1.

Meaning of Group Dynamics

Groups are important for organisational life. Managers spend substantial time in managing
groups and teams so that groups contribute to organisational and group goals. How effectively
a manager plans, organises, staffs, leads and controls depends upon how effectively he manages
the groups. A group means “two or more people who interact with one another, are
psychologically aware of one another, perceive themselves to be members of the group, and
work towards a common goal.”
Group dynamics studies the nature, formation and reasons for forming the groups. It studies
how groups affect the behaviour and attitude of members and the organisation. It is a process
by which people interact with each other. If groups are effectively managed, they contribute a
lot to organisational goals.
2. Features of Group
Group has the following features :
1. It consists of two or more persons who interact with each other.
2. Group members have reciprocal influence on each other. Each member influences and is
influenced by others in the group.
3. People develop mutual perceptions and emotions. They perceive and recognise each other
as members of the group.
4. Every group has


 formal leader elected by group members, and

 informal leader “who engages in leadership activities but whose right to
do so has not been formally recognised by the organisation or group.”
5. Each individual performs specific role which influences expectations of group members
from each other. Role structure is “the set of defined roles and inter-relationships among those
roles that the group or team members define and accept.”
6. Every group has group norms. “Norm is a standard of behaviour that the group accepts and
expects of its members. It represents standards of work to promote group activity.”
7. It maintains stability through group cohesiveness. Members


 develop liking for each other,

 develop sense of identification with each other, and
 remain attached to each other.
8. Members work for common interests and goals.
3. Group and Collection of People
Group is a collection of people to achieve a common goal. Can a collection of people, therefore,
sitting in the library or cinema hall or bus stop be called a group? No. This is mere aggregation
of people. Interaction, power to influence and dependence on each other makes aggregation be
called a group.
Aggregation of people is called a group when people;


 Interact with each other.

 Influence the behaviour of each other.
 Are mutually dependant on each other.
People share views on the common subject, interact with one another, get influenced by others
and arrive at consensus of opinion. Thus, group is an aggregation of people who interact with
one another and influence interdependence of individuals. Study of groups and group behaviour
is known as ‘Group Dynamics’. It is an important aspect of organising.
4. Types of Groups
Groups can be of the following types :
I. Formal and informal groups
II. Primary and secondary groups
III. Small and large groups
I. Formal and informal groups
Formal groups
Formal groups are deliberately created to carry out specific tasks. They have clearly defined
authority-responsibility relationships, communication channels, rules and regulations that
govern the behaviour of members. Committees, task forces and work teams are the formal
groups.
Formal Groups can be :
(i) Permanent Formal Groups [Command groups and permanent committees]
(ii) Temporary Formal Groups [Task forces and project groups]
(i) Permanent formal groups are formally represented on the organisation chart. They are also
known as command groups and have both managers and subordinates. functional or product
departments are the command groups.
(ii) Temporary formal groups deal with specific problems. They dissolve once the problem
is solved. Task groups, project groups or ad hoc committees are temporary formal groups. They
are created to respond to the changing environment and include people from different command
groups.
Informal Groups
Meaning : These groups are not created by managers but spontaneously grow out of interaction
amongst members of formal groups. They are created by choice for promoting the group goals.
members even subordinate individual goals to group goals. These groups may oppose or
support the formal objectives. They are informal committees not shown on the organisation
chart. They form out of common thinking of people. They are temporary and assist top
executives on specific matters.
Types of Informal Groups : These are also called ‘overlays’. They are classified into five
categories by Pfiffner and Sherwood.
(i) Social overlays : These groups form because of social needs of people, that is, need to
interact.
(ii) Functional overlays : People of one department assist people of other departments.
Workers of production department can go to supervisors of sales department for help. groups
formed through inter-departmental interactions are called functional overlays.
(iii) Decision overlays : Some people excel in decision-making because of their ability to
judge, analyse and scan the information. People often approach them from different
departments for consultation. This forms decision overlays.
(iv) Power overlays : Power is different from authority. While authority is authority of
position, power is the authority of individual. Managers can acquire power through experience,
education, and factors like religion, politics, nationality etc. Interaction based on such factors
forms power overlays.
(v) Communication overlays : People using common equipments and machines, recreational
halls, canteens, club facilities etc. interact informally and form communication overlays.
II. Primary and secondary groups
Primary groups promote common goals. Members share values and behaviour. These groups
are small and largely affect inter-personal behaviour. Friendship and social needs are the basis
of these groups.

Secondary groups have loose inter-personal relationships and no common goals to share. Their
members do not actively interact with each other. Professional bodies, business organisations
are the common forms of secondary groups.

III. Small and large groups

Small groups have few members who closely interact with each other. Large groups have large
number of members with weak inter-personal interaction. They do not actively communicate
with each other.
7. How do Groups Influence Member Behaviour
Groups satisfy needs of members in the following ways:
1. Members of informal groups have common values (social and cultural) which perpetuate
group goals.
2. They fulfil needs of interaction, recognition and acceptance by others. Members derive
individuality as part of informal groups.
3. They solve work-related problems in a friendly and supportive way.
4. They promote skills of communication, leadership and direction.
5. They promote cordial environment in the organisation.
6. They provide opportunities for personal growth.
7. They overcome stress and frustration of members through friendship, love and support.

Stages in Group Development

The model of group development was first proposed by Bruce Tuckman in 1965. He presented
a model of five stages of group development: Forming, Storming, Norming, Performing and
Adjourning.

All these phases are necessary and inevitable for the team to grow, face challenges, find
solutions, plan work, and deliver results.
A team cannot be expected to perform right when it is formed. Forming a team is just like
maintaining a relationship. It takes time, patience, support and efforts to go through
recognisable stages as members move from collection of strangers to a united group with
common goals.
These stages are explained below:
1. Forming Stage (Orientation)
The first stage of group development is the forming stage. At this stage,the group just starts to
come together and is described with anxiety and uncertainty.
A person’s behaviour is driven by his desire to be accepted by other members of the group.
Conflict, controversy, misunderstanding and personal opinions are avoided even though
members have just begun to form impressions of each other and understand what the group
will do together.
At the forming stage, members understand group purpose, determine how the team is going to
be organised and who will be responsible for what. They discuss major phases of group goal
that include rough project schedule, outlining general group rules regarding when they will
meet and discover what resources will be available for the group to use.
At this stage, group members learn what to do, how the group will operate, what is expected,
and what is acceptable.
2. Storming Stage (Power Struggle)
The second stage of group development is the storming stage. At this stage, disputes and
competition are high because members have understand the work and a general feel of
belongingness towards the group prevails.
The dominating group members emerge, while less confrontational members stay in their
comfort zone.
Issues like leadership, authority, rules, policies, norms, responsibilities, structure, evaluation
criteria and reward systems arise during this stage. They help the group move to the next stage.
3. Norming Stage (Cooperation and Integration)
At this stage, it becomes enjoyable for the members to work together. Group interaction
becomes easier, cooperative and productive. There is mutual give and take, open
communication, bonding, and mutual respect.
Disputes or conflicts are comparatively easy to be resolved and the group gets back on track.
Though group leadership is important, the facilitator usually steps back a little and lets the
group members take initiative to move forward together.
4. Performing Stage (Synergy)
Now the group is clear about its needs. It moves forward to work for the goals for which it is
formed. The group becomes really united to perform.
At this stage, the morale of group members is high as they actively acknowledge the talent,
skills and experience that each member brings to the group. A sense of belongingness prevails
and group remains focused on its purpose and goal.
Members are flexible, interdependent, and trust each other. Leadership is distributive and
members willingly adapt to needs of the group.
5. Adjourning Stage (Closure)
This stage of group is usually reached when the task has been successfully completed. The
project is close to end and team members look forward to move in different directions.
This stage looks at the well-being of the team rather than handling the team through the original
four stages of team growth.