Assignment – 2 : Term paper

‘’IMPORTANCE OF GROUP DYNAMICS IN

ORGANIZATIONS’’

Submitted by:
Sahab Singh
FMS Exe. MBA 2021-23
Roll No: N068
DEFINITIONS:

GROUP: A group of two or more people who meet on a regular basis and affect one another
through time, share common values, and strive for a common goal.

GROUP DYNAMICS: The word "dynamics" literally means "force." As a result, group
dynamics refers to the study of group dynamics. Group dynamics are bound to emerge in an
organisation because humans have a natural urge to belong to a group.

Group dynamics refers to the social mechanisms by which people engage with one another in
small groups.

In the context of organisational development, group dynamics refers to the study of group
behaviour in order to solve a problem or make a decision.
STAGES OF GROUP FORMATION:

1. Orientation (Forming Stage)

The forming stage is the first step of group development. This stage depicts a period when the
group is just beginning to gel, and it is marked by fear and uncertainty.
Members are discreet in their behavior, which stems from a desire to be accepted by everyone
in the group. Even though members are beginning to create impressions of each other, conflict,
debate, misunderstanding, and personal opinions are avoided.
Obtaining an understanding of the group's purpose, determining how the team will be organised
and who will be responsible for what, discussing major milestones or phases of the group's goal,
including a rough project schedule, and outlining general group rules are all typical outcomes of
the forming stage.
2. Power Struggle (Storming Stage)
Because group members now have a comprehension of the job and a broad sense of belonging
to the group as well as the group members, the storming stage is when conflict and competition
are at their peak.
The more combative members of the group emerge at this point, while the less confrontational
ones remain in their comfort zone.

3. Cooperation and Integration (Norming Stage)

The group has reached a point where it is enjoyable and enjoyable to be a part of. With fair give
and take, open communication, bonding, and mutual respect, group engagement is a lot
smoother, more cooperative, and productive.
Although group leadership is critical, the facilitator can take a step back and allow group
members to take the lead and move forward collectively.
 4. Synergy (Performing Stage)

This is the point at which the group truly comes together. Morale is high at this point, as
members of the group openly recognise the abilities, skills, and experience that each individual
provides to the organisation. The group develops a sense of belonging while remaining focused
on the group's mission and aim. Members are adaptable, interdependent, and dependable.

5. Closure (Adjourning Stage)

When a task is successfully accomplished, the goal is usually reached. The project is nearing its
conclusion, and the team members are dispersing in separate directions.

THE DIFFERENT TYPES OF GROUP DYNAMICS

In an organization, we commonly see two types of groups—formal and informal.

FORMAL GROUP DYNAMICS

When a task is successfully accomplished, the goal is usually reached. The project is nearing its
conclusion, and the team members are dispersing in separate directions. The goal of a formal
group is to complete tasks and achieve particular goals. The major responsibility is to drive
business goals, which are a result of the structure of an organisation. Individuals in formal
groups often operate under the direction of a leader and are obligated to work alongside one
another for a set amount of time.

INFORMAL GROUP DYNAMICS

Informal groups are formed as a result of sociological and psychological dynamics that urge
people to communicate and engage with one another. Because humans are social beings,
individuals working together are bound to create social groupings.
THE PRINCIPLES OF GROUP DYNAMICS

1. PRINCIPLE OF BELONGINGNESS
If people in a group want to communicate and collaborate well, they need to feel a strong
sense of belonging. Those who exert influence and those who are influenced must
communicate with one another in order to better understand one another.

2. PRINCIPLE OF PERCEPTION

People must develop a shared perception that will allow them to accept change more
easily. It's giving your staff a heads-up and preparing them for a change. For example,
your project deadline has been rescheduled.

3. PRINCIPLE OF CONFORMITY

People from various areas of life may think and operate in different ways due to their
differing perspectives and viewpoints. Individualistic tendencies must be addressed if you
want your organisation to work as a cohesive entity.

4. PRINCIPLE OF CHANGE

In a group, changes are inevitable. Your group must be well-coordinated and

knowledgeable in order to effectively bring about and implement changes. A well-
coordinated group is better equipped to handle change.

5. PRINCIPLE OF READJUSTMENT

The principle of readjustment is based on the notion of change. Changes in one section of
a group are likely to create conflict in the other. It can be managed by making changes to
the group's connected sections..
 6. PRINCIPLE OF COMMON MOTIVES

The main goal of groups is to help an organization achieve its objectives. All of the
operations are aimed at accomplishing the same goals. Collaboration is required for
problem-solving, planning, and decision-making.

7. GOAL ORIENTATION PRINCIPLE

Only when a group's behaviours are goal-oriented can it endure. There must be a clear path
for everyone to follow; otherwise, there will be chaos and confusion. The goal orientation
concept is guided by the notion of common motives; all tasks are aimed toward achieving
greater goals.

8. PRINCIPLE OF POWER

The principle of power manifests itself in a variety of ways. The more appealing a group
appears to someone, the more power it wields. For example, at work, there is a new inner
circle that includes all of the laid-back employees. Such a group is likely to draw an
outsider because it has a certain amount of power.

9. CONTINUOUS PROCESS PRINCIPLE

The process of group functioning is never-ending. Every group is structured so that each
member is responsible for ensuring continuity as well as being accountable for their own
actions. Only after all tasks have been completed or the targeted objectives have been met
should groups reconvene.

IMPORTANCE OF GROUP DYNAMICS IN AN ORGANIZATION:

1. A group can sway the opinions of its members. The interactions of other members in the
group constantly have an impact on the members. When compared to a group with a weak
leader, a group with a good leader performs better.

2. The group can have a synergistic impact, which means that if the group is made up of
positive thinking, the output will always be more than doubled.

3. Members may also experience job satisfaction as a result of group dynamics.

4. The group can instill a sense of belonging among its members.

5. Members' attitudes, insights, and ideas are all influenced by group dynamic. Negative
thinkers, for example, can become positive thinkers with the help of the facilitator.

6. Cooperation and convergence can result in increased production if the group works as a
cohesive one.
 7. 7. In addition, due to emotional attachment among group members, group dynamism can
reduce labour unrest and labour turnover.

CAUSES OF POOR GROUP DYNAMICS

 Weak leadership: when a team lacks a strong leader, a more dominating member of the
group might easily assume command. This might result in a lack of direction, internal
conflict, or a concentration on the incorrect goals.
 Excessive deference to authority: this occurs when people wish to appear as if they agree
with a leader and hence refrain from expressing their own views.
 Blocking: When team members act in a way that inhibits the flow of information in the
group, this is known as blocking. People can take up blocking responsibilities like:
 The aggressor: this person often disagrees with others, or is inappropriately outspoken.
 The negator: this group member is often critical of others' ideas.
 The withdrawer: this person doesn't participate in the discussion.
 The recognition seeker: this group member is boastful, or dominates the session.
 The joker: this person introduces humor at inappropriate times.
 Groupthink : This occurs when people prioritise reaching a consensus over making the best
decision. People are unable to properly explore alternate alternatives as a result of this.
 Free riding: Some members of the group take it easy and leave the task to their colleagues.
Free riders may work hard on their own but contribute little in groups; this is referred to as
"social loafing."
WAYS TO IMPROVE GROUP DYNAMICS:

 KNOW YOUR TEAM : Identify good and negative group roles, as well as how they may
effect the entire group.

 DEFINE ROLES AND RESPONSIBILITIES: People struggling to understand their

function in a group can easily produce negative dynamics in teams that lack focus or
direction. Defining the mission and goal of the group, as well as everyone's obligations.
Make sure that everyone has a copy of the document and that they are reminded of it on a
frequent basis.

 FOCUS ON COMMUNICATION: Make sure that everyone is talking clearly because

open communication is essential for strong team dynamics. To minimise
misunderstanding, include all types of communication that your group employs, such as
emails, meetings, and shared documents.