GROUP DYNAMICS

What is A Group?

Every organization is a group unto itself. A group refers to two or more people who share a
common meaning and come together to achieve common goals. In other words, a group is a
collection of people who interact with one another; accept rights and obligations as members and
who share a common identity.

What is Group Dynamics?

Group dynamics is a system of behaviors and psychological processes occurring within a social
group or between groups.

Characteristics of a Group

Regardless of the size or the purpose, every group has similar characteristics:

(a) Two or more persons (if it is one person, it is not a group)

(b) Formal social structure (the rules of the game are defined)

(c) Common fate (they live or die together)

(d) Common goals (they have the same destiny)

(e) Interaction (they will communicate with each other)

(f) Interdependence (they assist each other)

(g) Self-definition as group members (they proclaim to be members of the same group)

(h) Recognition by others (outsiders are aware of the existence of the group).

1
Process/Stages of Group Development/Evolution:

How do groups evolve? Bruce Tuckman (1965) developed 5 stages group of group development
as discussed below.

1. Forming:

The first stage in the life of a group is concerned with forming a group. This stage is
characterized by members seeking either a work assignment (in a formal group) or status,
affiliation etc. (in an informal group). Members at this level are in a similar activity and hence
come together. It is like orientation day in a new job or university. Group members have just
been introduced to each other and everyone is overly polite and pleasant. This stage members
focus more on the people than the task.

2. Storming:

In the storming stage, the reality and weight of completing the task at hand has now hit everyone.
The initial feelings of excitement and the need to be polite and pleasant have likely worn off for
some members. Personalities may clash. Members may disagree over how to complete the tasks.
Some members may even question the authority or guidance of the group leaders hence problems
with group control. Leaders should remind members that disagreements are normal and should
be solved amicably in order to settle down and achieve the set tasks.

3. Norming:

The third stage of group development is marked by a more serious concern about task
performance. People start to notice and appreciate their team members strength. As new tasks
arise, some groups may still experience a few conflicts especially if you did not resolve
agreements at storming stage. Efforts are made to establish various norms/rules for task
performance.

2
 4. Performing:

This is a stage of a fully functional group where members see themselves as a group and get
involved in the task. Everyone is on the same page and contributing towards the group success.
This is the stage where all groups strive to reach. Yet, some do not make it since they usually fail
to overcome conflict in the previous stages and thus have already separated.

5. Adjourning:

In 1977, Tuckman added another stage called adjourning. Once a project or goal is achieved, the
group is disbanded. This stage is sometimes known as mourning since members have grown
close and feel a loss that the experience is over.

Types of Groups:

One way to classify the groups is by way of formality – formal and informal. While formal
groups are established by an organization to achieve its goals, informal groups emerge
spontaneously and for self-interests.

3
Formal Groups

1. Command Groups:

Command groups are formal groups which are contained in the organizational chart/ structure
and have a formal chain of command e.g. manager, assistant manager, officers etc.

2. Task Groups:

Task groups consist of people who work together to achieve a common task. Members are
brought together to accomplish a narrow range of goals within a specified time period e.g.
project groups. They are temporary groups created to accomplish a specific task and are
normally disbanded after the group completes the assigned task.

3. Functional Groups:

A functional group is created by the organization to accomplish specific goals within an

unspecified time frame. Functional groups are permanent groups and remain in existence after
achievement of current goals and objectives. Examples of functional groups would be finance
department, human resource department and other permanent departments in an organization.

Informal Groups

i. Interest Group:

Interest groups are groups which consist of members who may or may not be part of the same
department but they are bound together by some common self-interests e.g. push for salary
increment

ii. Friendship Groups:

Friendship groups are formed by members who enjoy similar social activities or other ties.
Members enjoy each other’s company.

4
iii. Reference Groups:

A reference group is a collection of people that one admires and the ideas of these people shapes
one behavior. The main objectives of reference groups are to seek social validation and one
desires to be associated by the reference group e.g. role models, membership to a prestigious golf
club, etc.

Factors affecting group cohesiveness

1. Size of the Group: It refers to the number of members in the group. If a group is very
large, the interactions among the members become complex and communication may
become more difficult thereby leading to disagreements. Besides in a large group, some
people may dominate the proceedings whereas the shy ones may remain unnoticed. An
ideal group size is said to comprise of 5-7 members.

2. Commitment: It refers to a group’s commitment towards staying together resulting from

the forces operating on members to do so. The forces responsible for cohesiveness are
attraction to the group, motivation to stay in the group and resistance to leave the group.

3. Group Composition: As far as group composition is concerned, a group may be

homogeneous or heterogeneous. Homogeneous groups are those which are composed of
similar individuals, similar in terms of personality, age, gender, experience, knowledge
etc.
Heterogeneous groups on the other hand are the ones which comprise of dissimilar
individuals i.e. the individual who differ from one another in one way or the other. In
some types of tasks homogeneous groups could be more appropriate while in other types
heterogeneous groups could be more appropriate.
4. Group Status: The term status refers to the relative ranking that a person holds in a
group. Group members need to believe that the status hierarchy is equitable and fair.

5
 5. Group Norms: All groups have established norms, that is, acceptable standards of
behaviour that are shared by the group members. Group members should respect the
norms to enhance the performance of the group.

6. Group resources: This refers to the resources each individual member brings to the
group. The Groups performance to a large extent depends upon the resources of its
members e.g. knowledge, skills, abilities, financial e.t.c. Greater resources will improve
performance.

Reasons for joining groups

1. Companionship:

The need for relationship with other people is one of the strongest and most constant of human
drives. Relationships give an individual, who earlier felt lonely and miserable, recognition and
his work life pleasant and comfortable. Many research studies have indicated that the employees
who have no opportunity for social contacts find their work unsatisfying and this lack of
satisfaction often reflects itself in low productivity and high rate of absenteeism and turnover.

2. Identity:

We try to understand ourselves through the behaviour of others towards us. If others praise us,
we feel we are great. Groups provide many others who will laugh, praise or admire us. Workers
get more identified in small groups and so small groups tend to enjoy high morale as compared
to large groups.

3. Information:

The informal group to which a member belongs is a source of communication or information to

him. A piece of information available to one member will nearly reach all the members in a short
span of time. An individual comes to know about what is happening in an organization even if he
has been on leave or is otherwise away.

6
The group may develop a special code or language for speedy communication. The groups help
reduce many of the psychological barriers to communication. Sometimes the group will amend,
amplify and interpret the news, once it is released. Thus, each person gets a larger, more detailed
and meaningful but at times, a distorted and erroneous picture of what is going on in the
organization.

4. Security:

Perhaps, the strongest reason for group formation is the people’s need for security. By joining a
group, a person can reduce his insecurity; he feels stronger, has lesser self-doubts and is more
resistant to threats. A person always derives reassurance from interacting with others and being
part of a group. The group protects its members from the arbitrary policies and orders of the
formal organizations and provides a psychological buffer between the individual and the
organization. This often explains the concept of unions.

5. Esteem:

Membership in a prestigious group is a source of enhanced self-esteem. The members will feel
good about themselves by virtue of the group’s power, prestige and social standing. They will
get opportunities for recognition and praise that are not available outside the group.

6. Sense of Belongingness:

It is an emotional need for friendship, love, affection and affiliation. Most people have strong
need for being with others who can understand, support and help them when they are in need and
render them moral and emotional support in time of difficulty. The concept of family and friends
fulfill this need. When people are new to an organization, they are eager to find friends with
which they can check their perception of new and uncertain environment.

7. Outlet for Frustrations:

An individual may be faced with several problems relating to his family life and work life. At
times, he feels tremendous stress in life and gets frustrated. If he shares his feelings and anxieties
with someone, his tension is released to a great extent. The social relations provide an important

7
outlet for frustration. Informal groups serve as safety valves and help release frustrations, thus
avoiding any mental or physical breakdown of the individual. Organizations which don’t have
the informal groups sometimes rely on the expensive system of employee counselling in which
outsiders hear employees’ problems and advise them accordingly.

8. Generation of New Ideas:

Informal groups are a breeding ground for new ideas as they provide a supportive environment in
which the members can engage themselves in creative thinking. Quality circles in Japan are an
important example in this regard. Under quality circles, workers meet periodically and discuss
problems relating to quality and come out with new ideas to solve the problems.

9. Self-Evaluation:

Groups help the members in evaluating themselves as against others. By employing any yard
stick, an individual can judge himself against other members of the group. This will help him in
having a realistic self-assessment and encourage him to acquire the plus point of others or
inculcate a competitive spirit. The group also provides acceptable ways of compensating for an
individual’s deficiencies.

10. Job Satisfaction:

Many jobs which appear superficially dull and routine are made interesting by the group and
spontaneity is encouraged and protected by the group. Certain jobs can be done by the isolated
workers, but working as a group often results in higher motivation to the workers.

12. Power:

Membership of group offers power to members in at least two ways:

(i) There are sayings such as “united we stand, divided we fall” and “unity is strength.” Workers
enjoy much greater power collectively than they do as individuals.

(ii) Leadership of a group enables an individual to exercise power over group members even if
he does not enjoy a formal position of authority in the organization.