ABA201: INTRODUCTION TO ORGANISATIONAL BEHAVIOUR

MASENO UNIVERSITY

GROUP DYNAMICS
DEFINITION
The word dynamics means “force”. The term Group Dynamics refers to the forces operating within groups.
A study of group dynamics consists a study of these forces and the conditions factors influencing them.
GROUP
A group is any number of people who;-
a. Interact with one another.
b. Are psychologically aware of one another.
c. Perceive themselves as belonging together.
This definition helps to distinguish groups from mere collection of individuals, be they a crowd, a rabble or
some random gathering who have no real interaction between themselves and who consider themselves
more as individuals-within- a – group rather than as members of a group.

FORMAL AND INFORMAL GROUPS

FORMAL GROUPS
Formal groups are units established by the management as apart of an organisation structure. They are
defined in terms of their purpose and roles, they are official in the sense that they have appropriate
authority and they are provided with financial and physical resources.
The principal function or purpose of formal groups is to further the aims and objectives of the organisation
as laid down in mission statements,, units or departmental objectives and policy statements.
Formal groups tend to be relatively permanent although there may be changes in actual membership.

INFORMAL GROUPS
The influence of informal groups in the workplace was first identified in the Hawthorne Experiments.
The characteristics are;-
a. They draw their (rules) of behaviour from amongst themselves.
b. Their fist loyalty tends to be towards their fellow group members rather than to the organisation as
a whole.
c. Their goals are decided more by what they fell is right for them rather than by what is laid down
for them by the management.

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 ABA201: INTRODUCTION TO ORGANISATIONAL BEHAVIOUR
MASENO UNIVERSITY

d. Their behaviour is derived more from interpersonal relationships than by any role allocated by the
management.
e. Group leadership is likely to be exercised on a charismatic basis rather than by legitimate
authority.
f. Informal groups are less likely to be permanent than formal groups.

STAGES OF GROUP DEVELOPMENT

I ORIENTATION/ FORMING PHASE
Members learn about the nature and purpose of the group and constrains that limit its activities. Group
structures, status hierarchies and patterns of interaction among members are determined. Rules of
behaviour are also established.

II STORMING PHASE
Disputes and power struggles arise. There is internal group conflict, criticism and questioning of the groups
goals. This is the confrontation stage or storming stage.

III NORMING PHASE

Conflicts are resolved and a division of work and responsibilities among groups is tentatively implemented.
Special liaisons develop, individual differences are recognized and “who-does-what- disputes” disappear,
group norms appear, group norms emerge, i.e. shared perceptions of how things should be done or
common attitude, feeling or belief.

IV PERFORMING PHASE
Eventually group productivity increases, there is much collaboration among members and commitment of
the group. Individuals value the contributions of their colleagues and accept idiocrasies. A decision-making
system acceptable to all members is established.

KEY ISSUES IN GROUP BEHAVIOUR.

In examining the behaviour of people in groups, whether are a number of key issues, that have to be
considered as show
FIG: KEY ISSUES IN GROUP BEHAVIOUR.

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 ABA201: INTRODUCTION TO ORGANISATIONAL BEHAVIOUR
MASENO UNIVERSITY

Size of
Leadership group Principal
of purpose
group

Nature of group
tasks
Cohesiveness
and
team spirit

Group
Norms

Individual Roles External

within the group Environment
Group Size

Size of groups determines their behaviour. Larger groups, for example require a higher degree of
formalization than smaller groups. Smaller groups pay more attention to the needs of individuals.

Purpose of Group

Many work groups are usually assigned a definite purpose within the organisation structure.

Nature of Task

The nature of the task will be decided in broad terms by the groups purpose and objectives. Types of tasks
include attaining a target which required deploying the right employees and important negotiations with
customers which required allocation of roles to specific employees.

Group Leadership

A group leader faces certain key variables e.g. nature and composition of the group, the requirements of
task and the organisational environment (policies, procedures ,etc).

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 ABA201: INTRODUCTION TO ORGANISATIONAL BEHAVIOUR
MASENO UNIVERSITY

Nature and Motivation of Group Members

The behaviour of any group is determined to a considerable extent by the composition of its membership
and by their level of commitment to the group’s goals.

Group Cohesiveness

This refers to the closeness of a group- a cohesive group has strong bonds that bind the members in
loyalty and support for each other. A cohesive group develops clear standards of behaviour (norms).

Group Norms

Norms are the standards adopted by a group. Most of these standards will be formal and may be contained
in written policies, operating procedures, blue prints etc.

Roles within Groups

Roles are the particular parts played by individual members of a group. The parts are determined partly by
the expectations of the management e.g. through job descriptions.

External Environment

The context in which a group operates can be described from the perspective of

i. The physical environment

ii. Social context.

SOURCES OF GROUP COHESIVENESS

a. MEMBERSHIP

i. Size of Group

Large groups are less cohesive in comparison to small groups. As groups increase in size,
problems arise with communication and co-ordination.

ii. Compatibility of the members

The more homogenous the group in terms of such features as shared backgrounds, interest,
altitudes and values of its members, the easier it is to promote cohesiveness.

iii. Performance of Group Members

Group spirit and relationships take time to develop. Cohesiveness is more likely when members
of a group are together for a long-period of time.

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 ABA201: INTRODUCTION TO ORGANISATIONAL BEHAVIOUR
MASENO UNIVERSITY

b. WORK ENVIRONMENT

i. The Nature of the task

Where workers are involved in similar work, share a common task or face the same problems,
this may assist cohesiveness.

ii. Physical Setting.

Where members of the group work in same location or in close physical proximity to each other,
this will generally help cohesiveness.

iii. Communications

The more easily members can communicate freely with each other, the greater the likelihood of
group cohesiveness.

c. ORGANISATIONAL FACTORS

i. Management and leadership

The activities of groups cannot be separated from the management and the process of
leadership. The form of management and the process of leadership. The form of management
and the style of leadership adopted will influence the relationship between the group and the
organisation and this determines group cohesiveness.

ii. Personnel Policies and Procedures.

Harmony and cohesiveness among the group are more likely to be achieved if personnel
policies and procedures are well developed and perceived equitable with fair treatment of all
members.

iii. Success

The more successful the group, the more cohesive it is likely to be and cohesive groups are
more likely to be successful.

iv. External Threat

Cohesiveness may be enhanced by members co-operating with one another when faced with a
common extended threat, such as changes in their methods of work or the appointment of a
new manager.