GROUP DYNAMICS

DEFINITION OF GROUP

A group is a collection of two or more individuals. A group is an aggregation of people. They interact with each other. They are aware of one another. They have a common objective. They perceive in themselves to be a group.

MEANING OF GROUP

The word dynamics is a Greece word meaning 'force'. Hence group dynamics means the study of forces operating within a group for the social interaction. In this connection two studies of Elton Mayo and his associates and of Lewin are important.

IMPORTANCE OF GROUP DYNAMICS

There are certain preconceptions, representing realities, unrealities, qualities and evils of group but these preconceptions are integral parts of an individual personal philosophy. Such preconceptions may be positive or negative. Negative view represents that: (i) Groups do not exist and (ii) Groups are not good. Positive view is also profess the two things about groups : (i) Groups exist and (ii) Groups are good. These two characteristics of positive view may be called the characteristics of group dynamics.

FIVE PROPOSITIONS ABOUT GROUPS

There are five propositions about individuals, groups and group dynamics :

1. Group do exist.

2. Groups are inevitable and ubiquitous.

3. Groups mobilize powerful forces.

4. Groups may produce good and bad consequences.

5. Groups dynamics permits desirable consequences.

CHARACTERISTICS OF GROUP

1. Two or More Persons : A single individual can not form a group. For group formation, at least two persons are must. There is no specific limit on the maximum number of persons to form a group.

2. Collective Identity : Each group member knows one another. Each member of the group perceives that he/she is a part of group.

3. Interaction : There is an interaction among the members of the group. Each member shares his ideas with others through different communication methods such as face-to-face, in writing, over the telephone and across a computer network.

4. Common Purpose : The members of the group work to achieve some common objective or purpose. In fact, it is the common purpose that binds the group members together.

The various types of groups can be illustrated with the help of the following figure :

TYPES OF GROUP

There are mainly two ways of classifying groups: formal and informal groups. Different kinds of formal and informal groups are listed in the following table. A brief description of each of them follows :

Formal Group

Groups established by the organization to achieve organizational goals are called formal groups. In formal groups, the behaviours that a member should exhibit are stipulated by organization and directed towards organizational goals. It is possible to sub-classify formal groups into the following ones :

Command Group : A command group is composed of a supervisor (manager) and the subordinates who report directly to that supervisor. A command group is determined by the organizational chart. In the Department of Business Administration of a University, for example, the Head of the Department and the other faculty members in the department would comprise a command group.

Table 2.1 : Types of Groups

Formal Groups	Informal Groups
Command Group	Friend Group
Task Group	Interest Group
Project Group	Reference Group
Comittes

Fig. 2.1: Various type of groups.

Task Group : A task group comprises of persons working together to complete a common task. However, a task group can cross command relationships. In a University, for instance, if a student is accused of a campus crime, it may involve interaction among the Head of the Department, Vice Chancellor of the University and the Registrar of the University. Here, it should be noted that all command groups are task groups, but groups can cut across the organizational boundary, the reverse need not be true.

Project Group : Likewise, project groups are formed to complete a specific project. The life of the project group normally coincides with the length of the project. Assigning a research project to a University Professor by the University Grants Commission is an example of project group.

Committees : Committees are usually created outside the usual command group structure to solve recurring problems. The life of a committe may be relatively long or short. An example of committees is a University's Examination Discipline Committee created to solve discipline problems relating to examination.

Formal groups are deliberately structured to subserve organization interest. They serve as means to formal ends. Groups are empowered with the authority from the organization and delegated to the position and not to the person. The status of group is determined by its position on the organization chart. All communications to the group are sent through formal chain of command. They are controlled by the management.

REFERENCE: https://ebrary.net/2815/management/group_dynamics#876

GROUP BEHAVIOUR

Groups are composed of individuals. Hence, the group behaviour means behaviour of its members. In practice, each member of the group affects the behaviour of other members and, in turn, is also affected by them. The nature and patterns of reinforcement the members receive through their interaction with one another is also determined by the group itself. This is because the behaviour of individual members in a group becomes different than their behaviour outside the group situation. Therefore, while studying group behaviour, the factors that should be understood are group norms, group cohesion, group role, group conflict and group decision-making.

GROUP NORMS

A norm is accepted by group members. It is a rule of conduct that has been established by group members. They are standardized generalizations concerning expected behaviour in matters that are of some importance of the group.

A rule dictates what must be done by another whereas norm refers to what should be done. Group norm is a standard of behaviour. In other words, group norm is a rule that tells the individual how to behave in a particular group. Thus, group norms identify the standards against which behaviour of group members will be evaluated and help the group members know what they should not do. Norms could be formal or could be informal.

Example

In a group that drinks tea together every evening a norm arises. Every day a different member buys tea for the other members of the group.

The individuals are expected to comply with group norms.

The factors responsible for the emergence of group norms are of two kinds:

1. Members of the group seek to validate their beliefs.

2. If the group wants to maintain its identity there must be uniformity in attitudes and actions of the members. While showing problems the interactions of members of the group must be coordinated. Then only the group can survive.

According to Edgar Henry Schein (born in 1928) there are pivotal and relevant group norms. While the pivotal norms are confirmed by every member of the group, the relevant norms are desirable to be confirmed by the members. With increase in the size of the group, the acceptability of norms tends to lessen. Small deviation of norms is allowable. However, in case of extreme deviation, the deviator gets punished. For example, when the union is on strike, its members attending to work punished by being boycotted by the group. Thus, the group norms have following characteristics :

1. As personality reveals an individual, so group norms do for groups.

2. Norms serve as the basis for behaviour of group members.

3. They predict and control the behaviour of members in groups.

4. Norms are applied to all members of the group, though not uniformly.

GROUP ROLE

A role means a set of expected behaviour pattern attached to a position or post in a social unit. In an organization, an employee's role is briefly indicated by a position title and elaborately specified by a job description. As regards group roles, these are designated and assigned in formal groups. These roles are prescribed by the organization with a view to make division among workers and assign them responsibility. But, group roles are usually not explicitly prescribed in informal groups. That is why in informal groups, one group member may perform several roles or several members may also perform the same role.

Types of Group Roles

In practice, the group members may be expected to perform a variety of different roles. A complete listing of these group roles would be very lengthy. However, the three most relevant group roles are discussed as follows :

(i) Work Roles : These roles relate to task-oriented activities involved in accomplishing the group tasks or group goals. Developing a strategy for accomplishing the task, assigning jobs, evaluating work progress and clarifying the group goals are the examples of work roles related to task-oriented activities.

(ii) Maintenance Role : These roles relate to social-emotional activities of group members that help maintain their involvement and commitment to group. Examples of these roles may be encouraging other fellow members to participate, praising and rewarding other members for their excellent contribution and similar other activities designed to maintain a friendly group atmosphere.

(iii) Blocking Roles : These are the activities that disrupt or destroy the group. These activities may

include such things as dominating the discussion, attacking other group members, disagreeing unreasonably with other group members and distracting group by unnecessary humor.

Reference: https://ebrary.net/2819/management/group_behaviour

6 Ways Managers Can Improve Team Creativity and Decision Making

In effective group decision making, there needs to be a balancing between what the group leader does and what group members do. This is an important focus in group decision-making strategies that promote positive company culture and outcomes. The key is balancing the leader’s creativity with the group’s creativity to reach the optimal zone.

If you are looking to expand the zone of decision-making creativity in your workplace, here are six suggestions to consider.

1. Be mindful. What is the desired outcome?

Transparency and collaboration mean more than giving employees a say or a vote on what the group is going to do. They mean group members have a voice that is listened to and they actively participate in company decision making. Effective leaders are mindful of employees’ voices and actively seek their input.

2. Don’t act bureaucratically. Avoid “My way or the highway.”

A bureaucratic top-down leader makes a decision and requires the group to implement it, without input or feedback. This may increase group efficiency in the short term, but it diminishes team buy-in and creativity in the long term.

3. Don’t drag decision making out too long. Avoid “analysis paralysis.”

When decision making is drawn out too long and too many options are evaluated in too much detail, group creativity may be high initially but quickly decreases as the process takes too much time.

4. Trust yourself. Trust your team.

Good decision making requires leaders to trust in his or her own decision-making ability, and also to trust in the group’s ability to generate ideas and solutions that are beneficial.

5. Add resources. Remove obstacles.

An effective leader must be aware of needed resources and unnecessary obstacles in the decision making process, then use the hiring process and skills training to add those needed resources.

6. Read the Group. Develop each member.

Sometimes the leader’s mere recognition and encouragement of an individual member’s skills, attitude, or efforts may be that one thing which “grows” that person into a strong collaborative member of the team.

Reference: https://www.decision-wise.com/6-ways-managers-can-improve-team-creativity-and-decision-making/

Diversity for Groups & Teams in the Workplace

Businesses both large and small are competing for new customers on a global scale, and, in doing so, they soon recognize the value of diversity in organizational groups and teams to the bottom line. When creating a group or team in the workplace, smart managers realize that with increased diversity come new ideas, products and services.

Why Should Businesses Strive for Diverse Groups and Teams?

When a group or team comprises people who differ in age, sex, race, cultural background and other factors, the hoped-for result is a collaboration of wildly diverse thinking. Working with people who differ from each other challenges people's preconceived notions about how the world works and it forces people to step outside their comfort zones and consider new thought processes. By opening people up to new ways of thinking, the hoped-for result is often new ideas, new processes, new services and new products.

Making Diversity Work

When establishing new groups or teams, smart managers strive for diversity by balancing the individuals they select based upon differing internal factors, such as age, race and gender, and external factors, including differing backgrounds, educational experiences and political ideologies. Additionally, when working with diverse groups and teams, smart managers seek open discussion, encourage feedback among group and team members, actively listen, and practice flexible decision making. After all, having diverse groups and teams in the workplace provides little value if their new ways of thinking are ignored.

Reference: “Business Communication: Process and Product”, Mary Ellen Guffey; 2008

 http://smallbusiness.chron.com/diversity-groups-teams-workplace-10998.html