Group dynamics

OUTCOMES

• Explain the concept group

dynamics

• Discuss the following group

dynamics:

Group Norms

Group Size

Group Cohesion

Group Leadership

GROUP DYNAMICS DEFINED. PAGE 137

- The socio scientific study and

knowledge of the way in which

people behave towards each other

in the context of small groups.

THE IMPORTANCE OF THE SMALL GROUP ARE:

PAGE 137

- Groups are inevitable.

- Occurs everywhere, at all levels of the

population, among rich and poor. It occurs in

poorly developed or highly developed societies.

Most human activities take place within the

context of groups.

THE IMPORTANCE OF THE SMALL GROUP ARE:

PAGE 137

- Groups are powerful

- Their activities have an important influence on the individual.

- A persons identity is formed by the groups he/she belongs to.

- The position filled within the groups can influence behaviour towards them.

- Influences self image and ideals.

- Membership to a group can be an advantage or disadvantage.

THE IMPORTANCE OF THE SMALL GROUP ARE:

PAGE 137

- Groups have positive/negative results

- Groups have been responsible for

achievements and catastrophes.

- Examples????

- Group performance can be improved

- Research on productivity and

performance quality.

GROUP NORMS. PAGE 143

- Rules of behavior created by the members in order to

maintain and ensure consistent behavior

- To prevent chaos

- Serves as basis for anticipating and predicting the

behavior of other members

- Norms are ideas on what the members should do;

- What they ought to do;

- What they are expected to do under any given

circumstance

- Norms are formed during interaction with group members

and come into operation once the majority of group

members accepts them.

GROUP NORMS. PAGE 143

- Related to two aspects of the group process

- Determined by the group goal. Regulates members’

behaviour.

- If a group strives to survive and to be effective, the interaction

must be co ordinated. Guarantees survival and success of

the group.

GROUP NORMS. PAGE 143

- Formal Norms: Nursing Act

- Informal Norms: Additionally created by the individual groups

GROUP NORMS EXAMPLES:

- Regulates behavior

GROUP SIZE

- The number of members in a group plays an important role in the way the group functions.

- The smaller group would seem to be more accurate and quicker at solving lesser problems, whereas abstract problems and complex tasks are better dealt with by larger groups.

- It is clear that a larger group will function more efficiently than a smaller group when the aim is to solve a wide range of complex tasks.

GROUP SIZE. PAGE 151

- Research shows that as a group grows in size :

- There is less talking time per individual in the group.

- Members have less time available to develop and maintain relationships with each other.

- Those who talk more than others become more visible and influential………..a leader emerges.

- Differences in the frequency of participation are intensified.

- Leaders gain more control over the group and the direction in which the group in moving

GROUP SIZE

-Sub-groups begin to emerge.

- The knowledge and potential abilities available to the group increases.

- There is a greater opportunity to meet people.

- Members can retain a degree of anonymity.

- Though there is a rise in productivity, job satisfaction is diminished, members of the group are absent more often and more work-related disputes arise.

- More communication problems arise among the members of the group.

GROUP SIZEG R O U P S W I T H E V E N &

O D D N U M B E R S O F

M E M B E R S

- Even numbers of members may divide into 2 cliques of equal size- differences and conflicts are not easily solved.

- Uneven numbers where majority or minority opinion or decision is possible-groups is more inclined to reach consensus and to have open discussion on relevant issues.

D Y A D S ( 2 P E R S O N

G R O U P S ) & T R I A D S ( 3 -

P E R S O N G R O U P S )

- Dyads are less inclined to disagree or convey messages.

- No majority decision can be enforced.

- More information is exchanged

- Members make more effort to convince each other.

- Triad has advantage-in event of a disagreement, the 3rd member may sway the balance and force majority decision.

GROUP COHÉSION. PAGE 152

- Cohesion stresses the strength and

pattern of interpersonal attraction in the

context of the group.

- Sociologist agree that cohesion refers

to the degree to which members are

motivated to remain in the group

FOUR FACTORS TO DETERMINE COHESION

IN A GROUP. PAGE 152

1) The personalities of the group members.

2) The psychological or material factors that act

as incentive to continue group membership.

3) The expectation that certain positive ( or even

negative) consequences will result from

membership.

4) The cost of membership as opposed to the

rewards obtained, compared with other

activities which might involve a higher cost and

a lesser reward.

FACTORS PROMOTING GROUP COHESION

VAN STADEN PAGE 153

- Clarity of group aim.

- Status in the group.

- Group atmosphere.

- Group size.

- Group norms.

- Co-operation and competition.

- Similarities among members.

THE INFLUENCE OF COHESION ON THE GROUP.

- Research findings show that groups with strong cohesion spend less time and energy on maintaining the group and consequently have more success in achieving their group objectives. Goal achievement.

Satisfaction of members.

Participation and loyalty.

Influence over members.

Group norms.

Effective support

GROUP LEADERSHIP

- Leadership is the most important role in the group structure.

- Effective functioning depends on coordinated group activities and achievement of group objectives.

- Shaw (1981:319)defines the leader as “the group member role) who exerts more positive influence (leadership) over other group members, or as the member who exerts more positive influence over others than they exert over him/her”

GROUP LEADERSHIP

- The nursing professional as a leader must

exhibit a strong influence over the members of

her nursing team.

- This influence must be exercised in a positive

manner so as not to alienate or intimidate her

team members into a state of “subservient”

behavior

THE EMERGENCE OF LEADERS

Situational View

- Situational leadership theory proposes that effective leadership

requires a rational understanding of the situation and an appropriate

response, rather than a charismatic leader with a large group of

dedicated followers (Graeff, 1997; Grint, 2011).

- Situational leadership in general and Situational Leadership Theory

(SLT) in particular evolved from a task-oriented versus people-oriented

leadership continuum (Bass, 2008; Conger, 2010; Graeff, 1997; Lorsch,

2010).

- The leader focuses on the required tasks or focuses on their relations

with their followers.

- Originally developed by Hershey and Blanchard (1969; 1979; 1996), SLT

described leadership style, and stressed the need to relate the leader’s

style to the maturity level of the followers.

- Task-oriented leaders define the roles for followers, give definite

instructions, create organizational patterns, and establish formal

communication channels (Bass, 2008; Hersey & Blanchard, 1969; 1979;

1996; 1980; 1981).

THE EMERGENCE OF LEADERS

Transactional View

- Transactional leadership focuses on the exchanges that occur between

leaders and followers (Bass 1985; 1990; 2000; 2008; Burns, 1978).

- These exchanges allow leaders to accomplish their performance

objectives, complete required tasks, maintain the current organizational

situation, motivate followers through contractual agreement, direct

behavior of followers toward achievement of established goals,

emphasize extrinsic rewards, avoid unnecessary risks, and focus on

improve organizational efficiency.

- In turn, transactional leadership allows followers to fulfill their own self-

interest, minimize workplace anxiety, and concentrate on clear

organizational objectives such as increased quality, customer service,

reduced costs, and increased production (Sadeghi & Pihie, 2012). Burns

(1978) operationalized

THE EMERGENCE OF LEADERS

Transactional Continued

- The concepts of both transformational and transactional leadership as

distinct leadership styles.

- Transactional leadership theory described by Burns (1978) posited the

relationship between leaders and followers as a series of exchanges of

gratification designed to maximize organizational and individual gains

REFERENCE

Du Toit, D. & le Roux, E. (2014). Nursing sociology. 5th ed. Pretoria: Van

Schaik.