GROUP DYNAMICS

I.INTRODUCTION
A group is a social unit which consists of a number of individual who stand
in definite status and role relationship to one another and which posses a set of
values or norms of its own regulating the behaviour of individual members at least
in matters of consequence to the group"."Group Dynamics" refers to the complex
forces that are acting upon every group throughout its existence which cause it to
behave the way it does. The group will have a name for example, Nurse
administrators. It would have its constitution - all the ward sisters, departmental
sisters, assistant nursing superintendents and nursing director. It would have the
ultimate purpose - to improve the patient care (as for the example given above). A
group will also have dynamics - it is always moving, doing something, changing,
interacting and reacting. The interaction of these forces and their resultant effects
on a given group constitute its dynamics.
Group dynamics concern how groups form, their structure and process, and how
they function. Group dynamics are relevant in both formal and informal groups of
all types. In an organizational setting, groups are a very common organizational
entity and the study of groups and group dynamics is an important area of study in
organizationalbehavior.

II.MEANING

The word dynamics means ‘force’. Group dynamics means the study of
forces within a group. Since human beings have an innate desire for belonging to a
group, group dynamism is bound to occur. In an organization or in a society, we
can see groups, small or large, working for the well-being.

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 The social process by which people interact with each other in small groups can be
called group dynamism. A group has certain common objectives and goals and
members are bound together with certain values and culture.

III.DEFINITION

Groups are units composed of two or more persons who come in to contact
for a purpose and who consider the contact meaningful.

Theodore.M.Mills

A group is any collection of human beings who are brought into social
relationship with one another. Maclver

Group dynamics is the study of groups and group processes,the personal

interrelationships among members of a group.

Group dynamics may be defined as the social process by which people

interact face to face in small groups.

IV.CHARACTERISTICS OF GROUP

The description of a well-functioning effective groups in the figure above

characterizes a mature group. Such a group has four distinguishing characteristics:

1. Purpose and Mission: The purpose and mission may be assigned to a group or
may emerge from within the group. Even in the case of an assigned mission,
the group may re-examine, modify, revise, or question the mission. It may also
embrace the mission as stated. The mission statement is converted into a
specific agenda, clear goals, and a set of critical success factors. Stating the
purpose and mission in the form of specific goals enhances productivity over
and above any performance benefits achieved through individual goal setting.
2. Behavioural Norms: Behavioural norms, which evolve over a period of time,
are well-understood standards of behaviour within a group. They are
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 benchmarks against which team members are evaluated and judged by other
group members. Some behavioural norms become written rules while other
norms remain informal, although they are no less well understood by group
members.
3. Group Cohesion: It enables a group to exercise effective control over its
members in relationship to its behavioural norms and standards. Goal conflict
in a group, unpleasant experiences, and domination of a subgroup are among
the threats to a group's cohesion. Groups with low levels of cohesion have
greater difficulty exercising control over their members and enforcing their
standards of behaviour.
Group cohesion is influenced by a number of factors, most notably time, size,
the prestige of the team, external pressure, and internal competition. Group
cohesion evolves gradually over time through a group's normal development.

4. Status Structure: Status structure is the set of authority and task relations
among a group's members. The status structure may be hierarchical or
egalitarian (democratic), depending on the group. Successful resolution of the
authority issue within a team results in a well-understood status structure of
leader-follower relationship. Where leadership problems arise, it is important to
find solutions and build team leader effectiveness.
External Conditions Imposed on the Group
Groups are a subset of a larger organization system. Therefore, the organization
will impose some conditions on the group. These external conditions are: -

1. Authority Structures: Organizations have authority structures that define who

reports to whom, who makes decisions, and what decisions individuals or
groups are empowered to make. So, while someone who emerges informally
from within the group might lead a work group, the formally designated leader
(appointed by management) has authority that others in the group don't have.

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2. Organizational Culture: Every organization has an unwritten culture that
defines standards of acceptable and unacceptable behaviour for employees.
Members of work groups have to accept the standards implied in the
organization's dominant culture if they are to remain in good standing.
3. Formal Regulations: Organizations create rules, procedures, policies and other
forms of regulations to standardize employee behaviour. The more formal
regulations that the organization imposes on all its employees, the more the
behaviour of work group members are consistent and predictable.
4. Organizational Resources: When organizations have limited resources, so do
their work groups. What a group actually accomplishes is, to a large degree,
determined by what it is capable of accomplishing. The presence or absence of
resources such as money, time, raw materials and equipment – which are
allocated to the group by the organization – has a large bearing on the group's
behaviour.
5. Physical Work Setting: The physical work setting imposed on the group by
eternal parties has an important bearing on work group behaviour. They
physical setting creates both barriers and opportunities for work group
interaction. Workers will not be able to waste time if their superiors work close
to them.
6. Reward System: Since work groups are part of the larger organizational
system, group members will be influenced by how the organization evaluates
performance and what behaviours are rewarded.
V.TYPES OF GROUPS
a. Command groups
Command groups are specified by the organizational chart and often consist
of a supervisor and the subordinates that report to that supervisor. An example of a
command group is an academic department chairman and the faculty members in
that department.

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 b. Task groups

Task groups consist of people who work together to achieve a common

task. Members are brought together to accomplish a narrow range of goals within
a specified time period. Task groups are also commonly referred to as task forces.
The organization appoints members and assigns the goals and tasks to be
accomplished. Examples of assigned tasks are the development of a new product,
the improvement of a production process, or the proposal of a motivational
contest. Other common task groups are ad hoc committees, project groups, and
standing committees. Ad hoc committees are temporary groups created to resolve
a specific complaint or develop a process. Project groups are similar to ad hoc
committees and normally disband after the group completes the assigned task.
Standing committees are more permanent than ad hoc committees and project
groups. They maintain longer life spans by rotating members into the group.

c. Functional groups

A functional group is created by the organization to accomplish specific

goals within an unspecified time frame. Functional groups remain in existence
after achievement of current goals and objectives. Examples of functional groups
would be a marketing department, a customer service department, or an
accounting department.

In contrast to formal groups, informal groups are formed naturally and in response
to the common interests and shared values of individuals. They are created for
purposes other than the accomplishment of organizational goals and do not have a
specified time frame. Informal groups are not appointed by the organization and
members can invite others to join from time to time. Informal groups can have a
strong influence in organizations that can either be positive or negative. For
example, employees who form an informal group can either discuss how to
improve a production process or how to create shortcuts that jeopardize quality.

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Informal groups can take the form of interest groups, friendship groups, or
reference groups.

d. Interest groups

Interest groups usually continue over time and may last longer than general
informal groups. Members of interest groups may not be part of the same
organizational department but they are bound together by some other common
interest. The goals and objectives of group interests are specific to each group and
may not be related to organizational goals and objectives. An example of an
interest group would be students who come together to form a study group for a
specific class.

e. Friendship groups

Friendship groups are formed by members who enjoy similar social activities,
political beliefs, religious values, or other common bonds. Members enjoy each
other's company and often meet after work to participate in these activities.

f. Reference groups

A reference group is a type of group that people use to evaluate themselves.

The main purposes of reference groups are social validation and social
comparison. Social validation allows individuals to justify their attitudes and
values while social comparison helps individuals evaluate their own actions by
comparing themselves to others. Reference groups have a strong influence on
members' behavior. By comparing themselves with other members, individuals are
able to assess whether their behavior is acceptable and whether their attitudes and
values are right or wrong. Reference groups are different from the previously
discussed groups because they may not actually meet or form voluntarily. For
example, the reference group for a new employee of an organization may be a

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group of employees that work in a different department or even a different
organization. Family, friends, and religious affiliations are strong reference groups
for most individuals.

VI. TYPES OF GROUP DEVELOPMENT

A team cannot be expected to perform well right from the time it is formed.
Forming a team is just like maintaining a relationship. It takes time, patience,
requires support, efforts and members often go through recognizable stages as
they change from being a collection of strangers to a united group with common
goals.

Bruce Tuckman presented a model of five stages Forming, Storming, Norming,

and Performing in order to develop as a group.

a.Orientation (Forming Stage)

The first stage of group development is the forming stage. This stage
presents a time where the group is just starting to come together and is described
with anxiety and uncertainty.

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Members are discreet with their behavior, which is driven by their desire to be
accepted by all members of the group. Conflict, controversy, misunderstanding
and personal opinions are avoided even though members are starting to form
impressions of each other and gain an understanding of what the group will do
together.

Typical consequences of the forming stage include achieving an

understanding of the group's purpose, determining how the team is going to be
organized and who will be responsible for what, discussion of major milestones
or phases of the group's goal that includes a rough project schedule, outlining
general group rules that includes when they will meet and discovery of what
resources will be available for the group to use. At this stage, group members are
learVI.ning what to do, how the group is going to operate, what is expected, and
what is acceptable.

b. Power Struggle (Storming Stage)

The second stage of group development is the storming stage. The
storming stage is where dispute and competition are at its greatest because now
group members have an understanding of the work and a general feel of
belongingness towards the group as well as the group members. This is the stage
where the dominating group members emerge, while the less confrontational
members stay in their comfort zone.

Questions around leadership, authority, rules, policies, norms, responsibilities,

structure, evaluation criteria and reward systems tend to arise during the storming
stage. Such questions need to be answered so that the group can move further on
to the next stage.

c. Cooperation and Integration (Norming Stage)

In this stage, the group becomes fun and enjoyable. Group interaction are
lot more easier, more cooperative, and productive, with weighed give and take,

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 open communication, bonding, and mutual respect. If there is a dispute or
disruption, it’s comparatively easy to be resolved and the group gets back on
track. Group leadership is very important, but the facilitator can step back a little
and let group members take the initiative and move forward together.

d. Synergy (Performing Stage)

Once a group is clear about its needs, it can move forward to the third stage
of group development, the norming stage. This is the time where the group
becomes really united. At this stage, the morale is high as group members
actively acknowledge the talents, skills and experience that each member brings
to the group. A sense of belongingness is established and the group remains
focused on the group's purpose and goal. Members are flexible, interdependent,
and trust each other. Leadership is distributive and members are willing to adapt
according to the needs of the group.

e. Closure (Adjourning Stage)

This stage of a group can be confusing and is usually reached when the task is
successfully completed. At this stage, the project is coming to an end and the
team members are moving off in different directions.

This stage looks at the team from the perspective of the well-being of the team
instead of the perspective of handling a team through the original four stages of
team growth.

VII.GROUP ROLE

A role means a set of expected behaviour pattern attached to a position or

post in a social unit. In an organization, an employee's role is briefly indicated by a
position title and elaborately specified by a job description. As regards group
roles, these are designated and assigned in formal groups. These roles are
prescribed by the organization with a view to make division among workers and

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assign them responsibility. But, group roles are usually not explicitly prescribed in
informal groups. That is why in informal groups, one group member may perform
several roles or several members may also perform the same role.

Types of Group Roles

In practice, the group members may be expected to perform a variety of

different roles. A complete listing of these group roles would be very lengthy.
However, the three most relevant group roles are discussed as follows :

(i) Work Roles :

These roles relate to task-oriented activities involved in accomplishing the

group tasks or group goals. Developing a strategy for accomplishing the task,
assigning jobs, evaluating work progress and clarifying the group goals are the
examples of work roles related to task-oriented activities.

(ii) Maintenance Role :

These roles relate to social-emotional activities of group members that help

maintain their involvement and commitment to group. Examples of these roles
may be encouraging other fellow members to participate, praising and rewarding
other members for their excellent contribution and similar other activities designed
to maintain a friendly group atmosphere.

(iii) Blocking Roles :

These are the activities that disrupt or destroy the group. These activities
mayinclude such things as dominating the discussion, attacking other group
members, disagreeing unreasonably with other group members and distracting
group by unnecessary humor.

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FACTORS INFLUENCING GROUP DYNAMICS

Factors that influence group dynamics include the social status of participants,
their assigned or adopted roles, and patterns of communication and dominance that
develop within the group. Groups can be task oriented and have social purposes,
and the effectiveness of a group often depends on the balance it strikes between
these competing goals.

1. Social Status/Leadership

If one member of the jury was clearly the leader, he or she took the role
easily, but if two or more potential leaders were available, someone gave way.
This might have made the group uncomfortable. The failed leader can be a crucial
person in a jury and in other groups as well. Groups will tend to follow persons
with perceived leadership qualities, especially if he or she has relevant experience.

2. Assigned/Adopted Roles

Once the leader emerged, someone became the secretary/enforcer. This

person backed up the foreperson, took notes, organized materials, and supported
the leader, sometimes to the point of repeating his exact words. On occasion, two
or more secretary/enforcers will compete with each other to “help” the leader, and
sometimes the roles will be split between two or more juniors. The expert is
another group role.

3. Patterns of Communication

The fastest way for a jury to work is for the foreperson to lead the jurors
through the agenda assigned by the judge, with the support of the
secretary/enforcer, and the acquiescence of the rest. However, that is not the
thorough way to come to a decision. In order for alternative views to be explored,

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there must be disagreement. People have different ways of taking the floor from
the foreperson.

4. Patterns of Dominance

Leadership and expert status are ways of taking the floor. However, there
are other ways. People use gender to take the lead. Men may speak more loudly,
and their voices may actually get deeper. Some women use sexual displays, mild
flirtation or feminine flutter, to gain the floor. Others take on the role of motherly
wisdom, while a man may become fatherly, even referring to another juror as
“son.”It’s a good thing, when everyone finds a role that will let him or her
contribute to the group dynamic.

5. Tasks versus Social Goals

When social goals, whether flirtation, dominance, or rebellion, overwhelm

the task orientation of the group, the group’s goal, consensus, is endangered. The
failed leader, whose status was not quite high enough to make him leader, may
find an ally in the difficult child, and perhaps in a secretary/enforcer who lost the
role to a more successful assistant. An unquenchable rebellion may arise.
Evidence and argument aside, that’s how you get a hung jury.

6. Effectiveness

Groups are effective when their group dynamics are clear. The leader is
clearly the leader, the enforcer is clearly the enforcer. Experts provide knowledge,
and are given secure roles in the group that reinforce their desire to cooperate and
contribute. Good children are nurtured and educated. Bad children are valued for
their creativity, and allowed measured input. Failed or secondary leaders are
converted to experts or enforcers where possible, but never allowed to form a
faction.Most importantly, the group goal is made clear, and is kept paramount.

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Praise and reinforcement for group members is provided only for furthering the
goals of the group, not for taking the floor for personal, social reasons. At least,
for a task-oriented group, that’s the ideal.Factors that influence group dynamics
are the nature of the group, the natures of the participants, and the skill of group
leaders. Groups are most successful when their leaders keep goals clear, while
providing each group member a way to be a useful and valued member of the
group.

VIII. PRINCIPLES OF GROUP DYNAMICS

Some of the most critical principles of group dynamics are as follows:

a. Principle of Belongingness
An essential group dynamic is for the group members to have a strong sense
of togetherness. Moreover, a group will not be able to function to its fullest without
the coordination and belongingness that the members feel. It is very important for
the group members to feel like they belong to the right group.

Moreover, this feeling of belongingness is what drives the group to perform

their best, in turn boosting the group morale. Therefore, the principle of
belongingness is a rather important principle of group dynamics.

b. Principle of Perception

This principle focuses on the prestige of group members and how the group
members perceive this prestige. It is very similar to the principle of status. However,
this principle of group dynamic states that the greater the prestige, the greater is the
influence. In addition, the principle of perception throws light on the importance of
group perception. Moreover, this ensures coordination, a common direction and the
successful completion of the objectives.

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c. Principle of Conformity

This principle of conformity states the importance of the group members to

conform to the general group norms. However, this principle is one of the most
essential rules which is the most difficult to achieve.

d. Principle of Change

The principle of change is one such important principles of group dynamics

that state the significance of the change. Every decision in a group is bound to
change at a specific point in time. A well-balanced and coordinated group would not
suffer from this change. Moreover, this group dynamic principle stresses the
importance of handling a change well.

e. Principle of Readjustment

This principle is a result of the principle of change. Due to changes made in a

group, the group norms, the group objectives or the group member delegation,
readjustment of the entire group dynamics is crucial. Therefore, this principle of
readjustment emphasizes on the essentiality of readjusting the group dynamics after
implementing a change. The readjustment should be in sync with the achievement of
the group goal.

f. Principle of Common Motives

The main purpose behind the creation of groups is to aid the process of goal
achievement. The group members have a common motive which involves the
successful attainment of the pre-determined goal.

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 g. Goal Orientation

Every group is created with the aim to achieve the goal with the help of their
common motive. The primary principle of the group is that they are goal oriented
and focus all their activities towards the successful completion of the task.

h. Principle of Power

Being a part of a group can let a group member believe that they have powers
vested in them. One of the more critical principles of group dynamics is the existence
of power among the group members.

i. Continuous Process Principle

Last but not least, group functioning is a continuous process. This principle
states that every group so formed and every member who is a part of such a group is
responsible for the continuous functioning of the same group.

IX.THEORIES OF GROUP FORMATION

1. Propinquity Theory:
The most basic theory explaining affiliation is propinquity. This interesting
word simply means that individuals affiliate with one another because of spatial or
geographical proximity. In an organisation employees who work in the same area
of the plant or office or managers with offices close to one another would more
probably form into groups than would those who are not physically located
together. There is some research evidence to support the propinquity theory and on
the surface, it has a great deal of merit for explaining group formation. The
drawback of this theory is that it is not analytical and does not begin to explain
some of the complexities of group formation. Some more theoretical and practical
reasons need to be explored.

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2. Homan’s Theory:
According to George C. Homans, “The more activities persons share, the
more numerous will be there interactions and the stronger will be their shared
activities and sentiments, and the more sentiments people have for one another, the
more will be their shared activities and interactions.”

It is a very comprehensive theory and based on activities, interactions and

Homan’s theory is based on sentiments. These three elements are directly related
to each other. The members’ activities interactions and of a group share activities
and interact with one another not just because of physical proximity but also to
accomplish group goals.

The key element is interaction because of which they develop common sentiments
for one another. These sentiments gradually get expressed through the formation
of informal groups. If any disturbance is caused to any of the three-activities,
interactions and sentiments, it is likely to disturb all the others.

Their relationships are shown in the following figure:

3. Balance Theory:
Another very comprehensive theory is a Balance Theory of group
formation. This theory as proposed by Theodore Newcomb states that “Persons are
attracted to one another on the basis of similar attitudes towards commonly

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relevant objects and goals. Once a relationship is formed, it strives to maintain a
symmetrical balance between the attraction and the common attitudes. If an
imbalance occurs, attempts are made to restore the balance. If the balance cannot
be restored, the relationship dissolves.”

Thus, the balance theory is additive in nature in the sense, that it introduces the
factor of balance to the propinquity and interaction factors. There must be a
balance in the relationship between the group members for the group to be formed
and for its survival. The following -figure shows the balance theory.

Individual (A) will interact and form a relationship/group with individual (B)
because of common attitudes and values (C). Once this relationship is formed, the
participants strive to maintain a symmetrical balance between the attraction and
the common attitudes. If an imbalance occurs, an attempt is made to restore the
balance. If the balance cannot be restored, the relationship dissolves.

4. Exchange Theory:
This theory is based on reward-cost outcomes of interactions. To be attracted
towards a group, a person thinks in terms of what he will get in exchange of
interaction with group members. A minimum positive level (rewards greater than
costs) of an outcome must exist in order for attraction or affiliation to take place.
Rewards from interactions gratify needs while costs incur anxiety, frustrations,

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embarrassment or fatigue. Propinquity, interaction and common attitudes all have
roles in the exchange theory.

X.SIGNIFICANCE OF GROUPS AND GROUPS DYNAMICS IN

NURSING

Group affiliation is very important in the life of every human being.

Most of the time individual spends in interacting with groups which may
comprise of peers, patients, seniors, etc. One learns to interact within the
group in which works. As a nurse you have to know about group dynamics so
that you can make formal organization for the profession. In order to occupy
important position in the health care system by virtue of (hierarchy) formal
structure of an organization, the nurse, by having knowledge of group
dynamics, can increase the productivity of her group members and thereby
improve patient care. She assumes a role of leader or a member in various
groups i.e. working committees or a team by selecting suitable members
depending upon their knowledge and expertise e.g. a team formed to provide
rehabilitative services may become a source of satisfaction and support for its
members.

It may also develop social significance if members realize that they

enjoy spending time together. during and after work. Knowledge on group
dynamics helps the nurse to be a good observer, listener and supporter. S/he
can effectively work as a liaison between patients and other health team
members .and community. Knowledge of groups also helps a nurse
administrator to be effective member of a group, which provides self
development and satisfaction to the nurse. Knowledge of group dynamics
helps a nurse to gain self-satisfaction by '" being a member or leader of a
group, depending on the situation. This also provides an opportunity for self-

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 development as an individual. As a nurse administrator following the group
dynamics helps the nurse to bring the change in the group if required.

GROUP DYNAMICS IN NURSING

Group dynamics in nursing management

 The nature of nursing is such that most of nurses works in groups and are
continually interacting with colleagues, patients and members of
community.Despite the importance of this interaction insufficient emphasis has
been given to group dynamics in nursing. Knowledge of many aspects of group
and group processes is very important aspect of management which can enhance
the effectiveness of nurse manager.
 All the organizations have objectives and these objectives can be attained by
activities and decision of the groups that administer organization. A hospital
service is such an organization and it is the responsibility of nurse manager to
influence group processes to attain the administration’s objectives.
 The nurse manager can act as a facilitator by exercising a constructive influence
on group. In this way individual and group performance can be enhanced by
leadership behavior. This is one of the primary roles of nurse manager as a team
leader.
 In an attempt to increase the interdependence of group members, nurse manager
can plan work and arrange assignments with this goal in mind. This can be
achieved by exerting some control over reward and punishment when work
goals are either attained or not attained.
 The nurse manager must have a concern for the direction in which groups are
moving. She constantly revitalized and redirects group’s attention towards the
goals she set particularly when her observation and analysis show that the group
has tendency to lose direction and to lose sight of objectives.

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 A nurse manager evaluates the progress, which cannot be achieved without
assistance and support of other group members. So nurse manager use group in
making decisions.
 Group dynamics helps the nurse leader to develop and nurture cultural bond
within the group despite of all the diversities. It often happens one of the group
becomes uncomfortable with the culture and begins to change his or her
behavior. It becomes stressful for the leader because it is difficult for her to be
objective as she sees the cohesiveness of the group falling apart. Under such
circumstances she must remember the employee creating disturbance is still an
integral part of the group and special attention must be given to the employee.
 Group dynamics enable the nurse manager to be confident and secure in herself
so that she operates from a secure and stable psychological base before asking
hers staff to make changes.
 The nursing profession being anthropocentric creates numerous situations in
which nurse managers are called upon to solve problems. A knowledge of group
dynamics can be utilize not only in the context of nursing leadership but also as
an influence on the health behavior of patient in the hospital or clients in the
community.
 In all areas of health care, nurses interact with groups of students, faculty,
clients, client’s families and professional colleagues. An understanding of group
dynamics and their application is essential for the effective functioning of
nurses in their professional and personal lives.
 Group dynamics focuses two types of groups that nurse managers may
encounter.
 Task groups
 Work-related Social Support Groups

Group dynamics in nursing service

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 Historically, nurses have used groups and group processes in hospitals and other
health care settings.
 Nursing profession progressed from functional assignments to the team nursing
approach.
 Psychiatric nursing field specifically explored the use of groups as a teaching
method, a therapeutic tool, and a form of peer supervision.
XI.SUMMARY

As far we discussed about definition,characteristics,types of

groups,types of group development,group role,principles of group
dynamics,theories of group formation,significance of group dynamics.

XII.CONCLUSION

Group dynamics concern how groups form, their structure and

process, and how they function. Group dynamics are relevant in both formal
and informal groups of all types. In an organizational setting, groups are a
very common organizational entity and the study of groups and group
dynamics is an important area of study in organizationalbehavior

XIII.BIBLIOGRAPHY

1.Linda Russel, management and leadership for nurse administrators,

2006,USA,Jones and bartlet publishers,first edition

2.Bessie Marquis Leadership roles and management functions in nursing,6th

edition, lippincot publishers,2009

3.Jogindra vati.principles and practice of nursing management.first

edition.Jaypee publication.New delhi,2013

4..Alamelu Venketaraman.Newer trends in management of nursing service

and education.Jaypee publication.New Delhi.2017

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5.Deepak K A comprehensive text book of nursing amnagement EMMES
publication.Newdelhi.2017

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