Group dynamics

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Group dynamics
Two or more people who interact in organized
manner to perform A task or activity to achieve a
common goal Nahavandi A group is two or more
persons who interact with one another such That
each person influences and is influenced by each
other person Griffin Two or more freely
interacting people with shared norms goals A
common identity Kreitner. A collection of two
or more interacting individuals with a
stable Pattern of relationships between them who
share common Goals and who perceive themselves as
being group Greenberg A group is defined as
two or more individuals interacting and
Interdependent who have come together to achieve
particular Objectives Robbins
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Elements of group
Two or more people In social interaction
Share common Goals
Group
Stable group Structure
Perceive themselves As being a group
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Elements of group
More than One person
Interaction
Interdependence
Group
Organization
Satisfaction From group
Common Purpose
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Types of groups
Friendship Groups
Interest Groups
Informal
Group
Formal
Self- Regulating Groups
Task Group
Boards
Committees
Command Group
Permanent Committees
Adhoc Committees
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Formal groups fulfill organizational and
individual functions
Individual functions
Organizational functions
1. Accomplish complex, inter- Dependent tasks
that are beyond The capabilities of
individuals 2. Generate new or creative ideas And
solutions. 3. Coordinate interdepartmental Efforts
. 4. Provide a problem-solving Mechanism for
complex problems Requiring varied information
Assessments. 5. Implement complex decisions. 6.
Socialize and train new comers
1. Satisfy the individual needs For
affiliation. 2. Develop, enhance, and confirm The
individuals self-esteem and Sense of
identity. 3. Give individuals an opportunity To
test and share their Perceptions of social
reality. 4. Reduce the individuals Anxieties
and feelings of Insecurity powerlessness. 5.
Provide a problem solving Mechanism for personal
Interpersonal problems
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Why do people join groups?
Explanation
Reason
Groups provide safety in numbers, protection
against A common enemy.
Security
By joining together, group members can work to
Ensure the attainment of share goals and benefits
Mutual benefit
Groups satisfy the basic need to be with others
Need to be social
Membership in certain groups provides people with
Opportunities to feel good about their
Accomplishment
Self-esteem
Banding together, people can share their
mutual Interests (such as hobbies)
Mutual self-interest
People join groups because they come into contact
With each other and discover they have something
in Common
Physical proximity
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Office architecture a possible determinant of
group formation
Separate offices off hallway
Hallway
Secretary
Secretary
Secretary
Executive Office
Executive Office
Executive Office
Offices connecting via common secretary
Executive Office
Executive Office
Secretary
Executive Office
Hallway
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Balance theory of group formation
Individual y
Individual x
Z
Common attitudes and values Religion Politics Life
style Marriage Work Authority
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Tuck man's five stage theory of group development
Performing
Norming
Storming
Adjourning
Forming
Return to Independence
Dependence/ Interdependence
Independence
How do i Fit in
Whats my Role here
What do The others Expect me To do
Whats Next?
How best i Can best Perform my Role
Individual Issues
Can we Agree On roles And work as A team
Group Issues
Why are We here
Why are we Fighting Over? Who is In chare,
and Who does What
Can we Help Members Transition Out?
Can we do The job Properly?
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The five stages of group development
Primary characteristics
Stage
Members get to know each other and seek To
establish ground rules.
Forming
Members come to resist control of group Leaders
and show hostility
Storming
Members work together, developing close
Relationships and feelings of camaraderie.
Norming
Group members work toward getting their Job done
Performing
Groups may disband either after meeting Their
goals or because members leave
Adjourning
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Stages of group development
Stage 5 Adjourning
Stage 4 Performing
Prestige
Stage 3 Norming
Stage 2 Storming
Stage 1 Forming
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L.N.Jewell h.J.Reitz stages of group development
Conflict over Interpersonal Relationships
Acceptance
Disillusion
Conflict over Interpersonal Relationships
Delusion
Cohesion
Conflict Challenge
Group maturity
Orientation
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The six stages of group development(Jewell and
reitz)
Major challenges
Orientation
Group members are tentative in getting To know
one another, in establishing their Roles and in
determining leadership. No norms yet established

• Find leader for group
• Establish roles
• Create group norms

• Resolve power struggle
• Establish clear roles
• Learn to mange conflict

Power struggles start over norms and Leadership.
Subgroups form within varying Degrees of conflict
Conflict Challenge
Subgroups resolve their differences
and Attraction to group is established.
Leader- Ship is established and norms developed.
Cohesion

• Avoid complacency
• Avoid groupthink
• Develop unvoiced resent

The group develops a sense of harmony
and AgreementNorms leadership are well
Accepted Members seek agreement
avoid Conflict The group has a sense of
false Security.
Delusion
Conflict erupts over interpersonal issues
Unresolved problems The group becomes Fragmented
with subgroups fighting over Power There is a
sense of disappointment Disillusionment.
Disillusion

• Experience intense
• Interpersonal conflict
• Overcome disappointment
• With group
• Maintain interest in
• Group

Acceptance
Norms roles are adjusted New
leadership Evolves Members accept individual
and Subgroup differences
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Four stage model of group development.(Bernard.M.A
ass Edward c.Ryterband)
Mutual Acceptance
Making acquaintances Sharing information Discussin
g subjects unrelated To task. Testing one
another Being defensive, quibbling.
New task New members
Control Organization
Communication Decisions
Working interdep- Dently Assigning tasks Based
on ability Acting spontaneously Being flexible
Expressing attitudes Establishing
norms Establishing goals Openly discussing Tasks.
Motivation Productivity
Cooperating Working actively on tasks Beading
creative.
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Key terms of seismogram analysis
Social networks
Cliques
Relatively permanent informal Grouping that
involve Friendships
Specific set of linkage among a Defined set of
individuals
Clusters
Stars
Individuals with most linkage In a network
Groups that exist within Social network
Resource allocate
Liaison
Individuals who connect two Or more clusters but
are not Members of any cluster
Formal groups such as Departments, work teams,
task Forces, crews or committees.
Bridges
Emergent cluster
Individuals who serve as linking Pins by
belonging to two or More clusters.
Informal, unofficial groups.
Coalitions
Clusters of individuals who Temporarily come
together To achieve a specific purpose
Isolates
Individuals who are not Connected to a social
network
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Sociogram
J
K
F
I
A
E
H
D
B
C
G
Emergent Clusters
A,b,c,d,e,i D,g,h
Prescribed Clusters
Tellers(a,b,c,d,e,f) Admistrative
support(g,h) Loan processors(i,j,k) Task
force(a,h,i)
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Factors in use of groups
Assign to individual
Simple
Task complexity
Assign to group
Complex
Assign to individual
No time
Time
Assign to group
Plenty to time
No Commitment Needed
Assign to individual
Commitment
Assign to group
Group Commitment Needed
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Advantages and disadvantages of groups

• Groups are inefficient
• (Take longer time)
• Potential lack of creativity
• Tendency to lead to social
• Loafing

• Potential for creativity
• Potential for higher quality
• Decisions and performance
• Working in groups can result
• In social facilitation.
• Groups provide and excellent
• Environment and opportunity
• To learn new skills and new
• Behaviors

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ROLES THE MANY HATS WE WEAR
THE ROLE IS THE TYPICAL BEHAVIOR THAT
CHARACTERIZE A PERSON IN A SOCIAL
CONTEXT GREENBERG ROLES ARE SET OF BEHAVIORS
THAT PERSONS EXPECT OF OCCUPANTS OF A
POSISTION KREITNER SPECIFIC FORMAL OR INFORMAL
ACTIVITIES THAT EACH PERSON PERFORMS IN THE
GROUP NAHAVANDHI A SET OF EXPECTED BEHAVIOR
PATTERNS ATTRIBUTED TO SOMEONE OCCUPYING A GIVEN
POSITION IN A SOCIAL UNIT ROBBINS ORGANIZED
SET OF BEHAVIORS EXPECTED OF AN INDIVIDUAL IN A
SPECIFIC POSITION GIBSON
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ROLES

• MULTIPLE ROLES AND ROLE SETS
• ROLE IDENTITY
• ROLE PERCEPTION
• ROLE EXPECTATIONS
• I. FORMALLY PRESCRIBED ROLE EXPECTATIONS
• II. INFORMAL ROLE EXPECTATIONS
• III.SELF-ESTABLISHED ROLE EXPECTIONS
• ROLES CONFLICT
• I. INTERROLE CONFLICT
• II. INTRAROLE CONFLICT
• ROLE INCOMPATIBILITY
• ROLE AMBIGUITY
• ROLE OVERLOAD
• ROLE UNDERLOAD
• ROLE STRESS

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REDUCING ROLE CONFLICT AND ROLE STRESS
1. INCREASE SPECIFICATION AND CLARITY OF
PRESCRIBED ROLE EXPECTATIONS. 2. IMPROVED
RECRUITMENT AND SELECTION AND THE CAREFUL
MATCHING OF ABILITIES, MOTIVATION, INTERESTS,
AND PERSONALITIES TO THE DEMAND OF A
PARTICULAR ROLE. 3. ATTENTION INDUCTANCE AND
SOCIALIZATION PROGRAMMES, JOB TRAINING AND
STAFF DEVELOPMENT AND CAREER PROGRESSION
PLANS. 4. MEDICAL EXAMINATIONS AND HEALTH
SCREEING TO GIVE EARLY INDICATIONS OF
POTENTIAL STRESS-RELATED PROBLEMS. 5. THE
CREATION OF NEW ROLES OR ASSIMIATION OF EXISTING
ROLES. THE REALLOCATION OR RESTRUCTURING OF
TASKS AND RESPONSIBILITIES. THE CLARIFICATION
OF PRIORITIES AND THE ELIMINATION OR DOWNGRADING
OF MINOR ROLES. 6. GIVING ADVANCE NOTICE AND
EXPLANATION OF WHAT IS LIKELY TO HAPPEN. WHEN
POSSIBLE AND APPROPRIATE PROVIDE AN OPPORUNITY
FOR PRACTICE OR EXPERIENCE. 7. ATTENTION TO
FACTORS WHICH MAY HELP IMPROVE GROUP STRUCTURE
AND GRUOUP COHESIVENESS AND HELP OVERCOME
INTER-GROUP CONFLICT. 8. REVIEW OF ORGANIZATION
STRUCTURE, INFORMATION FLOW AND COMMUNICATION
NETWORKS.
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ROLE RELATIONSHIPS AND CONFLICT
ROLE EXPECTATIONS
FORMAL
SELF-ESTABLISHED
INFORMAL
EXPECTED PATTERN OF BEHAVIORS
ROLE PERCEPTIONS ROLE MOTIVATION ROLE CAPABILITY
ROLE CONFLICT
ROLE INCOMPATIBILITY ROLE AMBIGUITY ROLE
OVERLOAD ROLE UNDERLOAD
ROLE SANCTIONS
ROLE STRESS
ACTUAL PATTERN OF BEHAVIORS
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SOME ROLES COMMONLY PALYED BY GROUP MEMBERS
RELATIONSHIP ORIENTED
SELF-ORIENTED
TASK ORIENTED
BLOCKERS ACT STUBBORN RESISTANT TO GROUP
INITIATOR-CONTRIBUTOR RECOMMEND NEW SOLUTION TO
GROUP PROBLEMS
HARMONIZER MEDIATE GROUP CONFLICTS
RECOGNITION SEEKERS CALL ATTENTION TO THEIR OWN
ACHIEVEMENT
COMPROMISERS SHIFT OWN OPINIONS TO CREATE GROUP
HARMONY
INFORMATION SEEKER ATTEMPT TO OBTAIN
THE NECESSARY FACTS
DOMINATOR ASSERT AUTHORITY BY MANIPULATING THE
GROUP
ENCOURAGERS PRAISE AND ENCOURAGE OTHERS
OPINION GIVER SHARE OWN OPINIONS WITH OTHERS
AVOIDERS MAINTAIN DISTANCE, ISOLATE THEMSELVES
FROM FELLOW GROUP MEMBERS
EXPEDITERS SUGGEST WAYS THE GROUP CAN OPERATE
MORE SMOOTHLY
ENERGIZER STIMULATE THE GROUPS INTO ACTION
WHENEVER INTEREST DROPS
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ROLES IN GROUPS

• TASK ROLES.
• INFORMATION SEEKER
• ELABORATOR
• EVALUATOR
• MONITOR
• COORDIANTOR

• RELATIONSHIP ROLES.
• ENCOURAGER
• COMPROMISER
• GATEKEEPER
• STANDARD MONITOR
• FOLLOWER

GROUP EFFECTIVENESS
-

• SELF-OREIENTED .
• BLOCKER
• RECOGNITION SEEKER
• DOMINATOR
• AVOIDER

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NORMS A GROUPS UNSPOKEN RULES
NORMS MAY BE DEFINED AS GENERALLY AGREED ON
INFORMAL RULES THAT GUIDE MEMBERS
BEHAVIOR GREENBER.G NORMS ARE SHARED RULES AND
EXPECTATIONS ABOUT GROUP MEMBERS
BEHAVIORS NAHAVANDHI SHARED ATTITUDES,
OPINIONS, FEELINGS OR ACTIONS THAT GUIDE SOCIAL
BEHAVIOR KREITNER ACCEPTABLE STANDARDS OF
BEHAVIOR WITHIN A GROUP THAT ARE SHARED BY THE
GROUP MEMBERS ROBBINS
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COMMON CLASSES OF NORMS
A. PERFORMANCE NORMS. B. APPEARANCE NORMS. C.
SOCIAL ARRANGEMENT NORMS. D. ALLOCATION OF
RESOUCE NORMS
SOME NORMS ARE MORE IMPORTANT THAN OTHERS
A. IF IT FACILITATE THE GROUPS SURVIVAL B. IF IT
INCREASES THE PREDICTABILITY OF GROUP MEMBERS
BEHAVIORS C. IT IT REDUCES EMBARASSING
INTERPERSONAL PROBLEMS FOR GROUP MEMBERS.. D. IF
IT ALLOWS MEMBERS TO EXPRESS THE CENTRA VALUES OF
THE GROUP CLARITY WHAT IS DISTICNCTIVE
ABOUT THE GROUPS IDENTITY.
PURPOSE OF NORMS
A. PROVIDE A SENSE OF ORDER AND CONTROL B. NORMS
REGULATE SOCIAL INTERACTION AND WORK
PERFORMACE C. THESE REGULATIONS ENSURE SMOOTH
GROUP PROCESSES D. HELP ESTABLISH THE GROUPS
CULTURE AND IDENTITY
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FOUR REASONS NORMS ARE ENFORCED
REASON
EXAMPLE
NORMS
AFTER VIGOROUSLY DEFENDING THE VITAL ROLE PLAYED
BY THE HRM DEPT AT A DIVISIONAL MEETING, A
STAFF SPECIALIST IS COMPLIMENTED BY HER BOSS.
MAKE OUT DEPTT LOOK GOOD IN TOP MANAGEMENTS
EYE
GROUP/ ORGANIZATIONAL SURVIVAL
A SENIOR MANAGER TAKES A YOUNG ASSOCIATE ASIDE
AND CAUTIONS HIM TO BE A BIT MORE PATIENT WITH
CO- WORKERS WHO SEE THISNGS DIFFERENTLY
SUCCESS COMES TO THOSE WHO WORK HARD DONT
MAKE WOES
CLARIFICATION OF BEHAVIORAL EXPECTATIONS
A PROJECT TEAM MEMBER IS RIDICULED BY HER PEERS
FOR DOMINATING THE DISCUSSION DURING A PROGRESS
REPORT TO TOP MANAGEMENT.
BE A TEAM PLAYER NOT A STAR
AVOIDENCE OF EMBARRASSMENT
TWO SALES REPRESENTATIVES ARE GIVEN A SURPRISE
FRIDAY AFTERNOON PARTY FOR HAVING RECEIVED
PRESTIGIOUS BEST-IN-THE INDUSTRY CUSTOMER AWARDS
FROM INDUSTRY ASSOCIATION.
CUSTOMER SERVICE IS OUR TOP PRIORITY
CLARIFICATION OF CENTRAL VALUES/ UNIQUE IDENTITY
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NORMS HOW DO THEY DEVELOP
EXAMPLE
BASIS OF NORM DEVELOPMENT
SETTING LOCATION OF EACH GROUP MEMBER AROUND A
TABLE.
1. PRECEDENT SET OVER TIME.
PROFESSIONAL STANDARDS OF CONDUCT
2. CARRYOVERS FROM OTHER SITUATIONS.
WORKING ACERTAIN WAY BECAUSE YOU ARE TOLD THAT
IS HOW WE DO IT AROUND HERE
3. EXPLICIT STATEMENTS FROM OTHERS
AFTER THE ORGANIZATION SUFFERS A LOSS DUE TO ONE
PERSONS DIVULGING COMPANY SECRETS, A NORM
DEVELOPS TO MAINTAIN SECRECY
4. CRITICAL EVENTS IN GROUP HISTORY
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COHESIVENESS GETTING THE TEAM SPIRIT
THE PRESSURES GROUP MEMBERS FACE TO REMAIN PART
OF THEIR GROUPS GREENBER.G DEGREE TO WHICH
GROUP MEMBERS ARE ATTACHED TO EACH OTHERS ARE
MOTIVATED TO STAY IN THE GROUP ROBBINS GROUP
COHESIVENESS IS THE MOTIVATION OF MEMBERS TO
REMAIN IN THE GROUP GRIFFIN A SENSE OF
WE-NESS HELPS GROUP STICK TOGETHER KREITNER T
HE DEGREE TO WHICH GROUP MEMBERS ARE ATTRACTED TO
THE GROUP AND TO ONE ANOTHER NAHAVANDHI
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WHAT MAKES A GROUP COHESIVE?
HIGH EXTERNAL THREAT OR COMPETITION
SEVERITY OF INITIATION INTO GROUP
COHESIVENESS
COHESIVENESS TENDS TO BE GREATER IN SMALLER
GROUPS
THE MORE TIME THE GROUP SPEND TOGETHER
GROUPS WITH HISTORY OF SUCCESS TENDS TO BE
HIGHLY COHESIVE
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BUILDING COHESIVE GROUPS
WORK SOCIAL INTERACTION
HOMOGENEOUS MEMBERS
ABUNDANT RESOURCES
REWARD COOPERATION
SMALL SIZE
COHESIVE GROUP
LIMITED HIERARCHY
HISTORY OF SUCCESS
COMPETITION WITH OUTSIDE
ISOLATION FROM OUTSIDE
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GROUP COHESIVENESS ITS CAUSES AND CONSEQUENCES
CONSEQUENCES
CAUSES
POSTIVE
ENJOY GROUP MEMBERSHIP
SEVERE INITIATION
GROUP COHESIVENESS
PARTICIPATE IN GROUP ACTIVITIES
EXTERNAL THREAT
ACCEPT GROUP GOALS
LOTS OF TIME TOGHETHER
LOW ABSENTEEISM AND TURNOVER
NEGATIVE
SMALL GROUPS
LOSE SIGHT OF GOALS (GROUPTHINK)
HISTORY OF SUCCESS
MAY WORK AGAINST ORGANIZATIONAL INTEREST