Group Dynamics

Anamitra Basu
Defining and Classifying Groups
Defining and Classifying Groups
(cont’d)

Committee
Virtual teams
Quality Circle
 Why People Join Groups
• Status
• Security
• Self-esteem
• Affiliation
• Power
• Goal Achievement
• Economic security
• Social Reasons
Stages of Group Development
Stages of Group Development
Stages of Group Development
(cont’d)
 Group Dynamics
• The word ‘Dynamics” comes from the
Greek word meaning “force”.

• Hence Group Dynamics refers to the study

of forces operating with in a group.
 Group Dynamics
• The social process by which people
interact face-to-face in small groups is
called Group Dynamics.
• It focuses on teamwork where in small
groups are constantly in contact with each
other and share common ideas to
accomplish the given tasks.
 Formal organization
Chester I. Barnard -
“A system of consciously coordinated
activities or forces of two or more
persons.”
 Four key pillars of F.O.
• Division of labor
• Scalar and functional processes– imply
the growth of org. both vertically and
horizontally.
• Structure
• Span of control
These may be called as Principles of
F.O
 Characteristics of F.O.
• Org. structure is laid down by top mgt.
• Org. structure is based on division of
labor and specialization to achieve
efficiency in the operations.
• Org. structure concentrates on the jobs to
be performed and not the individuals who
are to perform these jobs.
• Authority, responsibility, status etc. are
created by Org. structure
 Informal Organization/Groups
• It means Natural groupings of people in
the work situation.
• Informal organization refers to the
relationship between people in the org.
based on personal attitudes, emotions,
prejudices, likes, dislikes etc.
 Formal Vs. Informal Organization
Difference is based on the following points
• Formation
• Purpose
• Structure
• Authority
• Chain of Command
 Formal Vs. Informal Organization
• Leadership
• Communication
• Pattern of Behavior
• Human Relations
• Flexibility
• Stability
 Reasons for formation of I.G.
• Companionship
• Sense of Identification
• Source of Information
• Job Satisfaction
• Protection of members
 Reasons for formation of I.G.
• Perpetuation of cultural values
• Generation of new ideas
• Outlet for Frustration
 Importance of small groups to the
organization
• Filling in the gaps in manager’s abilities
• Solving work problems
• Better coordination
• Channel of communication
• Restraint on managers
• Better relations
 Importance of small groups to the
organization
• Norms of behavior
• Satisfied work force— decreases labor
turnover and absenteeism and increases
productivity.
• Developing future executives.
 Problems created by I.G.
• Negative attitude of Informal leaders
• Conformity
• Resistance to change
• Rumour
• Role conflict
 Theories of Group Formation
There are four theories which explain why
the groups are formed.
• Propinquity Theory
• Homans Theory
• Balance Theory
• Exchange Theory
 Propinquity Theory
• Proximity of people at the work place,
which leads to formation of groups.
• Physically located together
Example –
MBA First Year.
 Homans Theory
Interaction Theory of Group Formation

Activities Interactions

Sentiments
 Balance Theory
Balance Theory of Group Formation
Mr. T Mr. N

C
Common Attitudes
(Authority, work, life style, religion, Politics etc.)
 Exchange Theory
• This Theory is based on Reward-Cost
outcomes of interactions.
• There is an exchange relationship in terms
of rewards and costs of associating with
the group.
( To be attracted towards a group, a person
thinks in terms of what he will get in
exchange of interaction with the group
members.)
Group Structure - Cohesiveness

Increasing group cohesiveness:

1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission difficultly.
5. Stimulate competition with other groups.
6. Give rewards to the group, not individuals.
7. Physically isolate the group.
 Attributes of Cohesive Group
• The members share the group goals and have
common interests and back ground.
• The number of members is relatively small.
• Effective interpersonal communication
• Group loyalty is high
• Members stand united because of the perceived
external threats.
• Group has a history of success
• Fulfillment of the social and economical needs.
 Factors influencing Group
Cohesiveness
• Nature of the • Outside pressures
group- • Interdependency
Heterogeneous/Ho • Leadership of the
mogeneous. group
• Size of the group • Success
• Location of the • Management
group behavior
• Communication
• Status of the group
 Meetings
Meetings conducted in healthy and proper
manner can help in—
• Creative thinking
• Problem solving
• Motivating employees
• Improving D.M.
• Changing attitudes
• Broadening perspectives
 Weaknesses of Meetings
• Slowness and Expensiveness
• Group think
• Polarization
• Escalating Commitment
• Divided responsibility
 Methods of reducing Group think
• Designate a “Devil’s Advocate” for each
meeting.
• Rotating new members
• Inviting attendance by outsiders
• Announcing a temporary delay before final
D.M.
 Guidelines for Effective Group
Meetings
• Distribute the agenda and background
material in advance
• Clarify the objective
• Compose the group appropriately
• Encourage the expression of minority
viewpoints
• Separate idea generation form evaluation
 Guidelines for Effective Group
Meetings
• Make assumptions explicit
• Legitimize questioning attitudes
• Control irrelevant discussions
• Test the level of support for a decision
• Evaluate the group’s effectiveness
• End on a position note and assign
responsibilities.
Team Versus Groups: What’s
the Difference
Comparing Work Groups and
Work Teams
 Why Have Teams Become So
Popular
• Teams typically outperform individuals.
• Teams use employee talents better.
• Teams are more flexible and responsive to
changes in the environment.
• Teams facilitate employee involvement.
• Teams are an effective way to
democratize an organization and increase
motivation.
Types of Teams
Types of Teams (cont’d)

• Task forces

• Committees
 Types of Teams (cont’d)

Team Characteristics
1. The absence of paraverbal and nonverbal cues
2. A limited social context
3. The ability to overcome time and space constraints
Creating Effective Teams
Creating Effective Teams
(cont’d)
Creating Effective Teams
(cont’d)
Creating Effective Teams
(cont’d)
A Team-
Effective
ness
Model
 Ingredients of Effective Teams
• Supportive Environment
• Skills and Role Clarity
• Super ordinate Goals
• Team Rewards