GROUP DYNAMICS

WHAT IS A GROUP ?

Two or more individuals who influence each other

through social interaction
Two or more individuals, interacting and
interdependent, who have come together to
achieve particular objectives- Stephen Robbins
A collection of two or more interacting individuals
with a stable pattern of relationships between
them, who share common goals and who perceive
themselves as being a group - Ashwathapa

Characteristics of groups
Interaction among members
Common interest or goals
People see themselves as members
Two or more people are required to form

groups

WHY DO WE STUDY GROUPS ?

BECAUSE.

Organisations are made up of individuals ,

who interact with each other and form groups
to achieve a common objective

We already understand the individual through

Personality
Attitudes / values
Perception
Motivation
Learning

 Individual behaviour is different from

group behaviour- Individual behaviour is

influenced by interactions among others

Groups exist in every organisastion- formal

and informal groups

Group behaviour affects the outcome in the

context of a given organisation and social

system

WHAT IS GROUP DYNAMICS ?

 Dynamics comes from the Greek word dynamikos

meaning force hence it is the study of forces

operating within a group
The social process by which people interact face-

to-face in small groups

Group dynamics is the convergence of different

experiences and backgrounds working towards a

common end
(Conflicts may arise out of this diversity, as there are
differences in attitudes, values, behavior, ideals
,gender , race, culture but the solutions that come
from the differences the very essence of group
dynamics )

WHY DO GROUPS FORM?

 Humans are social creatures

The social identity theory our tendency

to take personal pride or offense for the

accomplishments of a group (eg.cricket )

Security / Esteem / Power/ Identity/

Proximity/

Synergy meaning the whole is different from the

some of the parts (can be positive / negative )

i.e. accomplish much more than could the

individuals working together
Positive groups accomplish what their
members individually cannot
Negative - why some groups cannot accomplish
tasks which members have resources to accomplish

TYPES OF GROUPS
Formal and Informal

Open and Closed

In-groups and out-groups

Friendship

Reference
Command
group

Interest

Formal

informal

Task
group

GROUPS

open

closed

Outgroup

Ingroup

Formal groups
A standing task group

A task group

Formal and Informal groups

FORMAL - specifically created to complete a

task
Members usually appointed by the organisation
Eg. A committee, a work unit like a small dept., a R
& D lab
A command group- permanently specified in the

organizational structure , a supervisor who exercises formal

authority over subordinates- eg foreman and his group
A task group- is a temporary formal group created to solve

specific problems, a particular task or project, employees may

be from different departments

 INFORMAL - develops from

day-to-day activities
Interactions / sentiments of the members
for the purpose of meeting their social needs
Not formally structured nor organizationally

determined
Often develop within formal groups out of certain
values or concerns shared
exert influence and affect Behaviour - leverage for
positive results
Affect satisfaction at work place
Eg: interest group, reference group, friendship

group

Informal groups(cliques)
Form without being officially designated by the

organisation
Form through personal relationships or special

interests

Friendship groups-tend to work together, sit together,

eat together, take breaks together, do things
together outside the work place

Interest groups- share common interests- maybe job

related interests too such a intense desire to learn
computers, sports, religion

Reference groups are the basis for

many friendship and interest groups

It is a group with which an individual

identifies for the purpose of forming

opinions or making decisions
Based on such factors like race, gender,

politics, religion, social class, profession

 INFORMAL - develops from

day-to-day activities
Interactions / sentiments of the members
for the purpose of meeting their social needs
Not formally structured nor organizationally
determined
Often develop within formal groups out of
certain values or concerns shared

 Open and Closed groups

Open group is constantly in a state of change whereas a
closed group is stable

Eg : Open- a promotion committee,

students placement group
Closed- Board of Directors

In group and Out group

The groups to which we belong are in groups and

which we dont belong are out groups

Out groups can be looked upon with antagonism

Eg: rivalries between groups, schools, colleges, clubs,

associations, religious groups etc

 Concept of In-group and out-group is intimately

linked to Ethnocentricism

It means that ones own group is best and the other is to be

judged on its terms.
One can be ethnocentric about ones community, state, social
class or even race.

What makes a Group Attractive?

I like the activity of the group
I like the people in the group

Membership satisfies certain needs,

member, Status vis--vis other groups

Supportive / Co-operative climate
Greater Interaction / smaller size

prestige as a

What makes a Group Unattractive?

Disagreements

Excessive

demands on people - unpleasant task

Dominating members

Restrictions imposed by group

If the status of the group is low
Scape-goating

HOW ARE GROUPS FORMED?

Stages of Group Development

Failure possible at any stage.

Forming stage
Getting started , amidst uncertainty
defining / understanding goals
developing procedures and structure
uncertainty on ground rules,on leadership &
members roles
uncertainty of the groups purpose, structure,
acceptable behaviours
concern about satisfying their needs for
acceptance
stage complete when members think they are a
part

Storming stage- Often / may involve

conflict on goals, conflict / confrontation on roles

and duties
competition for leadership, conflict over who will

control the group

conflict over contribution
accept existence of the group but resist constraints on

individuality
necessary to replace hostility with a sense of belonging

and acceptance
when complete, a relatively clear hierarchy of leadership

emerges
Stage can be shortened using team building processes

Norming stage
Settling into collaboration, high cohesion
Team members set rules by which team will operate
strong sense of group identity and friendship
a leader emerges
roles and behaviour expectations are formed
group structure solidifies, group harmony

 major concern -groups becoming too

contented, not wanting to challenge established

ways of doing things to avoid conflict

Performing stage
group energy moves from knowing each

other to performing the task at hand

teamwork, role clarity
understand individual and group responsibilities

to the larger organisation

productivity is at it peak
-major concern-preventing loss of enthusiasm

and sustaining momentum

last stage of permanent work groups

ADJOURNING end of group.

Wrapping up activities

Does not apply to permanent groups.

DETERMINANTS OF GROUP
BEHAVIOUR

 External conditions

Group member resources

Group Structure

EXTERNAL CONDITIONS
Organisation strategy- set by top mgnt.,direct org. towards reducing costs,i

mproving quality, expanding market share

Authority structure- defines who reports to whom,what decisions individuals or

grouprs are empowered to make, where a group is placed in org hierarchy

Formal regulations-create rules,procedures,policies to standardise employee

behaviour. More formalregulations lead to consistent group behaviour

Organisation resources- tools,equipment,facilities,procedures,work methods.

Scarce resources lead to more competition between groups to gain access to

them.
Procurement of personnel-esp critical if large segment of org.employees are

unionsied

Contd
Performance appraisal and reward system-groups

are influenced by a reward system, helps to direct

group efforts
Organisation

acceptable
employees.
Physical

culture- defines
and unacceptable

standards
behaviour

of
for

work settings-can influence group

behavour, architects can make decisions regarding
size and physical layout of work space , proper
illumination,etc as such things create both barriers
and opportunities for group interaction.

GROUP MEMBERS RESOURCES

Abilities

Personality characteristics

GROUP STRUCTURE

Leadership

Group size

Roles

Norms

Group tasks

Status congruence

Group cohesiveness

Decision making

Leadership

- in a formal group, the leader is responsible for the direction and goal
accomplishment of the group
-

supported by the organization, so the leader has the power to make

members comply directives

In an informal group, leaders are generally individuals who are respected

by the members and who have acquired special status

Group size
-ideal size of group (research shows 5-7 members)
-reduction in size results in loss of resources, increase makes communication
and coordination difficult
- member satisfaction increases as group size approaches 5 and decreases
thereafter

Size v/s performance

Smaller groups

faster at completing tasks

individual perform better in smaller groups (social loafing

etc)

better at co-ordination

Large groups (12 or so)

-

better at problem solving

gaining diverse inputs

looking at things from different perspectives

May lead to chaos

SOCIAL LOAFING
Tendency for individuals to put less effort when working collectively, than
when working individually

belief that others in the group are not doing their share

dispersion of responsibility (individuals performance is not being

measured - only group performance)

temptation to be free riders

Visible more so in larger groups

ROLES
All the worlds a stage, and all the men and women merely
players -- Shakespeare

What does it mean ?.............

 A part an individual plays as a result of occupying some position or

status in life

Every person plays multiple roles

In organizations, each group member is playing a role: either task -

oriented, relations oriented or self oriented which are expected roles

Perceived and enacted roles

Differences between expected, perceived, enacted roles leads to role

conflict, stress, ambiguity

 ROLE PERCEPTION

An individuals view of how she is supposed

to act in a given situation.

ROLE EXPECTATION- (psychological

contract)

How others believe a person should act in

a given situation.

ROLE CONFLICT

When compliance with one role requirement

makes it difficult to comply with another,
the result is role conflict

Role conflict is a result of

-unclear roles, difference between expected and perceived role
-multiple roles

Expected role

Role ambiguity

Perceived
role

Enacted role

Role conflict

NORMS

Norms are accepted standards of behaviour within a group that are

shared by the groups members -Robbins
Beliefs, attitudes and feelings shared . Also rules or standards of
behavior that apply to group members -Ashwathapa

Prescriptive: what you can do

Proscriptive: what you cant do

3 functions of norms:
-

Predictive (provides basis for the behaviour of others and self)

Control (regulate the behaviour)

Relational (define relationships among roles)

Some classes of norms

Performance norms - how hard workers should

work
Appearance norms -dress code, etc
Social arrangement norms -with whom to eat

lunch, friendships to be formed, etc

Resource allocation norms - assignment of

difficult jobs, etc

Characteristics of norms
acceptable by most in varying degrees
more or less important norms
gives a distinct identity to group
often reflects preferences of powerful members

group is managed by them (controlling and

predicting behaviour)
Reduces interpersonal problems
Likely to be strongly enforced for group survival

or success

Conformity
Adjusting ones behaviour to norms of the group

-Reference Groups
Important groups to which individuals belong or hope to
belong and with whose norms individuals are likely to conform

However time has altered the conclusions. Levels of conformity

have steadily declined..

 Deviant Workplace Behaviour (antisocial behaviour)

- Voluntary behaviour which violates significant

organisational norms
- Employee cooperation, commitment, motivation suffer

(implications for managers)

- Someone who normally wouldnt engage in such

behaviour might be more likely do do so in a group

-

examples like coming late, careless, arson,stealing,

being biased, blaming others, sexual harassment,

STATUS CONGRUENCE
It is a social ranking within a group
Assigned on the basis of position in the group
It can be a function of the title,level of pay,work schedule,

seniority, age, sex, personality,etc ( eg. Shahrukh Khan and his

IPL team..his contribution viewed critical to the groups
success)
-if full agreement on member status level (status congruence)

can lead goal accomplishment

If disagreement , some of the focus is shifted from goal to

resolving conflict

COHESIVENESS
The degree to which members are attracted to each other and motivated to stay in
the group
- members of highly cohesive groups value their membership and strive to maintan
positive relationships
- satisfaction from group affiliation
Cohesiveness increases when
-agreement on goals
- high level of interaction
- group is seen to be attractive hard to become a member
- threat from other groups
- group rewards
- size (large size , cohesiveness decreases)
- attitudes and values

RELATIONSHIP OF COHESIVESNESS AND

GROUP PERFORMANCE

P
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F
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H
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N
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L
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MODERATE
HIGH
PRODUCTIVITY PRODUCTIVITY

LOW
MODERATE TO PRODUCTIVITY
LOW
PRODUCTIVITY
LOW

HIGH
COHESIVENESS

Causes

Interaction
Threat
Severity of
initiation
Cooperation
Shared goals
Attitudes and
values
Size

Consequences

Positive
Increased morale
Higher productivity
Better
communication
Conformity and
influence
Group
Cohesivenes
s
Negative
Group think
Lower productivity
When performance
norms are low

DECISION MAKING

WHAT MAKES A GROUP

EFFECTIVE
Advantages
Members enjoy group membership
They participate in group activities

They accept group goals

likely to be low absenteeism and turnover

Disadvantages
Members may lose sight of goals

Members may work against organization interest

Members become closed to others no new ideas

APPROACHES TO GROUP
DECISION-MAKING
AUTOCRATIC
EXPERT MEMBER SOLICITING

CONSULTATIVE
MINORITY CONTROL
MAJORITY CONTROL
CONSENSUS

IMPLICATIONS FOR
MANAGERS

Emphasize task accomplishment

Appoint a devils advocate

Encourage/take advantage of intergroup competition

group leaders should be impartial

Disband group if cohesiveness is counterproductive

NO ONE CAN WHISTLE

A SYMPHONYIT TAKES AN
ORCHESRTRA TO PLAY IT