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FUNDAMENTALS OF GROUP DYNAMICS

“Never doubt that a small group of thoughtful citizens can change the world. Indeed, it is the
only thing that ever has.”
Margaret Mead
GROUP
• Two or more persons engaged in social interaction (Henry Clay Lingnen and JohnHarvey)
• Each member of a group is aware of the other members and their influences
• Collection of individuals who find their association with one another rewarding

GROUP DYNAMICS
* The social process by which people interact in a small group and in a face-to-face
manner
* Dynamics – Greek word “dynamics”- force
* Study of forces operating within a group
* A group is not a merely collection of individuals but an aggerate of personalities acting
and interacting with one another in the process of living

GROUP DYNAMICS
* To be a member of a group, one must participate in its common life and activities
* Group dynamics from the structure of a group and how its members function.

TYPES OF GROUPS
1. Primary group – Characterized by intimate face-to-face association and cooperation
among members. Fundamentally forms the social nature and ideas of an individual
2. Secondary Group – consists of members who are aware and cognizant of personal
relationships, but they do not feel that their lives are bound with one another except in
time of social crisis

IMPORTANCE OF GROUP IN THE ORGANIZATION

* Groups typically outperform individuals when the tasks involved require a variety of
skills, experience, and decision making.
* Groups are often more flexible and can quickly assemble, achieve goals, and disband or
move on to another set of objectives.
* Groups have many motivational aspects .Group members are more likely to participate
in decision-making and problem-solving activities leading to empowerment and
increased productivity.
* Groups complete most of the work in an organization
Thus , the effectiveness of the organization is limited by the effectiveness of its groups.
 CHARACTERISTICS OF A GROUP
1. Interaction is the pattern of mutual influence.
2. Structure is a stable pattern of relationship
a. Roles deal with the behavior expected of members in a given position
b. Norms are the rules that identify and describe appropriate behavior
c. Inter-member relations influenced authority and communication
3. Goals are the reason for existence
4. Perceived groupness is the extent wherein members see themselves as one.
5. Dynamic interdependency occurs when the members are active, energized, vibrant, and
changing
6. Motivation focuses on personal needs, which when gained lead to satisfaction.

KINDS OF FORMAL GROUP

1. Command groups are specified by the organizational chart and often consist of a leader
and the members that directly report to their leader.
2. Task group consist of people who work together to achieve a common task. Members
are brought together to accomplishment narrow range of goals within a specified time.
3. Functional groups are created by an organization to accomplish specific goals within an
unspecified time frame. They continue to function even after their goals have been
achieved.

KINDS OF INFORMAL GROUP

1. Interest group usually continue over time and may last longer than general informal
groups. The goals and objectives of interest groups are specific to each group and may
not be related to organizational goals and objectives.
2. Friendship groups are formed by individuals who enjoy similar social activities, political,
beliefs, religious values, or other common bonds. Member’s enjoy each other company.
3. Reference groups are composed of people who are evaluated for 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.
LEADERSHIP TRAINING:
This topic discusses leadership training in which the leader inspires the followers to perform
well and develop their own leadership potential.

Human Behavior
According to business dictionary.com, human behavior is the “capacity of mental,
physical, emotional, and social activities experienced during the five stages of human being’s
life-prenatal, infancy, childhood, adolescence and adulthood that includes the behaviors as
dictated by culture, society, values, morals, ethics and genetics”.

Motivation
Motivation encompasses the internal and external factors that stimulate desire and
energy in people to be continually interested in and committed to a job role or subject and to
exert persistent efforts in attaining goal. It results from the interaction among conscious and
unconscious factors such as the
(a) intensity of desire or need,
(b) incentive or reward,
(c) expectations of the individual and of his/her significant others.

Good Leadership
Here are ten essential characteristics of a good leader. Do you think you possess them?
1. Vision.
Good leaders know where they want to go and they can motivate people to believe in
their vision for their country, community, and family. Good leaders view things as what they
could be and not simply as what they are.
2. Wit.
Good leaders can make sound judgments and decisions even during crucial situations.
3. Passion.
Good leaders are very passionate and intensely obsessed in whatever they are focused on, be it
business, sport or hobby.
4. Compassion.
Good leaders show compassion for their supporters and followers. They posses exemplary
coaching and development skills.
5. Charisma.
Good leaders are captivating, charming individuals who tend to draw people toward them. It
could be because of the way they talk, or carry themselves. They excel in building relationships
and eliciting performance from their groups.
6. Communication Skills.
Good leaders are usually great orators and persuaders.
7. Persistence.
Good leaders are determined to attain their goals in spite of the obstacles and problems.
8. Integrity.
Good leaders mean what they say. They walk the talk, practice what they preach, and keep
their promises. They are reliable.
9. Daring.
Good leaders are bold, willing to take risk and determined to chase their dream amid the reality
of fear and uncertainty
10. Discipline.
Good leaders observed self-control and order.

Maxwell (1999) says that a leader should recognize, develop, refine certain personal
characteristics needed to be a truly effective leader, the kind of leader people will want to
follow.

Traits of the leader

1. Character is the quality of a person’s behavior as revealed by his/her habits, thoughts and
expressions, attitudes and interests, actions, and personal philosophies in life.
2. Charisma is a special spiritual gift bestowed temporarily by the Holy Spirit on a group or an
individual for the general good.
3. Commitment engage one to do something as a continuing obligation. It is a state of
intellectual and emotional adherence to some political, social and religious theory in action.
4. Communication is a two-way process of reaching mutual understanding in which participants
do not only exchange (encode-decode) information but also create and share meaning. The
meaning of communication is in the response and not in what is said or how it is said.
5. Competence indicates a sufficiency of knowledge and skills that enable someone to act in a
wide variety of situations. It is the capacity of a person to understand a situation and to
respond to it accordingly and reasonably.
6. Courage is the quality of the mind that enables a person to face difficulty and danger without
fear. It begins with an inward battle. It is making things right, no just smoothing them over. It
inspires commitment from followers. Life expands in proportion to one’s courage.

Transformational Leadership
Bass (1990) explains that transformational leadership is a form of leadership that
occurs when leaders broaden and elevate the interests of their employees, when they generate
awareness and acceptance of the purposes and mission of the group and when they stimulate
their employees to look beyond their own self-interest.
This form of leadership goes beyond traditional forms of transactional leadership that
emphasizes corrective action and mutual exchanges and rewards only when performance
expectations are met.
Behaviors of a Transformational Leader
1. Is articulate in creating compelling vision of the future
2. Use stories and symbols to communicate his/her vision and message
3. Specifies the importance of having a strong sense of purpose and a collective mission
4. Talks optimistically and enthusiastically and expresses confidence that goals will be achieved
5. Engenders the trust and respect of his/her followers by doing the right thing rather than
simply doing things right
5. Engenders the trust and respect of his/her followers by doing the right thing rather than
simply doing things right
7. Talks most about important values and beliefs
8. Considers the moral and ethical consequences of decisions
9. Seeks different perspectives when solving problems
10. Encourages employees to challenge old assumptions and to think about problems in new
ways
11. Spends time teaching and coaching
12. Considers each individual employee’s different needs, abilities, and inspirations
13. Is compassionate, appreciative, and responsive to each employee and recognizes and
celebrates each employee’s achievements

Four Components of Transformational Leadership

1. Charisma. The leader’s charisma or idealized influence is envisioning and building confidence,
and he/she sets high standards to be followed.
2. Inspirational motivation. The leader’s inspirational motivation provides followers with
challenges and meanings/ reasons for engaging in shared goals and undertakings.
3. Intellectual stimulation. The leader’s intellectual stimulation moves followers to question
assumptions and generate more creative solutions to problems.
4. Individualized consideration. The leader treats each follower as an individual and provides
coaching, mentoring, and growth opportunities.

The qualities of transformational leadership can be found at different levels: community,

national and even global communities; and in various sectors of the society. The leaders
are able to translate their vision and commitment into institutional practice. Transformational
leadership is non-hierarchical in structure and participatory in the processes. It is characterized
by high moral and ethical standards in each of the aforementioned components.

The transformation of values, processes and institutions appears as follows:

Transformation of values
• from power as dominion to power as liberation
• from war and conflict to peace
• from efficiency consideration to equity (balance between genders)
Leadership Development
Develop a pool of leaders
• find people with basic leadership qualities
• widen the “catchment area”
• assure a democratic process
Provide knowledge and skills
• build leaders’ personal capacities
• recognize this as a lifelong process
Support active leaders
• actively support leaders continuously and not to place them in positions and leave them
there

Virtuous Cycle of Leadership Control

There has to be awareness of the framework through which transformational leadership
must operate emphasizing that an active and informed membership is critical to effective
leadership.

1. A leader should be energetic, sympathetic, friendly, and understanding to ensure the

enthusiastic cooperation of followers.
2. He/She should have confidence in knowing and doing his/her job to gain the confidence of
followers.
3. He/She should be an example to followers.

Seven Habits of Highly Effective People

Adopted from Seven Habits of Highly Effective People by Stephen Covey (2007)
1. Be proactive.
a. Proactive means being able to take responsibility for your life. You have the
freedom to choose your behavior and response to stimuli. Use your creativity
and have some initiative. You are the one in charge.
2. Put first things first.
a. Practice self-management. Know your priorities.
3. Begin with the end in mind.
a. Know where you want to go. When making plans and decisions, see to it that the
time and effort that will be spent conform to what you want to achieve. Envision
your goal and make it happen.
4. Think win-win.
a. Look at life as a cooperative arena, not a competitive one. Enter agreements or
make solutions that are mutually beneficial and satisfying to both parties.
5. Seek first to understand, then to be understood.
a. As the saying goes, “The best way to understand is to listen. “The practice of
empathy governs this habit. It is about putting yourself in someone else’s shoes.
By listening to a person’s explanation, only then can you evaluate probe, give
advice, and interpret his/her feelings.
 6. Synergize.
a. The whole is greater than the sum of its parts. More task can be done if all things
within the reach are maximized and utilized
7. Sharpen the saw.
a. A sense of humor is vital to relieve tension and boredom as well as to defuse
hostility. Effective leaders know how to use humor to energize his/her followers.

Teamwork
Is the process of working collaboratively with a group of people in order to achieve goal.
It is often a crucial part of a business as it is often necessary for colleagues to work well
together and try their best in any circumstance. Teamwork means that people will try to
cooperate by using their individual skills and providing constructive feedback, despite any
personal conflict between individuals.

Time Management
Is the art of arranging, organizing, scheduling, and budgeting one’s time for the purpose
of generating more effective work and productivity. There is an abundance of books, classes,
workshops, day-planners and seminars on time management, which teach individuals and
corporation how to be more organized and productive.

Decision-making
Is a process that involves selecting the most logical choice from among two or more
options. An example is deciding whether to move to a new apartment, to live with the in-laws,
or stay in the same apartment. Making decision is instrumental in the survival and prosperity of
human beings. The right choice is what sets an average individual from the rest. Although the
ability of making the correct decision within a short span of time is highly valued trait, we
cannot simply follow a set of patterns when deciding on a course of action at all points in time.
There are different types of decision-making that we do depending on the situation at hand.

Consider the following in decision-making:

• Identification of alternative solutions
• Evaluation of possible options to determine which one meets the decision objectives
• Selection of the best option after an in-depth evaluation
Involvement in Decision-making
Every group has to make a decision at one time or another and all the members have to
make a commitment to choose the best option available. The following are the different types
of involvement in making decisions:

1. Consensus or agreement involves comprising various possibilities after all opinions have been
heard. Disagreements and minority viewpoints are discussed fully. Everyone feels free to
express himself/herself. This method helps build understanding, unity, cooperation, and
commitment.
2. Majority voting is considered the most effective way to make a decision. However, one may
lose the interest or loyalty of the members of the minority who voted against the decision,
especially if they feel their side was not heard.
3. The minority is not consciously organized, but a few powerful personalities dominate the
group, often unconsciously. These people later wonder why the others are apathetic.
4. The silent consensus of some groups leads to unanimous decisions. This type of involvement
in decision-making is rarely applied when tackling important issues. Unanimous agreement is
sometimes assumed when some members do not want to disagree and have chosen to stay
silent.
5. The clique is a small group whose members plan beforehand to get their way in decision-
making. Because they are better organized than those who disagree, they are often successful
in getting/having their own way in resolving an immediate issue, but they bring a spirit of
rivalry, rather than cooperation, to the group.
6. The handclasp happens when one person makes a suggestion and another commends it.
Without further discussion, the matter is decided. Resentment, however, surfaces later on.
7. The one-person decision is quickly made, but later when the decider needs free or voluntary
support from others to implement the decision, he/she might find trouble getting it.
8. The plop ours when a group makes a decision by making it at all. Someone makes a
suggestion.

Difficulties in Decision-making
1. Fear of consequences brings division and disagreement.
2. Conflicting loyalties of one person as a member of different groups frequently leads to
divided loyalties about decisions.
3. Interpersonal conflicts and personal differences evoke various feelings among members,
which interfere with sound decision-making.
4. Hidden agenda or secret motive can hinder decision-making for making a member does not
share with the group.
5. Blundering methods include using rigid procedure that leaves little more expressing differing
views, substituting personal opinions for adoption information, and disregarding proper
consultation or consensus.
6. Inadequate leadership restricts the expression of opinions and discussion issues. Leaders fail
to provide assistance in selecting appropriate method for decision-making or are insensitive to
the factors that cause difficulty in the group.
7. Clash of interest occurs when different groups or individuals within organization have
opposing interests.

Transformational leadership is an organizational system framework that

influences people to come together around a common vision. One of the marks of a good
leader is the ability to listen, learn, and lead his/her followers towards the attainment of goals.
He/She is adept in teamwork, time management, and decision-making.