Group-dynamics

What is GROUP?

A group consists of two or more persons who interact with each other, consciously for the achievement of certain common objectives.

GROUP can also be defined as :

Two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person.

DEFINITION

GROUP: A group may be defined as a number of individuals

who join together to achieve a goal. People join groups to achieve goals that cannot be achieved by them alone. Johnson & Johnson (2006)

A collection of people who interact with one another, accept rights and obligations as members and who share a common identity.

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Groups, Teams

Team A group whose members work

intensely with each other to achieve a specific, common goal or objective.

All teams are groups but not all groups are teams.

Teams often are difficult to form. It takes time for members to learn how to

work together.

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Groups, Teams

Two characteristics distinguish teams from groups Intensity with which team members

work together Presence of a specific, overriding

team goal or objective

Common Features of Groups

InfluenceThe group influences the individual and individual has influence on the

group. Interaction

Regular interaction in ways that develop a “group identity.” Interdependence

Each member depends to a degree on the others to accomplish goals Interrelations

Dynamic interrelations means that the personal relations among members is constantly changing.

Psychological significanceThe group has an impact on the psychology of the individual identity

Shared identityThe group identity is or can be separated from the individual

Structure Consisting of status and role differentiation between and among the

members

Why do people join Groups?

Status Self-esteem Affiliation Power Security Identity &

recognition Goal

accomplishment

OTHER REASONS FOR GROUP FORMATION

1. COMPANIONSHIP

2. SENSE OF IDENTIFICATION

3. SOURCE OF INFORMATION

4. JOB SATISFACTION

5. PROTECTION OF MEMBERS

6. OUTLET FOR FRUSTATION

7. PERPETUATION OF CULTURAL VALUES

8. GENERATION OF NEW IDEAS

Types of groups:

Formal group• • A formal group is created

within an organization to complete a specific role or task.

• Work group , task force , committee and quality of team.

• Decided by management • Clear –cut authority and

responsibility relationships

Informal group• Developed (spontaneously) by social interaction• Common interest , language ,taste , caste ,religion , background

etc. Informal groups are established by individuals who decide they

want to interact with each other. Informal groups usually do not have a specific purpose; often the

group forms because the group members regularly happen to be in the same location or because they enjoy each other's company. For example people may form a group because they sit close

together in an office or live together in a house.

TYPES OF GROUPS Command Group : A group composed of the

individuals who report directly to a given manager.

Task Group : People working together to

complete a job task Interest Group : People working together to

attain a specific objective with which each is concerned.

Friendship Group : people brought together because they share one or more common characteristics.

Primary groups are clusters of people like families or close friendship circles where there is close, face-to-face and intimate interaction. There is also often a high level of interdependence between members. Primary groups are also the key means of socialization in society, the

main place where attitudes, values and orientations are developed and sustained.

Secondary groups are those in which members are rarely, if ever, all in direct contact. They are often large and usually formally organized. Trades unions and membership organizations such as the National

Trust are examples of these. They are an important place for socialization, but secondary to primary

groups.

Planned groups. Planned groups are specifically formed for some purpose – either by their members, or by some external individual, group or organization.

Emergent groups. Emergent groups come into being relatively spontaneously where people find themselves together in the same place, or where the same collection of people gradually come to know each other through conversation and interaction over a period of time.

Study groups, friendship cliques in a workplace, regular patrons at a bar

Emerge when interacting individuals gradually align their activities in a cooperative system of interdependence.

Self-organizing

Waiting lines (queues), crowds, mobs, audiences,

bystanders

Emergent, unplanned groups arising when external, situational forces set the stage for people to join together, often only temporarily, in a unified group

Circumstantial

Groups that form spontaneously as individuals find themselves repeatedly interacting with the same subset of individuals over time and settings

Emergent groups

Study groups, small businesses, clubs, associations

Planned by one or more individuals who remain within the group

Founded

Production lines, military units, task forces, crews, professional sports teams

Planned by individuals or authorities outside the group.

Concocted

Deliberately formed by the members themselves or by an external authority, usually for some specific purpose or purposes

Planned groups

ExamplesCharacteristicsType of Group

5 Stages of Group Development (Tuckman)

Exchange of background personal information, uncertainty, tentative communication

Dissatisfaction, disagreement, challenges to leader and procedures, cliques form

Cohesiveness, agreement on procedures , standards, and roles, improved communication

Focus on the work of the group, task completion, decision making, cooperation

Departures, withdrawal, decreased dependence, regret

Tuckman’s theory of group development

Forming:

Group is initially coming together. Period is characterized by shyness, and

uncertainty among members. Extraverted outspoken members may rapidly

assume some kind of leadership role. Maintenance concerns are predominating. Why are we here? What are we doing? What is our goal, our purpose? Awareness, Inclusion.

Storming:

Once established - period of vying for positions and roles within the group.

Some seek out and compete for status, control, authority and influence.

Inner conflict. A period of "testing-out" the leaders.

Disagreements and arguments arise, are fuelled and manufactured.

In the end, roles are eventually allocated. The initial leaders may not survive this period: it

is the most uncomfortable phase of the group's life - akin to adolescence.

Norming:

• Internal group structure now sorted, Group Identity takes shape.

• What kind of behaviors & contributions are acceptable and normalized within the group? What is frown upon, not tolerated?

• Formation of - Implicit & Explicit Group Norms.

• Norms create structure What do we stand for?• Group can readily slip back into Storming

stage.• Cooperation. • Cohesion.

Performing:

•Work and progress commences on the basis

of a relatively stable group structure.

•Moving in unison, towards goals and

completion.

•Action, Results.

•Productivity.

•Team cohesion and identity.

Adjourning:

•Completion and disengagement.

•Separation and ending from tasks and

members.

•Pride and accomplishment may be felt. •Some describe stage as "Deforming and

Mourning" - recognizing the sense of loss felt by group members.

Types of communication.communication

verbal Non-verbal

Formal Informal Kinesic

Downward

Upward

Lateral

Diagonal

Grapevine

1. Verbal Communication

Requires knowledge of language.Verbal communication takes place in the

following ways:1.Oral Communication (Speaking-listening). 2.Visual Communication (Visualizing-observing). 3.Oral-visual Communication (Speaking-

visualizing). 4.Written Communication.

Verbal communication.Two types of verbal

communication. (1) formal communication.

(2) informal communication.

Types Of Communication

•Formal communicationDownward communicationVertical communicationHorizontal Communication

(1) Downward communication

Higher designation to lower designation.

Ex. Boss ordered his worker.

Here effect of this type of communication is very much than upward communication.

(2) Upward communication.

Lower designation to higher designation.

Ex. Worker request to his boss.

Here the effect of communication is less than downward communication.

HIERARCHY LEVEL

Executive Director

Vice President

A.G.M.

Manager

Supervisor

Forman

Supervisor 3Supervisor 1 Supervisor 2

Manager

Horizontal Comm.

Informal communication.We use this type of communication with

our family or friends.Three types of informal communication.(1) lateral(2) diagonal(3) grapevine

Lateral communication.Found among members working at the

same level.Ex. Peer group.Most effective form of communication.Barrier of subordinates or boss is not

present here.

Diagonal communication.The path is mixture of vertical and

horizontal movement.In large communications various

departments need communication support from each other.

Grapevine communication.Also called as “backbiting” or

“backstabbing”.A backstabber is a colleague or an

employee who acts like a friend in public but badmouth you in private.

Informal Communication

What is group dynamics?It is a perspective of:•Internal nature of a group/ composition.•How it is formed.•Its structure and processes.•How does it function.•How does it affect individual members.•How does it affect organisation.

Forces impacting upon group processes and dynamics.

Group interaction Group interdependence Group structure Group goals Group cohesion

Interaction: Group interaction refers to the dynamics of the team and the way individuals in the group interact with one another.

Interaction: What people do in groups

We have social interaction (formation of friends) and task interaction (the way the members co-operate to achieve goals)

In cooperative groups, there was more coordination, there was acceptance for each other’s ideas, and members were more friendly than those in the competitive group.

The main concern of the members of the cooperative group was to see that the group excels.

Although competition between individuals within a group may result in conflict and disharmony, competition between groups may increase within group cohesion and solidarity.

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Group Tasks

• Group tasks impact how a group interacts.– Task interdependence shows how the work

of one member impacts another; as interdependence rises, members must work more closely together.

Interaction Goals Interdependence Structure Unity

Interdependence: The state of being dependent to some degree

on other people“Positive interdependence is

linking together so one cannot succeed unless all group

members succeed. Group members have to know that they sink or swim together.”

(Johnson, Johnson, & Holubec, 1998, p. 4:7).

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Group Dynamics: Interdependence

• Pooled– Members make separate, independent

contributions to group such that group performance is the sum of each member’s contributions

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• Sequential – Members perform tasks in a sequential

order making it difficult to determine individual performance since one member depends on another.

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• Reciprocal– Work performed by one group member is

mutually dependent on work done by other members.

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Types of Task Interdependence

Figure 15.3

Group structureThe underlying pattern of roles, norms, and

networks of relations among members that define and organize the group

An integrated organizational pattern that reflects the totality of the separate parts that inhere in each individual group member

Nature of Group structure

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Group Norms

• Group Norms– Shared guidelines or rules for behavior that

most group members follow– Managers should encourage members to

develop norms that contribute to group performance and the attainment of group goals

• Norms are rules or behavioural models that are established and accepted by individuals who belong to the same culture or group. Since they reflect the group's values, they may:

• · Define the nature of interpersonal relations promoted among members or with non-members;

• · Determine the skills required by each individual in order to accomplish specific tasks in the group;

• · Establish acceptable and unacceptable behaviour in the group.

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• The purposes of norms are:• To help the group reach its objectives. As members share the

same code of conduct the group's norms dictate the responsibilities and obligations of each member.

• To foster relationships among members and internal group cohesion. Norms indicate what attitude members should adopt in various circumstances. They may, for instance, help members settle a conflict by providing them with possible resolutions to problems or misunderstandings.

• To help members gain a better understanding of their experience. By suggesting or prescribing acceptable and unacceptable attitudes or behaviours as well as the roles and functions of each group member, norms enable members to better understand the behaviours of their co-members.

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Cohesiveness:Cohesiveness:

the extent to which members the extent to which members are loyal and committed to the are loyal and committed to the

group. group.

Cohesion

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Two types of Cohesion:

Task Cohesion – the degree to which members of a group work together to achieve common goals

Social Cohesion – reflects the degree to which members of a team like each other and enjoy each other’s company

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Factors Leading to Group Cohesiveness

Factor

Group Size Smaller groups allow for high cohesiveness;

Managed Diversity Diverse groups often come up with better solutions.

Group Identity Encouraging a group to adopt a unique identity and engage in competition with others can increase cohesiveness.

Success Cohesiveness increases with success; finding ways for a group to have some small successes increases cohesiveness.

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Factors which affect Cohesiveness

Increase

Intergroup competition

Personal attraction

Favorable evaluation

Agreement on Goals

Interaction

Decrease

Large group size

Disagreement on goals

Intragroup competition

Domination

Unpleasant experiences

COHESION The we-ness of the group. There is a heightened sense of belonging. There is a shared sense of group identity Creates a desire to be active, and enthusiastic about the

group. Motivates members to sacrifice their own individual

desires for the good of the group. The people in the group like each other The willingness to work together toward some goal There is a sense of personal responsibility to the group

effort A feeling of letting the group down when failure occurs

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The more cohesive a group is, the greater an influence it will have on individual members to conform to the group’s norms, thus lessening the possibility of having ‘loafers’.

Loafing is the tendency for individuals to lessen their effort when they are part of a group – also known as the Ringelmann effect.

The Interaction Between Cohesiveness and Performance Norms

Consequences of Cohesion It has been found by studies that the output of a cohesive group It has been found by studies that the output of a cohesive group

tends to be more uniform than that of the members of the less tends to be more uniform than that of the members of the less cohesive group. More cohesive a group is more would be the cohesive group. More cohesive a group is more would be the productivity. productivity. In general, people are more satisfied in groups that are

cohesive. Cohesion provides a healthier social psychological setting

than non-cohesive groups. However, when people become dependent on the group any

disruption can cause emotional stress. While cohesion provides initial psychological support, the loss of group

members can also cause stress. Also, new members may not be accepted.

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Groupthink can occur when the group:

is cohesive is insulated from outsiders believes it is infallible it is morally superior is under pressure to conform has a leader who promotes a

favorite solution has gatekeepers who keep

information from members

Conformity

• In conformity, individuals accept influence because they want to. Conformity is internally driven. It is affected by motivation, internalized norms, by the desire to be a group member . Acceptance of influence occurs in both public and private behavior.

• Many of the adjustments of attitudes and behavior in groups occur because of conformity. Often members are not even consciously aware that they have conformed because behavior is "unthinking."

• Even when conformity may be awkward, difficult or costly, individuals may adjust because the behavior is normative, i.e., it is seen as legitimate, right and proper.

• "Conscience behaviors," even when the individual realizes that they may incur penalties from other groups or the larger society, are an example of normative behaviors.

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Compliance

• The concept of compliance is similar to conformity, yet slightly different.

• For compliance to occur within groups, one must adapt his/her actions to another's wishes or rules.

• Simply asking someone to perform a task is a request for compliance. The most effective method to gain compliance is through rational persuasion and inspiration.

• The person requesting the performance of the task is not necessarily attempting to change the other's beliefs, but simply needs or wants the task to be performed.

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• In compliance, individuals accept influence because they must.

• Compliance is externally imposed, often by strong rewards or punishments.

• Compliance behavior occurs more often when the individual believes s/he has few or no alternatives in group choice.

• Compliance is more likely among low status group members, whereas conformity is more likely among high status group members.

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• Thus viewed, conforming behavior and nonconforming behavior can serve as a basis of evaluating the trends in human relationships: how a group is doing and in what directions it is headed.

• The central aspect of conformity is that the person being influenced by the group change his/her attitudes and/or beliefs while the main point of compliance is the achievement of some specified task.

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Balancing Conformity and Deviance in Groups

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Managing Groups and Teams for High Performance

• Motivating group members to achieve organizational goals:– Members should benefit when the group

performs well—rewards can be monetary or in other forms such as special recognition.

– Individual compensation is a combination of both individual and group performance.

– Make additional resources (beyond compensation) such as choice assignments available to high-performance groups.

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• Social loafing– The human tendency to put forth less effort

in a group than individually.– Results in possibly lower group performance

and failure to attain group goals

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• Reducing social loafing:– Make individual efforts identifiable and

accountable.– Emphasize the valuable contributions of

individual members.– Keep group size at an appropriate level.

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Three Ways to Reduce Social Loafing

Figure 15.7

Group-dynamics

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