NIGER DELTA UNIVERSITY

WILBERFORCE ISLAND
BAYELSA STATE
POST GRADUATE SCHOOL

NAME: USIFO FESTUS

MATRIC NO: PGS/02-A/M.SC/FT/254

DEPARTMENT: MANAGEMENT

FACULTY: MANAGEMENT SCIENCE

COURSE TITLE: GROUP DYNAMICS

COURSE CODE: MGT 844

LEVEL: 100

DATE: 11TH APRIL, 2023

ASSIGNMENT QUESTIONS:
HISTORICAL ASPECT OF GROUP DYNAMICS

COURSE LECTURER:
DR. (MRS) KUROAKAGHA BASUO

1
INTRODUCTION

WHAT IS GROUP DYNAMICS

The concept of group dynamics is derived from a Greek term that mean “Force”. It has to do

with the influences that operate within groups. According to Donelson (2010), group dynamics,

is described as the influential actions, processes, and changes that occur within and between

groups over time; also, the scientific study of these processes.

HISTORICAL ASPECT OF GROUP DYNAMICS

The history of group dynamics has a consistent, underlying premise. The whole is greater than

the sum of its parts. A social group is an entity, which as qualities that cannot be understood just

by studying the individuals that make up the group.

The empirical study of the behavior of small group within the context of an organization is

known as group dynamics. Group dynamics is comparatively a new discipline, with its origin in

the 1940s but the actual take-off of this discipline started around 1950s and early 1960s (Amir

et.al, 2022).

The historical timelines of the used of small groups in an organization can be traced to the

research conducted by Elton Mayo and his associates in the 1920s and 1930s and the experiment

conducted by Kurt Lewin in 1935. Elton Mayo research showed that workers tend to establish

informal groups that affect job satisfaction and effectiveness. Lewin became aware of the

pressing need for a practical method for analyzing social interaction at work or in group. To

solve this issue, he established the Research Center for group Dynamics in 1945. Lewin (1951)

research shows that he was interested in the scientific study of the processes that influence

individuals in group situations, and the center initially focused on group productivity;

2
communication, social perception, intergroup relations, group membership, leadership and

improving the functioning of groups. De Board (1978) assert that Lewin findings had a greater

impact and influence on group dynamics than any other theorist. Lundin (1995) also confirm that

Lewin is the one who carried that term ‘Group Dynamics’ which was an application to group that

was borrowed earlier from the Psychology of the individual.

WHAT IS GROUP PROCESS?

This has to do with how an organizations group member work together in harmony to achieve

firms’ objectives (Plamen & Nadya, 2013).

CLASSIFICATION OF GROUP DYNAMICS

Research conducted by Wolfgang et.al (2010) found that we have two types of group dynamics

in work organization which are

a. Intragroup dynamics

b. Intergroup dynamics

Intragroup Dynamics: According to Nadya and Plamen (2013) assert that the study of

intragroup dynamics of interpersonal processes and relations within group dynamics continues to

be an active and productive area of research in social psychology of small groups and applied

research in social effectiveness of group.

Intragroup dynamics focuses on the underlying processes that gives rise to a set of norms, roles,

relations, and common goals that characterize a particular social group (Wageman, 1995).

Normally, intragroup operate interdependently, through which the behaviours, attitudes, opinions

and experiences of each member are collectively influenced by the other group members. Hence,

the dynamics of a particular group depend on how one defines the boundaries of the group.

3
Intergroup Dynamics: This has to do with the behavioural and psychological relationship

between two or more groups. This involves perceptions, attitudes, opinions and behaviours

towards one’s own group, as well as those towards another group. (Fischer & Ferlie, 2013).

FIELD OF STUDY THE GAVE IMPETUS TO GROUP DYNAMICS

Group dynamics cut across a wide range of phenomena that the social psychological study of

group processes has many different focuses. The following are the subject areas:

 social psychology

 Sociology

 Political science

 Education

 Leadership Studies

 Communication studies

 organizational theory and design

 cognitive psychology

 neuroscience

 anthropology

 social work etc

GROUP DYNAMICS INTERACTION ENVIRONMENT

The organization serves as the center for group interaction. Employees upon employment work

together and in the course of that they are interacting. This interaction can be toward solving a

problem facing the organization in terms of decline in product or service sales and this will lead

4
to forming small group or teams that can proffer solution to such problems at the departmental

level. Moreso, this small group also interact both within and outside the organization where

ideas, believes, norms, value etc are shared and this tends to influence their behavior at work.

That’s why social scientists place such importance on social behavior within work organization.

THEORIES OF GROUP DYNAMICS

Research conducted by Turner (1975) and Amir et.al (2022) had identified the following theories

of group dynamics propounded by scholars:

1. Social identify theory

2. Integrated threat theory

3. System theory

4. Intergroup conflict theory

5. Theory of cooperation and competition

6. Group think theory

7. Social exchange theory etc.

NOTABLE THEORISTS OF GROUP DYNAMICS

1. Cartwright Dorwin (1915 - 2008)

2. Irving Lester Janis (1918 - 1966)

3. Zander Alvin Frederick (1913 - 1998)

4. William Schutz (1958 - 1966)

5. Kurt Lewin (1890 - 1947)

6. Jacob Levy Moreno (1889 - 1914)

7. William Mc Dougall (1822 - 1905)

8. Gustave Le Bon (1841 - 1931)

5
FACTORS THAT CAUSES POOR GROUP DYNAMICS

i. Weak Leadership: When a team lack a strong leader, a more dominant member of

the group can often take charge.

ii. Excessive Deference To Authority: This can happen when people want to be seen to

agree with a leader, and suddenly hold back from expressing their own opinions.

iii. Blocking Role: This can happen when team members behave in a way that disrupts

the flow of work and information in the group.

iv. Free Riding: This is a situation some members perform less of the assigned task

believing that other members in the group will cover up but when they are not in any

group, they tend to work to achieve organizational goals.

STRATEGIES FOR IMPROVING POOR GROUP DYNAMICS

1. Know Your Team Members: The leader should endeavor to understand active group

members and their contribution compare to others that are performing less task.

2. Resolve Problems Quickly: When the leader foresees or identify any issues arisen in the

group which will affect overall performance, he should try and resolve it as fast as

possible.

3. Provide Feedback Mechanism: The manager should provide a feedback control

mechanism to check group behavior, performance, encouragement as fast as possible.

HOW TO MANAGE GROUP DYNAMICS

The following are ways a manager can manage group or team in an organization;

a. Create a healthy workplace culture

b. Value diversity

6
 c. Value relationship

d. Hold worker accountable

e. Settle conflicts quickly

f. Set a target for employees.

CONCLUSION

This research aimed to provide us an understanding of the historical aspect of group dynamics

through the review of the group dynamics fundamental concepts, theories and other phenomena

from the past to this current period. The understanding of group dynamics is essential for

effective practice with individuals and organization. When proper attention is paid to dynamic

processes that occur in groups is what distinguishes group work from other forms of social work

practice. Research has shown that the study of group dynamics can be useful in understanding

decision-making process in organization. It therefore, means irrespective of how small the

organization is, group exist at various level of the organization. Some group are formal while

others are informal.

7
REFERENCES

Amir K., Zhang Z., Yang H., & Cynthia A. (2022). Understanding Group Dynamics: Theories,
Practices and Future Directions. Malaysian E- Commerce Journal, 6 (1),
10.26480/mecj.01.2022.01.08. Retrieved from https://www.myeecommercejournal.com
De Board R. (1978). The Psychoanalysis of Organizations: A Psychoanalytical approach to
behavior. In groups and organizations. London: Tavistock publications.
Donelson, F. (2010). Group Dynamics (5th Ed.) Belmont, (A, Wadsworth, Lengage Learning -
USA).
Fischer, M.D & Ferlie, E. (2013). Resisting hybridization between modes of clinical risk
management: Contradiction, contest, and the production of intractable conflict.
Accounting organisations and society. 38 (1) 30 – 49. Doi:
10.1016/J.aos.2012.11.002.s2CID44146410
Lewin K. (1951). Formalization and progress in Society, in Cartwright, D. (Ed.), Field Theory in
Social Science. Harper.
Lundin, R. A, & Soderholm, A. (1995), A theory of the temporary organization, Scandinavian
Journal of Management, 11, 437 – 455.
Plamen, L.D., & Nadya L.M. (2013). Influence of Intragroup Dynamics and Intergroup Relations
on Authenticity in organizational and social contests; A Review of Conceptual
Framework and Research Evidence. Journal of Psychological Thought, 6 (2), 204 – 240.
Dolilo. 5964/Psyct.v6i2.78.
Turner, J.C (1975). “Social Comparison and Social Identity: Some prospect for intergroup
behaviour”. European Journal of Social Psychology, 5, 1-34.
Doi:10.1002/Ejsp.2420050102.
Wageman, R. (1995). “Interdependence and Group effectiveness”. Administrative science
quarterly. 40(1), 145 – 180. Dol:10. 2307/2393703.JSTOR2393703..
Wolfgang, S., Gerben, A.V., Daan V.K., Michael, A.H., Astrid C.H., & Graham M. (2010). How
intragroup dynamics affect behavior in intergroup conflict: The role of group norms,
prototypicality, and need to belong, in Group processes & Intergroup Relations, 13(6),
779 – 794. Doi:10.11.77/1368430210375702. Retrieved from,
https://www.research.net/publication/50805869.