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GROUP DYNAMICS

Meaning and Definitions of Group Dynamics

The term ‘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.

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

Process of formation of groups

Sometimes we join a group because we want to. Other times, we might be assigned to work
in groups in a class or at work. Either way, Lumsden, Lumsden and Wiethoff give three reasons
why we form groups. First, we may join groups because we share similar interests or
attractions with other group members. If you are a certain major in college, chances are you
share some of the same interests as others in your class groups. Also, you might find yourself
attracted to others in your group for romantic, friendship, political, religious or professional
reasons. On our campus, our majors have formed the Communication Club to bring together
students in the major. A second reason we join groups is called drive reduction. Essentially,
we join groups so our work with others reduces the drive to fulfill our needs by spreading out
involvement. As Maslow explains, we have drives for physiological needs like security, love,
self-esteem, and self-actualization. Working with others helps us achieve these needs thereby
reducing our obligation to meet these needs ourselves (Maslow; Paulson). If you
accomplished a task successfully for a group, your group members likely complimented your
work, thus fulfilling some of your self-esteem needs. If you had done the same work only for
yourself, the building up of your self-esteem may not have occurred. A third reason we join
groups is for reinforcement. We are often motivated to do things for the rewards they bring.
Participating in groups provides reinforcement from others in the pursuit of our goals and
rewards.

Much like interpersonal relationships, groups go through a series of stages as they come
together. These stages are called forming, storming, norming, and performing (Tuckman;
Fisher; Sherblom; Benson; Rose, Hopthrow & Crisp). Groups that form to achieve a task often
go through a fifth stage called termination that occurs after a group accomplishes its goal.
Let’s look at each of the stages of group formation and termination.

1. Forming: Obviously, for a group to exist and work together its members must first
form the group. During the forming stage, group members begin to set the parameters
of the group by establishing what characteristics identify the members of the group
as a group. During this stage, the group’s goals are made generally clear to members,
initial questions and concerns are addressed, and initial role assignments may
develop. This is the stage when group norms begin to be negotiated and established.
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Essentially, norms are a code of conduct which may be explicit or assumed and dictate
acceptable and expected behaviour of the group.
2. Storming: The storming stage might be considered comparable to the “first fight” of
a romantic couple. After the initial politeness passes in the forming stage, group
members begin to feel more comfortable expressing their opinions about how the
group should operate and the participation of other members in the group. Given the
complexity of meeting both individual goals as well as group goals, there is constant
negotiation among group members regarding participation and how a group should
operate. Imagine being assigned to a group for class and you discover that all the
members of the group are content with getting a C grade, but you want an A. If you
confront your group members to challenge them to have higher expectations, you are
in the storming stage.
3. Norming: Back to our romantic couple example, if the couple can survive the first fight,
they often emerge on the other side of the conflict feeling stronger and more
cohesive. The same is true in groups. If a group is able to work through the initial
conflict of the storming stage, there is the opportunity to really solidify the group’s
norms and get to the task at hand as a cohesive group. Norming signifies that the
members of a group are willing to abide by group rules and values to achieve the
group’s goals.
4. Performing: Performing is the stage we most often associate as the defining
characteristic of groups. This stage is marked by a decrease in tensions, less conscious
attention to norm establishment, and greater focus on the actual work at hand in
order to accomplish the group’s goals. While there still may be episodes of negotiating
conflict and re-establishing norms, performing is about getting to the business at
hand. When you are in a weekly routine of meeting at the library to work on a group
project, you are in the performing stage.
5. Terminating: Groups that are assigned a specific goal and timeline will experience the
fifth stage of group formation, termination. Think about groups you have been
assigned to in college. We’re willing to bet that the group did not continue once you
achieved the required assignment and earned your grade. This is not to say that we
do not continue relationships with other group members. But, the defining
characteristics of the group established during the forming stage have come to an end,
and thus, so has the group.

Now that you understand how groups form, let’s discuss the ways in which people participate
in groups. Since groups are comprised of interdependent individuals, one area of research
that has emerged from studying group communication is the focus on the roles that we play
in groups and teams. Having an understanding of the various roles we play in groups can help
us understand how to interact with various group members.
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Types of Groups

• Formal Group.
• Informal Group.
• Managed Group.
• Process Group.
• Semi-Formal Groups.
• Goal Group.
• Learning Group.
• Problem-Solving Group
• Friendship Group.
• Interest Group.
• Let’s look at the

Formal Groups
Formal groups are created to achieve specific organizational objectives. Usually, they are
concerned with the coordination of work activities.

People are brought together based on different roles within the structure of the organization.
The nature of the task to be undertaken is a predominant feature of the formal groups.

Goals are identified by management and short and rules relationships and norms of behavior
established. Formal groups chain to be related to permanent although there may be changes
in actual membership.

However temporary formal groups may also be created by management, for example, the use
of project teams in a matrix organization.

Informal Groups
Within the formal structure of the organization, there will always be an informal structure.

The formal structure of the organization and system of role relationship, rule, and procedures,
will be augmented by interpretation and development at the informal level.

Informal groups are based more on personal relationships and agreement of group’s
members than on defined role relationships. They serve to Satisfy psychological and social
needs not related necessarily to the tasks to be undertaken.

Groups may devise ways of attempting to satisfy members’ affiliations and other social
motivations that are lacing in the work situation, especially in industrial organizations.
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Managed Group
Groups may be formed under a named manager, even though they may not necessarily work
together with a great deal. The main thing they have in common, at least the manager and
perhaps a similar type of work.

Process Group
The process group acts together to enact a process, going through a relatively fixed set of
instructions. The classic environment is a manufacturing production line, where every
movement is prescribed.

There may either be little interaction within process groups or else it’ is largely prescribed, for
example where one person hands something over to another.

Semi-Formal Groups
Many groups act with less formality, in particular where power is distributed across the group,
forcing a more collaborative approach that includes- negotiation rather than command and
control.

Families, communities and tribal groups often act as semi-formal ways as they both have
nominal leaders yet members can have a high degree of autonomy.

Goal Group
The goal group acts together to achieve a shared objective or desired outcome. Unlike the
process groups, there is no clear instruction on how they should achieve this, although they
may use some processes and methods along the way.

As there is no detailed instruction, the members of the goal group need to bring more
intelligence, knowledge, and experience to the task.

Learning Group
The learning group comes together to increase their net knowledge. They may act
collaboratively with discussion and exploration, or they may be a taught class, with a teacher
and a syllabus.

Problem-Solving Group
Problem-solving groups come together to address issues that have arisen. They have a
common purpose in understanding and resolving their issue, although their different
perspectives can lead to particular disagreements.
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Problem-solving may range along a spectrum from highly logical and deterministic, to
uncertain and dynamic situations their creativity and instinct may be better ways of resolving
the situation.

Friendship Group
Groups often develop because individual members have one or more common
characteristics. We call these formations of friendship groups.

Social alliances, which frequently extend outside the work situation, can be based on similar
age or ethnic heritage, support for Kolkata Knight Riders cricket, or the holding of similar
political views, to name just a few such characteristics.

Interest Group
People who may or may not be aligned into a common command or task groups may affiliate
to attain a specific objective with which each is concerned. This is an interest group.

Employees who band together to have their vacation schedules altered, to support a peer
who has been fired, or to seek improved working conditions represent the formation of a
united body to further their common interest.

Importance of Groups in an Organization

Importance of groups in an organization are: 1. Filling in Gaps in Manager’s Abilities 2. Solving
work problems 3. Better coordination 4. Channel of Communication 5. Restraint on Managers
6. Better relations 7. Norms of Behaviour 8. Developing Future Executives.

Informal groups are important not only from the point of view of their members; they have a
great utility from organisation’s point of view also.

1. Filling in Gaps in Manager’s Abilities:

Informal organisation may act to fill in gaps in a manager’s abilities. For example, if a manager
is weak in planning, one of his subordinates may help him informally in such a situation.

2. Solving work problems:

Informal organisation helps in solving the work problems of members. It allows sharing job
knowledge and taking decisions which affect a number of jobs.

3. Better coordination:
Informal groups evolve short-cuts and eliminate red tapism. They facilitate smooth flow of
information and quick decision-making. All these ensure better coordination among various
individuals and departments.
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4. Channel of Communication:
Informal groups act to fill up the communication gaps which might arise in the organisation.
Informal communication cuts across the hierarchical and departmental boundaries and
transmits information with greater speed.

Management can use informal channels to share information with the workers and get their
reaction to management’s proposals. Informal communication can be of great use to
organisation, if it is handled by the management properly.

5. Restraint on Managers:
Informal groups do not allow the managers to cross their limits. They restrict them from
getting unlimited power and from using their power injudiciously.

6. Better relations:
A manager can build better relations with his subordinates through informal contacts. He can
consult the informal leaders and seek their cooperation in getting the things done from the
workers.

7. Norms of Behaviour:
Informal groups develop certain norms of behaviour which differentiate between good and
bad conduct and between legitimate and illegitimate activities. These bring discipline and
order among the employees of the organisation.

8. Developing Future Executives:

Informal groups recognise talented workers as their leaders. Such leaders can be picked by
the management to fill vacancies at the junior executive level in the future.