Unit-VI

Group Dynamics
Course Code: 2HS401

Dr. Anshika Sharma

Assistant Professor
OB-HRM Area
Department of Humanities & Social Science
Institute of Technology
Nirma University, Ahmedabad, Gujarat, India.
 Unit VI

Group Dynamics
 Defining and classifying groups,
 Stages of group development,
 Group properties – roles, norms, status, size and cohesiveness,
 Group decision making
What is group?

Two or more individuals, interacting and interdependent, who have come together to achieve
particular objectives.

Formal Groups Informal Groups

A designated work group defined by an
organization’s structure.
For ex: A flight crew members are
formal group
A group that is neither formally structured nor
organizationally determined; such a group appears in
response to the need for social contact.
For ex: Three employees from different departments who
regularly have lunch or coffee together are an informal group.
 Group Dynamics is Related to.

• I --------------------------------- Interactions
• R --------------------------------Relationships
• P -------------------------------- Patterns of
behaviour (occur within the group)

Note: These dynamics has a significant

impact on a groups functioning.
 What is Dynamics?
The interactions, processes, and relationships that occur within the group of people. These
dynamics can significantly influence how a group functions and achieves its goals.
• Key aspects of group dynamics:
 Communication
 Leadership
 Roles and norms
 Cohesion and resolution
 Diversity
 Social Loafing
 Group size
 Group think
 Productivity and Goals
  Group properties are characteristics and dynamics that define and
shape the behaviour of a group of individuals.

 Work groups are not unorganized mobs; they have properties that shape
members’ behaviour and help explain and predict individual behaviour
within the group as well as the performance of the group itself. Some of
these properties are roles, norms, status, size, cohesiveness, and
diversity.

1. Roles: Roles refer to the specific functions, duties,
and responsibilities that individuals within a group are
expected to perform. Roles help maintain order,
distribute tasks, and ensure the group functions
effectively.
Example: In a project team, there may be roles such
as project manager, coordinator, researcher, and
presenter. Each team member has a specific role, and
these roles are defined to ensure the project's
success.
Norms: Norms are the unwritten rules and
expectations that guide and regulate the
behaviour of group members. They can be
explicit or implicit, and they help establish the
group's culture and values.
Example: In a classroom, there may be norms
related to respectful behaviour, like raising
your hand to speak, not interrupting others,
and completing assignments on time. These
norms create a conducive learning environment.
3. Status: Status within a group refers to the social
position or rank that a group member holds. Status
can be based on factors such as expertise,
experience, or leadership qualities and can affect
how individuals are perceived within the group.
Example: In a sports team, the captain often holds a
higher status due to their leadership role and
experience. Other team members may respect the
captain's decisions and look to them for
guidance.
4. Size: Group size refers to the number of
individuals in a group. Group size can influence
communication, decision-making, and the overall
dynamics within the group.
Example: A small team of three to four people
might be more efficient in making quick decisions
and collaborating closely, while a larger group of 20
or more people might have more diverse
perspectives but may take longer to reach a
consensus.
5. Cohesiveness: Cohesiveness is the
degree of unity, attraction, and togetherness
within a group. Highly cohesive groups tend
to have stronger bonds, while low
cohesiveness can lead to conflicts and a
lack of cooperation.
Example: In a close-knit family, the strong
emotional bonds and shared values
contribute to high cohesiveness. Family
members may support each other through
thick and thin. In a workplace, a team that
has a strong sense of camaraderie and
shared goals is more likely to be cohesive
and perform well together.
Summary: These group properties play a
significant role in shaping the dynamics,
functioning, and effectiveness of various
types of groups, whether they are work
teams, social circles, or academic
organizations. Understanding and managing
these properties can help improve group
performance and interpersonal relationships.
 The five stages of group development, according to Bruce
Tuckman's model, are:
Example of corporate
A new product development team at a tech company has been formed. The team members are from
different departments and have different backgrounds. They are brought together to develop a new
product that the company hopes will be a success.

2. Storming: The team members start to brainstorm

1. Forming: The team members start by ideas for the new product. They also start to develop a
getting to know each other and their timeline and budget for the project. This stage can be
roles. They also discuss their challenging because the team members may have
expectations for the project and how they different ideas and priorities. It is important for the team
want to work together. leader to facilitate communication and ensure that
everyone has a voice.
3. Norming: The team members have resolved their
differences and are starting to work together
effectively. They have also developed a shared
understanding of their goals and objectives. The team
leader begins to delegate tasks and give team
members more autonomy.
4. Performing: The team is working at its peak
performance. Team members are able to
collaborate effectively and achieve their goals.
The team leader provides support and
guidance, but allows the team to operate
independently.
5. Adjourning: The team has completed the development
of the new product and is disbanding. The team members
celebrate their success and say goodbye to each other.
It is important to note that the stages of group
development are not linear. Teams may move
back and forth between stages depending on
the situation. For example, if a new team
member joins the team, the team may revert to
the forming stage.
Effective team leaders can help their teams
move through the stages of group development
more quickly and effectively. Team leaders can
do this by:
•Creating a clear and shared vision for the
team.
•Establishing clear goals and objectives.
•Providing clear communication and feedback.
•Facilitating collaboration and teamwork.
•Managing conflict and disagreement effectively.
•Recognizing and celebrating success.
 Storming and performing can occur
simultaneously, and groups can even regress
to previous stages.
Group Decision Making