GROUP DYNAMICS

I. INTRODUCTION
“Individual, we are one drop. Together we are an ocean”.
-Ryunosuke Satoro, poet

Group dynamics is two ways communication implies a situation. Where not only two
parties talk to each other as well as it helps in clarification of doubts, confusion and
misconception. Both parties understanding each other and receiving and giving of
feedback. A group is an entry point for development, and the dynamics of a group are
extremely important in determining whether the group will be successful. Group
dynamics refers to the study of human behavior in a group. Groups are recognized as
important units, helps in directing and channelizing the constructive efforts. By the
group common goals of the company is fulfilled.

II. DEFINITIONS OF GROUP

A group may be defined as “Two or more people acting interdependently in a unified

manner toward the achievement of common goals”

(Harold koontz, 2004)

III. DEFINITION OF GROUP DYNAMICS

Group dynamics is viewed from the perceptive of internal nature of group. How they
are formed, why groups are formed, what are their structure and process, and how they
affect individual members, other groups and the organization.
(Mamoria 1996)
Group are units composed of two or more persons who come into contact for a
purpose and who consider the contact meaningful

(Theodore M. Mills, 1967)

A group exists when two or more people define themselves as members of it and when
its existence is recognized by at least one another.

(Brown, 1988)

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IV. CONCEPT OF GROUP DYNAMICS
Group dynamics is the study of groups and also general term for group
processes. A collection of two or more people who met regularly and influence one
another over a period of time, perceive themselves as a distinct entity
distinguishable from others, share common value and strive for common
objectives. It includes group decision, group productivity, group interaction, group
cohesiveness and group communication. The underlying assumption was that the
laws of the group behavior can be established independently of the goals or specific
activities of group irrespective of the structure of the group.
An individual with expertise in group process, such as a trained
facilitator, can assist a group in accomplishing its objective by diagnosing how
well the group is functioning as a problem solving or decision making entity and
intervening to alter the group operational behavior.
Group dynamics contains two terms: group and dynamics.
Group is basically a collectivity of two or more persons. Dynamics comes from
Greek word meaning FORCE. Thus, “Group dynamics is concerned with the
interactions of forces among group members in social situation.”

V. PRINCIPLES OF THE GROUP DYNAMICS

A group can be work effectively only if it is its members stick to certain desired
norms, which Cartwrite has termed principle of group dynamics. There principles are:

 The members of the group have a strong sense of belonging to the group.
The barrier between the leaders and to be led must be broken down.

If a group is to be used efficiency as a medium of change, those who are to

be changed and those who are to wield an influence for change must have a strong
sense of belonging to the same group, i.e. the barrier between the leaders and the
led should be broken.

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  The more attractive a group is to its members, the greater influence it would
exercise on its members.
Who all are participating in the group activity of those members are the
attractive and most significant members. The participation of each member is
influenced by those activities.
 The greater the prestige of the group members in the eyes of the other members,
the greater influence he/she would exercise on the them.
Each group members need to have good thoughts, opinions, suggestions
and attitude towards the goal. All group members should respect those points
should give feedback.
 The successful efforts to change individuals subpart of the group would result in
making them confirm to the norms of the group.

Norms are acceptable standards of behavior within a group that are

shared by the members of the group. The norms often reflect the level of
commitment, motivation, and performance of the group.

 The pressures of the change when strong can be established in the group by
creating a shared perception by the members for the need for the change.

Successful effort to change individuals or subparts of a group would result

in making them confirm to the norms of the group. Strong pressure for change a
shared perception by members for the need for the change.

VI. TYPES OF GROUP

TYPES
OF
GROUP

FORMAL INFORMAL
GROUP GROUP

Usually there are two type of work group: formal and informal group
COMMAND TASK
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GROUP GROUP
 1. Formal group

The formal group is formed deliberately and consciously collectively to direct the
efforts of group members, especially the employees towards the accomplishment of
organizational objective. Formal group are established by an organization to achieve
organizational goals and overall organizational mission. These are designed and
planned by top management to achieve organizational goals. These are also known as
functional groups. The main focus of these groups is on the performance of job and
coordination of members are controlled through process, procedures etc. these group
are permanent in nature. They have to follow rules, regulations and policy of the
organization.

a) Command group

It is composed of subordinates who report directly to a given boss. Formal group may
take the form of command groups, task group and functional group. And also include
department such as the personnel department, the quality control department and
nursing department

b) Task group

It represents a group working together to complete a job or a project. This group is

formed by an organization to accomplish a narrow range of purposes within a
specified time. Temporary in nature, they also develop a solution to a problem or
complete its purpose. Informal committees, task forces and work terms are included in
task group. The organization after specifying a group membership, assigns a narrow
set of purposes such as developing a new product, evaluating a proposed grievance
procedure etc.

2. Informal group

The informal group consists of group of people in an organization, who relates each
other spontaneously for purpose of mutual benefits and achievements. Informal groups
are created in the organization because of social and psychological forces operating at

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 the workplace. These are resulted as a natural outcome at the workplace in the form of
associations, unions etc. And not designed and planned and also not specified in the
blueprint of formal organization. The organization does not take any active interest in
their formation. Informal group are of following types;

a) Interest group

Group of peoples are being for the purpose of achieving some common objectives.
Interest groups are the groups formed to attain a common purpose. Examples
employees coming together for payment of bonus, increase in salary, medical benefit
and other facilities

b) Membership group

Membership group are the groups of individuals belonging to the same profession and
knowing each other. A membership group is to which one may consciously belong,
but with which one has no more than a minimal relationship, For example, teachers of
the same faculty in a university

c) Friendship group

Friendship groups are the groups of individuals belonging to the same age group,
having similar views, tastes and opinions. These groups can be in the form of clubs
and associations.

d) Reference group

Reference groups are the group where individuals shape their ideas, beliefs, values etc.
They want support from the group. This group to which one may belong and allow
oneself to be influenced its member’s behavior.

VII. CHARACTRISTICS OF GROUP

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 GOAL ORIENTED WELL ORGANISEDD

POWER STRUCTURE
SIZE OF THE
CHARACTERISTICS OF
GROUP
GROUP

GROUP STRUCTURE
GROUP FUNCTIONS

INTERDEPENDENCY

 Goal oriented activities: The process of setting goal, and working towards them
is good group character of a group. Groups have goal oriented activities. They
share some common goals. Goal-oriented Activities for Corporate Team-building.
In a corporate environment, no goal can be achieved without teamwork. Only if a
team communicates well, trusts the opinion, ideas, and beliefs of each member, can
it function effectively and achieve the common goal of the organization.
 Well organized: The group are well organized and tend to bind roles to play, rules
regulation and a set of norms that gives unique identity. An organized activity or
group involves a number of people doing something together in a structured way,
rather than doing it by themselves. Someone who is organized plans their work and
activities efficiently. These people are very efficient, very organized and excellent
time managers.
 Interdependency: The member of the group is interdependent to each other. They
influence of each other’s actions that bring changes in their personalities. The
members' knowledge, abilities, skills; and personality characteristics (sociability,
self- reliance, and independence) are the resources the group members bring in
with them. The success depends upon these resources as useful to the task.
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  Power structure: The leader/ members of the group exercise the power that may
be autocratic or democratic in nature; can be hierarchical where power is vested in
the highest authority of the group or vertical where it is vested in every member of
the group. A power structure is an overall system of influence between any
individual and every other individual within any selected group of people. ... Such
structures are of interest to various fields, including sociology, government,
economics, and business.
 Group structure: group structure is a pattern of relationships among members that
hold the group together and help in achieving assigned goals. The groups exhibit
different types of relationship that vary from group to group and the purpose of
having groups. These characteristics of group behavior act as a means of
understanding why some groups perform better than others. ... Roles develop
through a combination of group processes and individual processes. Group
members have an expected role for each individual.
 Size of group: The group has definite number of members. The group size varies.
It may range from two to many members. To form a group, it must be having at
least two members. Practically, the number of group members ranges from 15 to
20. The more the members in the group, the more complex it is to manage. Goals:
Every group has certain goals, which are the reasons for its existence.
 Group functions: Each group should have functions. The functions of the group
vary depending on its formation. It is formed to have self-interest or to achieve
some specific task or for socio emotional support. A group functions with definite
roles, norms and cohesiveness. Persons belonging to a definite group share
common goals, interact with one another and are interdependent.

VIII. GROUP STRUCTURES

Four different aspects of group structures are:

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 a. Norms
b. Roles
c. Status
d. Cohesiveness
a. NORMS

Norms are acceptable standards of behavior within a group that are shared by the
members of the group. Norms are the set of beliefs, feelings, and attitudes commonly
shared by group members. These are also referred to as rules or standards of behavior
that apply to group members. Norms serves three functions namely:

 Predictive basis for understanding the behavior of others.

 Control- regulate the behavior of others
 Rational- some norms define relationship
 Express the values of the group.

Types of norms

Each group will establish its own set of norms that might determine anything
from the appropriate dress to how many comments to make in a meeting. Group exerts
pressure on members to force them to conform to the group’s standards.

Performance norms determine how quickly members should work and how
much they should produce. They are created in an effort to determine levels of
individual effort. Members of the group may have the skill and ability to
perform at higher levels but they don’t because of the group’s performance
norm.
Reward allocation norms determine how rewards are bestowed upon group
members. For example, the norm of equality dictates equal treatment of all
members. Every member shares equally so rewards are distributed equally to
everyone.
Norms of equality suggest that rewards are distributed according to the
members, may contribute through effort, skill, or ability.

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 Social responsibility norm are reward on the basis of needs. Members who have
special needs therefore receive the largest share of the reward
Group norms, the majority of the group must agree that the norms are
appropriate in order for the behavior to be accepted. There must also be a shared
understanding that the group supports the norms. But the members might violate
group norms from time to time. If the majority of the members do not adhere to
the norms, then they will eventually change and will no longer serve as a
standard for evaluating behavior. Group members who do not conform to the
norms ‘will be punished by being excluded, ignored or asked to leave the group.
b. ROLES

Role is various parts played by group members. Each role will have specific
responsibilities and duties.

There are two elements that define this role identify

 Role perception: an individual is expected to behave according to his own

perception in the group.
 Role expectation: It is defined as how others believe one should behave in given
situation.

Group roles

There are emergent roles that develop naturally to meet the needs of the groups. The
emergent roles will often replace the assigned roles as individuals began to express
themselves and become more assertive.

The main group roles are work role, maintenance role and blocking role.

A. Work role
Work role are task oriented activities that involve accomplishing the group’s
goals. They involve a variety of specific roles such as
The initiator: defines problems proposes action, and suggests procedures.
The informer: finds out the facts and give advice or opinions.

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 Clarifier: they will interpret ideas, define terms, and clarify issues for the group.
Summarizers: restate suggestions offer decisions, and come to conclusions for
the group
Reality testers: analyze ideas and test the ideas in real situations.
B. Maintenance role
Social-emotional activities that help members maintain their involvement to the
group.
The maintenance roles are
Harmonizer: will reduce tension in the group, reconcile differences, and explore
opportunities.
Gatekeeper: often keep communication channel open and make suggestions that
encourage participation.
Consensus tester: will ask if the group is nearing a decision and test possible
conclusions.
Encouragers: are friendly, warm and responsive to other group members.
Compromiser: this involves modifying decisions, offering compromises and
admitting errors.
C. Blocking roles
Blocking roles are activities that disrupt the group. Blockers will stubbornly
resist the group’s ideas, disagree with group members for personal reasons, and
will have hidden agendas.
The dominator role: attempts to control conversations by patronizing others.
They often interrupt others and assert authority in order to manipulate members
Comedians: often abandon the group even though they may physically still be a
part. They attention-getters in the ways that are not relevant to the
accomplishment of the group’s objectives.
Avoidance behavior: involves pursuing goals not related to the group and
changing the subject to avoid commitment to the group.

Role ambiguity

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It concerns the discrepancy between the sent role and the received role. Supervisors,
directors, or other group leaders often send (assign) roles to group members in formal
groups. Group members receive roles by being ready and willing to undertake the
tasks associated with that role.

SENDER RECEIVERE
ROLE EXPECTATIONS ROLE ROLE ROLE
SEND RECEIVED BEHAVIOR

Role ambiguity role conflict

Ambiguity results when member are confused about the delegation of job
responsibilities. This confusion may occur because the members do not have specific
job descriptions or because the instructions regarding the task were not clear. Group
members who experience ambiguity often have feelings of frustration and
dissatisfaction, which ultimately lead to turnover.

Role conflict occurs when there is inconsistency between the perceived role and role
behavior. There are several different forms of role conflict.

Interrole conflict occurs when there is conflict between the different roles that
people have. For example, work roles and family roles often compete with one another
and cause conflict.

Intrarole conflict occurs when individuals must handle conflicting demands from
different sources while performing the tasks associated with the same role.

c. STATUS
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Status is “a socially defined position or rank given to group or group members by
others”. Group members get high status or low status in the group based on their
authority and performance.

High status members have more freedom to deviate from norms. This facility
enables them to have the discriminatory powers in decision making. Low status
members of the group should not have freedom to deviate the norms as it leads to
status inequality.

d. GROUP COHESIVENESS

Group cohesion is interpersonal attraction binding group members together;

cohesiveness refers to the bonding of group members and their desire to remain part of
the group. Many factors influence the amount of group cohesiveness. More difficult is
to obtain group membership the more cohesive the group.

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 GROUP
COHESIVENESS

SOCIAL TASK

the way in which skills and abilities of

the bonds of interpersonal attraction the group members mesh to allow
that link group members ptimal performance

Types of group interaction

The following are the types of interaction of the attractiveness that is found within
group:

Unorganized Social Interaction

The purposes of the interactions are just for interaction, recreation, casual
enlightenment. The educational implications of these types of interaction are for
successful adjustment, personality development, and co-incidental education.

Collaborative Group Interaction

This is the pooling of group information. The main purpose of these type interaction is
for augmenting, rounding out and for clarification of unfamiliar knowledge. The

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education implications of this type of interaction are to pool out the individual findings
for reference reading, experiments, and experience.

Logical Group Interaction

The logical group interaction is mainly for discussion to reach a group decision. These
types of interactions are used to solve a common problem reach cooperative decision
with consensus, to formulate or refine group policies.

Effect of Group Cohesiveness

Positive effect

 Employees satisfaction

Is the term used describe whether employees are happy and fulfilling their desire and
needs at work. Factors that include employee goal achievement, and positive
employee morale in the work place.

 Low turnover and absenteeism

It is pattern of habit of voluntary and involuntary separation of employees fro

employment

 Higher employment and productivity

More rapid Productivity growth leads to higher rather than lower employment in
manufacturing

 More participation in decision making and problem solving

These are important skills for business and life. There are processes and techniques to
improve decision making and the quality of decisions.

Negative effect

 Detrimental or organizational performance if their goals are misaligned with

organizational goals
 Poor assessments of the problem

It is important to identify the fundamental cause of the problem with as much

precision as possible.

 Incomplete information search

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Without complete information that required for the problem solving, the task will not
be accomplish.

 Biased in processing information

It happens when the information we receive is out of sync with our own believes.
Biased information processing is a common phenomenon.

 Poor decision making

Oftentimes indecision is wrong than making the wrong decision. Those most believe
that one mistake will ruin their career and so avoid any risk at all. Remaining locked in
past. Some people make poor decisions because they’re using the same old data or
processing

 Failure to examine the reality

Group dynamics are the processes that occur between members of group. There are
several important factors affect within the group. There should be a member to
analyses and report of group. Should have the ability of examine the group.

Factors influencing group cohesiveness

FACTORS
Group size Smaller group allow for high cohesiveness; Low cohesiveness
groups with many members can benefit from splitting into two
groups..
Managed Diverse group often come up with better solutions
diversity
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.

Group cohesiveness and productivity

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 Some research has found cohesive groups to be very productive,
which others have found that highly cohesive groups are not as productive as less
cohesive groups. It appears that a primarily determinant of the effect of cohesion on
productivity is whether the group goals are congruent with those of the organization.

The cohesive group goal includes performance, and then high performance can be
reasonably expected. Conversely, if a highly cohesive group values reduced
productivity then a relatively low level of productivity can be expected. In short,
cohesive group are more likely to attain their goals than are less cohesive group.

Advantages of group cohesiveness

Groups with high cohesiveness have to

 Demonstrate lower tension & anxiety

 Demonstrate less variation in productivity
 Demonstrate better member satisfaction, commitment &communication
 Worker satisfaction
 Low turnover and absenteeism
 Highly productivity
 Enables effective control over the members.

Disadvantages of group cohesiveness

 Highly cohesive group may be detrimental to organizational performance if

their goals are misaligned with organizational goals.
 Highly cohesive groups may also be more vulnerable to groupthink.
IX. IMPORTANCE OF GROUP IN AN ORGANIZATION
 In an organizational setting, group are very common, the study of group and
group dynamics is an important area of study in organizational behavior.

A group is not just a collection of people. It is considered as a set of two and

more interacting individuals to achieve certain goals and meet certain needs. These

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groups work in a systematic manner (Structure, hierarchy) and use the resources of
the organization to attain their goals.

 Groups typically outperform individuals when the tasks involved require a

variety of skills, experience and decision making.
Work groups within companies -- also called task forces -- are teams of
employees brought together to accomplish a specific task. The task often
involves analyzing a problem, formulating a solution and making a
recommendation to the company’s management, including the owner of the
small business. Work groups’ efforts can result in improving company
operations and also benefit the employees who participate in the groups.
 Groups are often more flexible and quickly assemble, achieve goals, and
disband or move on to another set of objectives.
In an organization the superior should be skilled person to assign and
delegating works to subordinates. Then only the goals could achieve on time.
 Groups have many motivational aspects’
Make a game out of work, and provide rewards when goals and
achievements are met. This will increase employee engagement, which is a key
indicator of workplace satisfaction and motivation. How the boss leads, the rest
will follow. If you’re a grump, they will be, too. Set the tone for the workplace
by being positive. Micromanaging is not trust. Constantly correcting or re-doing
work is not trust. If you give an employee a task and they do it differently than
you would have, trust them enough to let it stand. Show trust whenever it is
possible.
 Group members are more likely to participate in decision-making and problem
solving activities leading to empowerment and increased productivity.
Problem solving and decision-making are important skills for business
and life. Problem-solving often involves decision-making, and decision-making
is especially important for management and leadership. There are processes and
techniques to improve decision-making and the quality of decisions. That
results increased quality of production
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  Groups complete most of the work in an organization.
The concept is an ideal representation of the importance of cooperation
and teamwork within a workplace or other organizational structure. In fact, the
use of teamwork in an organization greatly enhances and improves productivity
and increases overall profit and success.
 Thus, the effectiveness of the organization is limited by the effectiveness of its
groups.
Teams of people working together for a common purpose have been a
centerpiece of human social organization ever since our ancient ancestors first
banded together to hunt game, raise families, and defend their communities.

X. GROUP DEVELOPMENT THEORIES

Group dynamics is concerned with why and how groups develop. There are several
theories as to why groups develop
1. CLASSIC THEORY
A CLASSIC THEORY developed by George Homans, suggest that groups develop
based on activities, interactions, and sentiments. Basically, the theory means that when
individuals shares common activities, they will have more interaction and will develop
attitudes (positive or negative) towards each other. The major element in this theory is
the interaction of the individuals involved.
2. SOCIAL EXCHANGE THEORY
SOCIAL EXCHANGE theory offers an alternative explanation for group
development. According to this theory, individuals from relationships based on the
implicit expectations of mutually beneficial exchanges based on trust and felt
obligation. Thus, a perception that exchange relationships will be positive is essential
if individuals are to be attracted to and affiliate with a group.
3. SOCIAL IDENTITY THEORY
Social identity theory offers another explanation for group formation. Simply put, this
theory suggests that individuals get a sense of identity and self-esteem based upon
their membership in salient groups. The nature of the group may be demographically

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based, culturally based or organizationally based individuals are motivated to belong
to and contribute to identity groups because of the sense of belongingness and self-
worth membership in the group imparts.
4. SCHUTZ’S THREE STAGE MODEL (1958, 1966)
THIS MODEL suggests that each group irrespective of its nature given enough time
goes through the three interpersonal phases of INCLUSION, CONTROL, and
AFFECTION in the same sequence.
 INCLUSION

Inclusion is the initial stage of this model, when individuals begin their group
life, and are primarily concerned about whether the team will accept them or not. This
phase start with formation of groups. The members try to know each other through
discussion. There is focus on belongingness issues like attention, acknowledgement,
recognition, identity, and participation.

 CONTROL
When the team member begin to focus on issues of leadership and structure. They
assume positions of authority, advance ideas within the team, and try to affect other’s
opinions. Each member ties to establish a confortable interchange and degree of
initiation with respect to control, influence and responsibility.
 AFFECTION
In this stage, the members become emotionally close. They develop positive behavior
like intimacy and personal confidence. In general, this is the end of the team’s life
cycle
5. FISHER’S THEORY OF DECISION EMERGENCE IN GROUP(1970)
This model is again a four stage model of development.
Orientation:
During this phase, members get to know each other and they experience primary
tension and confusion, before rules, and goal are established. Group take time to learn
about each other and feel comfortable communicating with new people.

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Conflict:
During this phase the members feel tension surrounding the task at hand. They diagree
with each other and bringout ideas and help the group to achieve desired results.
Emergence:
In this emergence phase, the outcome of the group’s task and its social structure
become apparent.
Reinforcement:
In this stage, group members examine their final decision from various prespectives by
using supportive verbal and nonverbal communication
.
6. BASS AND RYTERBAND’S MODEL (1979)
According to Bass and Ryterband’s model there are four stages of group
development:mutul acceptance, communication and decition making, motivation and
productivity, control and organization.
Mutual acceptance:
During this stage,the members of the group get familiar with one another and check,
which inter-personal behavior is acceptable and which is unacceptable by the other
members of the group. This helps all the members of a group to know each other
better and helps the group to move to the next stage easly.
Communication and decision making:
During this stage, group members share their opinions and fomulate the group’s goals.
Through communication and decition making, the structure becomes clear.
Motivation and productivity:
This stage is characterized by a shared acceptance among members of what the group
is trying to do. Each person recognizes and accepts her role and understands the roles
to others. Members develop a sence of group identity and unity.
Control and organization:
During this stage, the members perform the the roles and direct their group efforts
towards goal attainment.

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 However, the developmental sequence varies from group to group, depending
on the time, personal characteristics of group members and frequency of interaction.

7. POOLE’S MULTIPLE- SEQUENCES MODEL

Marshall scott pooles’s model suggests that different groups employ different
sequences in making decitions. Poole suggested that group development is a
complicated process and moves back and forth between three tasks: task; topic and
relation.
Task track; this track is concerned with the process by which the group accomplishes
its goals.
Topic track: the topic track is concerned with specific item the group is discussing at
the time.
Relation track: the relation track deals with the interpersonal relationships between the
group members. At times, the group may stop its work on the task and work instead on
its relationships.
Breakpoints: breakpoints occur when a group switches from one track ro another.
Shifts in the conversation, adjournment, or postponement are example of breakpoints.

8. McGRATH’S TIME, INTERACTION, AND PERFORMANCE(TIP)

THEORY
McGrath’s(1991) work emphasized the notion that different developmental paths to
reach the same outcome he also suggested that teams engage in four modes of group
activity: inception, technical problem solving. Conflict resolution, and execution.
Inception:
This is inception and acceptance mode, in which the group will involve in goal choice
tasks.
Technical problem solving:
After the goal preparation, the group will move to mode ll i.e means choice; being
involved in finding the solutions of technical issues.
Conflict resolution:

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This mode focuses on policy choice by resolution of conflicts.
Execution:
During this mode, the group members execute the performance requirements of the
task (goal attainment).
Hare, 2003 uses the terms meaning, resources, integration and goal attainment for
these four modes.
9. WHEELAN,S INTEGRTED MODL OF GROUP DEVELOPMENT (1990,
1994)
According to this model, the groups achieve maturity as they continue to work
together rather than simply go through few stages of activity. In this model, ‘early’
stages of group development are associated with specific issues and patterns of talk
such as those related to dependency, counter-dependency, and trust which precede the
actual work conducted during the more mature stages of a group’s life.

stage 1 Counter dependency and fight:

In this stage, members reply on the leader and powerful group members to provide
direction. Team members may engage in other topic that is not relevant to group goals.

STAGE 2 Counter dependancy and fight:

In this stage, there will be disagreement among group to finalize goals and procedures.
There will be conflict to develop a unified set of goals, values, and operational
procedures, and this task inevitably generates some conflict.

Stage 3 Trust/Structure:
The members trust, commit to the group and they will be willing to cooperate.
Communication becomes more open and task oriented.
Stage 4 work/productivity:
In this stage, intense team productivity and effectiveness is observed. The group can
focus most of its energy on goal achievement and task accomplishment.
Final stage:

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This is the ending point. the group either terminates that may cause disruption and
conflict; or address separation issues, members may appreciate and express the group
experience.
10.TUBBS’S SYSTEM MODEL, 1995
This model is conceptualized into four stages:
Orientation:
In this stage, group members get to know each other, they start to talk about the
problem, and they examine the limitations and opportunities of the project
Conflict:
Conflict is a necessary part of a group’s development. Conflict allows the group to
evaluate ideas and it helps and group avoids conformity and groupthink.
Consensus:
Conflict ends in the consensus stage, when group members compromise, select ideas,
and agree on alternatives.
Closure:
In this stage, the final result is announced and group members reaffirm their support of
the decision.

11.SYSTEMATIZING THE PERSON GROUP RELATION (SPGR) THEORY

ON GROUP DEVELOPMENT
This is a ‘field’ theory of social interaction. The concept of ‘group functions’ was first
introduced by parsons (1951; 1953). The four basic group functions according to the
SPGR model are; ‘control’, Nurture’, Opposition’, and ‘Dependence’. According to
this theory, the group mobilizes different functions to meet different challenges. The
basic idea is that a group activates the functions best suited to meet the specific
problem they face. When one of the functions is activated the predominating behavior
of the group members reflects that active functions are described below:
Control Function

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 If the problem at hand is instrumental, then the control function is activated. When the
control function is active, analytical, task-oriented or even autocratic behavior
dominates;
Nurture function
If the problem is relational, the nurture function is activated and so on. When the
nurture function is active, caring, empathetic or even spontaneous behavior dominates.
Opposition Function
If the opposition function function is active, critical, assertive or even self- sufficient
behavior dominates;
Dependence
When dependence is active, passive, conforming and obedient behavior dominates.
X. STAGES OF GROUP DEVELOPMENT
TRUCKMAN’S STAGES MODEL
The most common framework for examining the ‘how’ of group formation was
developed by Bruce Truckman in the 1960s. Bruce Truckman’s model for group
development is basically for the team to grow, to face up to challenges, to tackle the
problems, to find out the solution, to plan work, and to deliver results. The model
describes four linear stages of group development (forming, storming, norming, and
performing) that a group will go through in a sequence of decision making. A fifth
stage adjourning was added in 1977. During these stages group members must address
several issues and the way in which these issues are resolved determines whether the
group will succeed in accomplishing its goal.

Adjourning
Performing

Norming

Return to independence
Storming

Forming Dependence/interdependence
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Independence
FORMING
Forming stage is an orientation phase or formation phase. This is the phase of knowing
one another. During this stage, the team meets, get to know one another and start
building report and friendship. The team learns the purpose of the group, the
opportunities and challenges as well as the rules to be followed. There is formally
among group members in the fear of exposing information to each other. Members
exchange some personal information, are enthusiastic about knowing how the group
works and make new friends. Initially they are uniformed of the issues and objectives
of the team. The major goals of the group have not been established and they are not
clear about their roles. However they agree on goals and begin to tackle the tasks. The
mature team members are the appropriate behavior.
At this stage, the superior works in the role of group leader and has opportunity to
assess how each member of the team works as individual and how they response to
pressure.

STORMING
This is conflicting stage when the group is likely to see the highest level of
disagreement and conflict. This stage is mostly to develop the tolerance and patience.
A member comes to know how each other’s position and level. They open up to each
other and confront each other’s idea and perspectives. They also address issues related
to problem, resolution, individuals as well as group roles. They show and shares
personal anger, frustration, and dissatisfaction and there is internal competition for
leadership or to influence the group. If members are not able to resolve the conflict
then the group will often continue in existence but will remain ineffective and never
advance to the other stages.
In order to study the group dynamics at this stage, more supervisors may
require doing non participatory observations and no interference is being done in
decision making. The team is motivated to resolve their differences amicable.

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 NORMING
Norming stage is a consolidation phase of group development. This stage is
characterization by the recognitition of individual differences and shares expectations.
roup members begin to develop a feeling of group cohition and identity and they are
clear on their roles, responsibilities, and postions.
PERFORMING
This is a mature stage when the group has attained a feeling of cohesiveness. During
this stage of development, group are well organized and work independently
andcollectively, they accept one another and conflict is resolved through group
discussion. There is work output and flexibility in the roles and tasks of members. The
members are self-reliance and independent in making decisions through a rational
process.
ADJOINING
This is last stage of the group development process in temporary groups. Wrapping up
becomes the priority at this stage. Few members feel sstisfied due to group often
experience feelings of closure and sadness as they prepare to leave.

For permanent groups performing is the last stage of development but in

term development, transformation is the last stage.

XI. ASSESSING GROUP DYNAMICS

During recent years the terms groups dynamics and group process have
frequently appeared in literature and discussions among group workers, educators and
professional organizations. Group dynamics are forces in the group situation that
determine the behaviour of the group and its members. Every group has its own
unique dynamics and constantly changing patterns of forces, just as each individual
has unique forces from within that shape the person’s character. To study the
dynamics of a group, several factors in addition to group structure and organization,
may be analysed: a. Commitment, b. Leadership style, c. Decision making methods, d.
Member behaviours, e. Interaction patterns, f. Cohesiveness and g. Power.

a. Commitment

The members of effective groups have a commitment to the goals and output of the
group. Because group demands time and attention, members must relinquish some
autonomy and self-interest. Inevitably conflicts arise between the interest of the
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individual members and those of the group. However many members who are
committed to the group feel close to each other and willingly sacrifice their own
interest for the group.

b. Leadership style

To determine which group members carry out leadership functions, the following
questions may be asked.

 Who starts the meeting or the work?

 Who contributes additional information to help the group carry out its
functions?
 Who represents the group with other groups?
 Who encourages contributions from other group members?
 Who provides support to members with difficult Situations?
 Who clarifies thoughts expressed in discussions?
 Who keeps the discussions relevant?

C. Decision making methods

Five methods of decision making have been identified:

1. Individual or authority rule decisions: The designated leader of the group makes the
decision and group members are expected to abide by it. Authority rule decisions may
be made without discussion or consultation with the group or may be made after
discussing the issue and eliciting the group ideas and views.

2. Minority decisions: A few group members meet to discuss an issue and make a
decision that is binding to all. This method of discussion is advantageous when the
whole group is unable to meet together because of time pressures. It is useful for
routine decisions. Its limitations are similar to those of decision made by authority
rule. Often executive committees of large groups exercise minority control in decision
making.

3. Majority decisions: More than half of those involved make decision. This method
is commonly used in large groups when complete member commitment is
unnecessary. It is an effective method to close a discussion on issues that are not
highly important for the group and when sufficient time is lacking fur a decision by
consensus.

4. Consensus decision : Each group member expresses an opinion, and I decision is

made by which members can abide, if not in whole, at least in part This type of

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decision making takes a great deal of time and energy and therefore is not effective
when time pressures are great or when an emergency is in progress.

5. Unanimous decisions: Every group member agrees on the decision and can support
the action to be taken. This method is commonly used for issues that are highly
important to the group and require complete member commitment. Unanimous
decisions are not practical for simple routine matters or controversial issues, however
making sound decisions is essential to effective group functioning. .

d. Group task roles

The degree 0f input by members into goal setting, decision making, problem solving
and group evaluation is due in part of the group structure and leadership style, but
members have responsibilities for group behavior and participation.

e. Interaction patterns

Interaction patterns can be observed and ascertained by a sociogram, a diagram of the

flow of verbal communication within a group during a specified code. E.g.: 5
minutes. The interaction pattern indicates who speaks to whom and who initiates there
marks. Ideally the interaction patterns of a small group would indicate verbal
interaction from all members of the group to all members of the group.
f. Cohesiveness
Cohesive groups possess a certain group spirit, a sense of being “we” and a common
purpose. Groups lacking in cohesiveness are unstable and prone to disintegration.
Membership attitudes and behaviours are group properties that characterize high
cohesion groups.
g. . Power
Power can be viewed as a vital, positive force that moves people towards the
attainment of individual or group goals. It is impossible to interact with other without
influencing and being influenced by them. Hence, group members are constantly
adjusting to one another and modifying their behaviour. The unequal distribution of
power within a group can adversely affect the task and maintenance functions of the
group.

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XII. APPLICATIONS OF GROUP DYNAMICS IN NURSING MANAGEMENT
Because the work of organization is accomplished by groups, teams, or committee,
the nurse managers need to be well grounded and knowledgeable with the group
dynamics. The nurse managers should develop an understanding of the factors that
increase and reduce group cohesiveness. Following are the applications of group
dynamics that can be used by the managers;
 The nurse managers can promote healthy informal groups to inculcate morale
among nurses since the accomplishment of the organizational goals and high
productivity depend on how much is the morale of the employees influenced by
informal groups.
 Nurse Managers need to promote problem solving and acceptance of
responsibility.
 The nurse manager needs to know how groups function to facilitate
effectiveness. Since each member of group plays an important role in achieving
the work of the group and each member is different in his/her personality, have
different way of doing the work.
 The nurse manager can maintain congenital environment. Where the nurse in
group have good interpersonal relationship, because with good personal
interpersonal relationship, the group members perform task roles, group
building and maintenance roles and individual roles. In the group members
share the performance of these roles, the group members share the power of
organization and its management.
 Nurse Managers with working knowledge of group dynamics can use their
knowledge to assemble groups. Knowledge is important in selection of chair of
committees, task forces, and other groups of clinical nurses. It is important for
selecting nurses for organizational committees.
 Group training give members aware of the roles they play and opportunity to
manage them so that they become productive. Group training can contribute to
theory of nursing practice and management. Self-analysis and self-evaluation

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 and development of sensitivity to other to make one productive within the
group settings are the part of these theories.
 The concepts of group dynamics can be used in continuing education and in-
service education program for the professional nurses. This can be done by role
plays and case studies.
 The knowledge of group dynamics is needed by nurse managers to improve
leadership competencies and to facilitate group discussions and
communication. Group is common feature of majority of experiences of all
nurses in such roles as outcome management, team coordination and teaching
of students, patients and family.

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XIII. SUMMARY

A group can be several individuals who come together to accomplish a particular task
or goal. Group dynamics refers to the attitudinal and behavioral characteristics of a
group. The group process is influences by personality, power and behavior on the
group process. Group dynamics concern how groups forms, their structure and
process, and how they function. Group dynamics are relevant in both formal and
informal group of all types. Developing a successful team requires understanding
group dynamics and planning for those dynamics is an important step for building
positive group.

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XIV. CONCLUSION
The group operates on a common task and a common attitude. The group
dynamics is concerned with the interaction between the group members in a social
situation. This is concerned with the gaining in the knowledge of the group, how
they develop and their effect on the individual members and the organization in
which they function. The group dynamics is essential to study since it helps to find
how the relationship are made within a group and how the forces act within the
group and how the forces act within the group members in a social setting. This
helps to recognize the formation of group and how a group should be organized, lead
and promoted. Group dynamics was first introduced by corporate giants like Toyota,
Motorola, GE, etc. the social process by which people interact in a group
environment.

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