Introduction

Group dynamics and organizational behaviour are critical fields of study in understanding how
individuals behave in organizational settings. Together, they form the backbone of effective
management, human resource practices, and leadership development. The modern organization is
increasingly reliant on group and team-based structures, making the understanding of group
dynamics not just desirable, but essential.

Understanding Organizational Behaviour

Definition and Scope

Organizational Behaviour (OB) is the study of human behaviour in organizational settings, the
interface between human behaviour and the organization, and the organization itself.

Importance of OB

• Enhances organizational effectiveness

• Improves employee satisfaction and retention

• Encourages innovation and adaptability

Historical Evolution

• Classical Management Theories

• Human Relations Movement

• Contingency Approach

• Systems Theory

• Modern OB Concepts

Foundations of Group Dynamics

What is Group Dynamics?

Group dynamics refers to the attitudinal and behavioural characteristics of a group, including
how groups form, their structure, process, and functioning.
Importance in Organizations

• Influences organizational performance

• Affects decision-making processes

• Enhances or hinders communication

Types of Groups in Organizations

1. Formal Groups

These are created by the organization to achieve specific objectives. They have defined
structures, roles, and responsibilities.

• Command Groups: These consist of a manager and the employees who report to them.
For example, a sales manager and their sales team.

• Task Groups: These are formed to complete a specific task or project. Members may
come from different departments. Once the task is complete, the group is usually
dissolved. Example: a project team developing a new product.

2. Informal Groups

These arise naturally among employees due to personal interests, social interactions, or shared
values. They are not officially recognized by the organization.

• Interest Groups: Formed by individuals who share a common interest, such as a group
of employees who come together to advocate for environmental initiatives in the
workplace.

• Friendship Groups: These are based on personal relationships, such as a group of

coworkers who eat lunch together or spend time outside of work.

3. Virtual Groups (or Teams)

With the rise of remote work, virtual teams are increasingly common. These groups collaborate
using digital communication tools and may be formal or informal in nature.
Stages of Group Development

Tuckman’s Model

1. Forming

• Group members meet for the first time.

• There is uncertainty, politeness, and a focus on understanding the task.

• Roles and responsibilities are unclear.

2. Storming

• Conflicts may arise as individuals express opinions.

• Competition or struggle for leadership or influence may occur.

• This stage is crucial for growth but can be challenging.

3. Norming

• Members start to resolve differences and establish group norms.

• Cooperation and trust begin to develop.

• Roles become clearer, and the group becomes more cohesive.

4. Performing

• The group works effectively towards goals.

• High trust, motivation, and collaboration are present.

• Members are competent and autonomous.

5. Adjourning

• The group completes its task and prepares to disband.

• Members may experience a sense of achievement or sadness.

• Often occurs in project-based or temporary teams.

Application in Real Workplaces

These stages help managers understand team behavior over time.

Group Structure and Roles

Group Composition

• Size of the Group:

Small groups (4–6 members) tend to have better communication and cohesion, while
larger groups can bring more diversity but may face coordination challenges.

• Diversity:
Members with different backgrounds, skills, experiences, and perspectives can enhance
creativity and problem-solving but may also require more effort in managing differences.

• Skills and Abilities:

The group should have a balanced mix of technical, interpersonal, and problem-solving
skills.

• Personality and Attitudes:

Compatible personalities help in building better relationships and teamwork.

• Experience Level:
Experienced members can lead and guide others, while fresh perspectives from less
experienced individuals can bring innovation.

Group Roles

Group roles are the specific functions or responsibilities assigned to or taken up by group
members to help achieve goals and maintain harmony.

Types of Group Roles:

• Task Roles:
These are roles focused on completing the group's objectives. Examples:

o Initiator: Suggests new ideas.

o Coordinator: Organizes group activities.

 o Information Seeker: Asks for relevant facts.

o Recorder: Takes notes and keeps records.

• Maintenance Roles:
These roles help maintain good relationships and group harmony. Examples:

o Encourager: Supports and praises others.

o Harmonizer: Resolves conflicts.

o Gatekeeper: Ensures everyone has a chance to speak.

• Self-Oriented (or Dysfunctional) Roles:

These roles focus on personal interests rather than group goals. Examples:

o Dominator: Tries to control the group.

o Blocker: Resists ideas and change.

o Recognition Seeker: Looks for attention.

Group Norms and Cohesiveness

Establishing Norms

• Informal agreements

• Manager-imposed guidelines

Group Cohesiveness

• Factors influencing cohesiveness

• Pros and cons

Group Decision-Making and Communication

Decision-Making Techniques

• Brainstorming

• Nominal Group Technique

 • Delphi Method

• Consensus

Barriers to Effective Communication

• Noise

• Misinterpretations

• Groupthink

Leadership in Group Settings

Leadership Styles

Autocratic Leadership

• The leader makes decisions alone without consulting the group.

• Fast decision-making, but may lead to low team morale.

• Best in emergencies or when quick action is needed.

Example: A military commander during a crisis.

2. Democratic Leadership (Participative)

• The leader involves team members in decision-making.

• Encourages collaboration and creativity.

• Builds trust and team satisfaction.

Example: A manager who holds regular team meetings to get input on important decisions.

3. Laissez-Faire Leadership

• The leader gives full freedom to the team to make decisions.

• Works well with highly skilled and self-motivated teams.

• Can lead to lack of direction if the team is not disciplined.

Example: A research supervisor giving full control to scientists.

4. Transformational Leadership

• The leader inspires and motivates the team to exceed expectations.

• Focuses on vision, innovation, and personal development.

• Ideal for driving change and boosting team morale.

Example: A CEO leading a company through digital transformation.

5. Transactional Leadership

• Based on a system of rewards and punishments.

• Focuses on short-term goals, structure, and performance.

• Effective in routine, task-focused environments.

Example: A sales team manager offering bonuses for meeting targets.

6. Servant Leadership

• The leader puts the needs of the team first.

• Builds trust, encourages growth, and promotes a positive work culture.

• Strengthens employee engagement and loyalty.

Conflict and Negotiation in Groups

Types of Conflict

• Task conflict

• Relationship conflict

• Process conflict

Conflict Resolution Strategies

• Avoiding

• Accommodating

• Compromising
 • Competing

• Collaborating

Power and Politics in Organizational Groups

Sources of Power

• Legitimate

• Reward

• Coercive

• Expert

• Referent

Political Behavior

• Networking

• Coalition building

• Impression management

Organizational Culture and Its Influence on Group Behaviour

Elements of Organizational Culture

• Artifacts

• Values

• Assumptions

Cultural Influence on Groups

• Norms and values

• Work ethics

• Communication style
Teamwork and Team Building

Components of Effective Teams

• Clear goals

• Defined roles

• Open communication

Team Building Activities

• Ice-breaking sessions

• Role-playing

• Retreats and workshops

Organizational Change and Group Adaptability

Drivers of Change

• Technological advances

• Globalization

• Workforce diversity

Resistance to Change

• Individual resistance

• Group-level resistance

Managing Change

• Lewin’s Change Model

• Kotter’s 8-Step Change Model

16. Challenges in Managing Group Dynamics

• Managing diversity

• Remote collaboration issues

 • Interpersonal conflicts

• Balancing group vs. individual goals

• Accountability and free riding

Strategies for Effective Group Management

Set Clear Goals and Expectations

• Define group objectives, deadlines, and individual responsibilities from the beginning.

• Ensure every member understands their role and how it contributes to the group’s
success.

2. Encourage Open Communication

• Create an environment where members feel safe to express ideas, ask questions, and give
feedback.

• Use regular meetings, digital platforms, or suggestion boxes to keep communication

flowing.

3. Promote Team Cohesion

• Encourage team-building activities and bonding experiences.

• Support a positive group culture based on respect and trust.

4. Assign Roles Based on Strengths

• Identify each member’s skills and assign tasks accordingly.

• This ensures better performance and higher job satisfaction.

5. Foster Participation and Inclusiveness

• Involve all members in decision-making and discussions.

• Make sure quieter or introverted members also get a chance to contribute.

6. Manage Conflicts Promptly

• Address disagreements quickly and fairly.

• Use conflict resolution techniques such as mediation, compromise, or collaborative

problem-solving.

7. Monitor Progress and Provide Feedback

• Regularly assess group performance against goals.

• Offer constructive feedback and recognize good work to keep motivation high.

8. Encourage Accountability

• Set up systems where members report on progress.

• Encourage peer evaluation or self-assessment to maintain responsibility.

Future Trends in Group Dynamics and Organizational Behaviour

• AI and group interaction

• Cross-cultural teams

• Agile management

• Remote-first organizations

• Mental health and well-being

 Summary:

Group dynamics and organizational behaviour are essential aspects of any workplace that
influence performance, collaboration, and overall organizational success. Group dynamics refers
to the patterns of interaction and relationships among members within a group, including how
they communicate, make decisions, and resolve conflicts. Groups can be formal (task-oriented
and created by the organization) or informal (social and naturally formed).

Understanding organizational behaviour—how individuals and groups act within

organizations—helps managers create a work environment that promotes motivation, trust, and
efficiency. Strategies for effective group management include setting clear goals, encouraging
open communication, managing conflicts, monitoring progress, and fostering accountability.
 Conclusion:

In conclusion, group dynamics and organizational behaviour play a pivotal role in determining
the success of an organization. When group interactions are positive, and members are guided by
effective leadership and sound organizational principles, productivity and employee satisfaction
increase. Leaders and managers must understand and apply these concepts to build strong,
cohesive teams that can adapt, perform, and thrive in a changing work environment. By fostering
healthy group dynamics and a supportive organizational culture, organizations can achieve both
their short-term goals and long-term vision.
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 COLLEGE OF NURSING
LLRM MEDICAL COLLEGE MEERUT

ASSIGNMENT ON
GROUp DyNAMICS AND
ORGANIzATION bEhAvIOR

SUbMITTED TO: SUbMITTED by:

Mr. Sanjay Mr. Nadeem Ali

Asst. Professor MSc (N) 1st year
Mental Health Nursing Dept. Batch 2024-26
College of Nursing
LLRM Medical College, Meerut

SUbMITTED ON: