are formally
accepted.
• They speed up transmission of information and provide feedback on how
people respond to policies and procedures.
• They provide useful tips on matters which cannot be officially deal with.
• They also promote team spirit which reduces the need for close control
and supervision. Informal groups are a strong support and supplement to
formal structures.
• Managers should, therefore, merge group goals with organisational
goals.
 Following measures help to achieve this objective :
• 1. Managers view informal groups as support to formal structures.

• 2. They use these groups to obtain quick feedback on how people respond to plans,
policies and procedures.

• 3. They view them as important supplement to formal groups.

• 4. They involve group members in group decision-making.

• 5. They integrate group goals with organisational goals and avoid inter-group conflicts.

• 6. They merge informal goals with positive attitude towards formal organisation structure.
• 7. They increase group cohesiveness by promoting inter-group competition, inter-personal
attraction, consensus on group goals etc.
 HOW DO GROUPS INFLUENCE MEMBER BEHAVIOUR
• Groups satisfy needs of members in the following ways:

• 1. Members of informal groups have common values (social and cultural) which perpetuate group
goals.

• 2. They fulfil needs of interaction, recognition and acceptance by others. Members derive
individuality as part of informal groups.

• 3. They solve work-related problems in a friendly and supportive way.

• 4. They promote skills of communication, leadership and direction.

• 5. They promote cordial environment in the organisation.

• 6. They provide opportunities for personal growth.

• 7. They overcome stress and frustration of members through friendship, love and support.
 NEGATIVE ASPECTS OF GROUP INFLUENCE
• Groups may prove to be counter-productive in the following cases:

• 1. Excessive conformity to norms hinders creativity if group norms (or goals) are different from
organisational norms. Members are reluctant to act differently as they fear to lose group approval.

• 2. Negative attitude of group leaders promotes vested interest at the cost of organisational interest.

• 3. If group goals are different from organisational goals, members pursue group goals. There is
conflict between formal and informal roles.

• 4. Since informal groups do not follow official channels of communication, they may spread false
information or rumours. This is counter-productive for organisational activities.

• 5. If group norms and values are carried too far, they become resistant to change. Groups become
overprotective about group values. People do not deviate from values or norms.
 GROUP PROCESSES AND FUNCTIONS

• 1. Assign Roles
1)Task-oriented roles
2)Relations-oriented roles
3)Self-oriented roles
 PURPOSE OF GROUP NORMS

• Group norms serve the following purposes :

• (i) They define acceptable standards of behaviour.

• (ii) They promote group cohesiveness.

• (iii) They promote consistent, uniform and predictable behaviour.

• (iv) They promote group discipline.

• (v) They promote group culture as members interact with each other.

• (vi) They provide order by restraining discretionary powers of members.

• (vii) They ensure group effectiveness and survival.

 ENFORCEMENT OF GROUP NORMS
• Group norms can be enforced in the following ways :

• (i) Members conform to norms as they want to be accepted by groups.

• (ii) Members perceive rewards like esteem, recognition, appreciation,

acceptance and social satisfaction through group norms.

• (iii) Conformity to group norms strengthens group membership.

• (iv) Penalties for non-conformance (disapproval, social boycott, loss

of membership etc.) also promotes conformity to group norms.
 GROUP COHESIVENESS
• Group cohesiveness has the following merits :

 It strengthens group goals and group norms.

 Cohesive groups perceive management as supportive to group goals. They perform

better than less cohesive groups.

 Members communicate freely and better understand the feelings, emotions and
behaviour of others.

 Members collectively engage in decision-making. This provides higher satisfaction

than less cohesive groups.

 Mutual trust and confidence develop strong inter-personal relationships.

 GROUP COHESIVENESS
 Membership of cohesive groups is stable. Members accept
innovations and change.

 High compatibility between group goals and organisational goals

motivates to perform better than less cohesive groups.

 Members achieve higher job satisfaction than members of less

cohesive groups.

 Groups that perform similar activities do not depend on others to get

the work done.
 INFORMAL LEADERSHIP

1)Task role
2)Group building and maintenance role 
Factors Affecting Group Processes and Functions
Group size
Group composition
Group goals and tasks
 GROUP BEHAVIOUR
• Stages in Group Development
 GROUP COHESIVENESS

• Determinants of Group Cohesiveness

• The following factors affect group cohesiveness :

• I. Factors that Increase Cohesiveness

• II. Factors that Decrease Cohesiveness

 FACTORS THAT INCREASE COHESIVENESS
• 1. Similar attitudes, values, beliefs and interests increase group cohesiveness, facilitate
communication and develop understanding amongst group members.

• 2. Inter-group competition increases cohesiveness of each group as the goal is same. A

basketball championship, for example, increases cohesiveness of each team to win the match.

• 3. Liking and attraction for each other increases group cohesiveness.

• 4. Success in group goals promotes group cohesiveness.

• 5. Size of the group also determines its cohesiveness. Small groups are generally more
cohesive than big groups.

• 6. Consensus on group goals increases cohesiveness.

• 7. Dependence of members on each other to achieve group goals increases group cohesiveness.
 FACTORS THAT DECREASE COHESIVENESS
The following factors decrease group cohesiveness :

• 1. Increase in size of the group decreases cohesiveness.

• 2. When members have conflicting opinions, group cohesiveness declines.

• 3. While inter-group competition increases cohesiveness, intra-group competition decreases cohesiveness. Intra-group
competition (competition amongst members of the same group) promotes individual goals at the cost of group goals.

• 4. If less dominant members surrender to the views of dominant members, this declines group cohesiveness.

• 5. Unpleasant group interaction, dissimilarity amongst attitudes, beliefs and values decrease cohesiveness.

• 6. Involvement in activities outside the group and competition amongst members for resources within the group
reduces group cohesiveness.

• 7. Heterogeneous groups with members from different age groups, job responsibilities, qualification and status decease
cohesiveness.
 INTERGROUP CONFLICT: CAUSES, CONSEQUENCES, AND SOLUTIONS

• Identifying the Cause of an Intergroup Conflict:

1) Preparing for Potential Setbacks
2) Loss of Focus on Goals
3) Isolation
4) Mistrust
5) Negativity
6) Miscommunication
• Planning to Address and Resolve the Conflict
1) Common Goal
2) Demonstration
3) Open Communication
4) Avoidance
5) Authoritative Command