Group dynamics by Neeraj Bhandari ( Surkhet.Nepal )

Organizational BEHAVIOUR, P G AQUINAS

Copyright © 2006, P G Aquinas

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C11

Group Dynamics



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C11Introduction

We define “group” as more than two employees who have an ongoing

relationship in which they interact and influence one another’s behaviour and

performance. The behaviour of individuals in groups is something more than

the sum total of each acting in his or her own way. In other words, when

individuals are in groups, they act differently than they do when they are alone

A group is a collection of two or more interacting individuals with a stable

pattern of relationships between them over a period of time who share common

goals & interests

Foundation of Group Behaviour



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C11Nature / Features of Group

Two or more persons- for a group to exist, it must have at least two members.

The members are all dependent on each other.

Interaction- Each member must interact with one another on a regular basis in

some form or the other, ie, face to face, over the telephone etc

Reasonable size- From an organizational point of view, a group should be of a

reasonable number of people, not too large neither too small

Common interest- members of the group must have some common goals or

interests

Stability- there must be some stable relationships that keep group members

together. Constant changes are not appreciated

Collective Identity- Each member must believe that he is a member of some

specific group. There should be a sense of belongingness towards the group

& a commitment towards its objectives




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C11Nature / Features of Group (…contd)

Role Structures – levels of hierarchy are decided

Norms – rules & regulations to be followed by group members

Cohesiveness – level of attachment which group members have towards

each other

Leadership – nature of the leadership style followed by the manager in

charge

Status – whether the group is recognized formally or is it an informal group

Tasks – the reporting & responsibility relationship followed within the

organisation




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C11 Types of Groups

Formal Groups – set up by the organization

Command Group – consists of a manager & his subordinates,

membership arises from each employee’s position in the

organization

Task Group – is made up of employees who work together to

complete a particular task

Informal Groups – established by individuals on their own

Friendship Groups – established due to social relationships

Interest Groups – people for attaining specific objectives

Reference Groups – co-wrkers, friends, superiors &

subordinates

Membership Groups – members of certain committees etc




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C11Reasons for Forming Groups

Performance – enhanced performance by combining different skills of

people from different segments of the organization

Cooperation – several groups of people can cooperate mutually to

accomplish common goals

Satisfaction – groups also helps in improving motivation levels of people as

it creates a sense of belongingness towards work & organization




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C11Why do People Join Groups?

Why do People Join Groups?

SecurityBy joining a group, individuals can reduce the insecurity of standing alone. People feel stronger, have fewer self-doubts,

and are more resistant to threats when they are part of a group.

StatusInclusion in a group that is viewed as important by others provides recognition and status for its members.

Self-EsteemGroups can provide people with feelings of self-worth. That is, in addition to conveying status to those outside the group,

membership can also give increased feelings of worth to the group members themselves.

AffiliationGroups can fulfill social needs. People enjoy the regular interaction that comes with group membership. For many

people, these on-the-job interactions are their primary source for fulfilling their needs for affiliation.

PowerWhat cannot be achieved individually often becomes possible through group action. There is power in numbers.

Goal AchievementThere are times when it takes more than one person to accomplish a particular task – there is a need to pool talents,

knowledge, or power in order to get a job completed. In such instances, management will rely on the use of a formal

group.Source: Stephen P Robbins “ Organizational Behavior – Concepts, Controversies, Applications” (seventh Edition) Prentice Hall Englewood Cliffs, NJ 07632 (1996) page 296.




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C11Stages of Group Development

Forming – in this stage employees are selected for different purposes after

a thorough analysis of the personality of individuals selected for a group

Storming – this is a phase of brainstorming wherein different selected

individuals decide on different aspects of the group for like leader,

treasurer etc

Norming – In this stage group members form the norms, rules &

regulations of the group which are to be followed by the group members

Performing – the group becomes fully functional at this stage. Members

coordinate with each other for achieving the results so designed by the

groups & they focus on goals to be achieved

Adjourning – Once objectives are achieved, the temporary groups are

dissolved




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C11External Conditions Imposed on the Group

Authority Structures – this defines who reports to whom, who makes

decisions, lays down the manager-subordinate relationship

Organizational Culture – this defines standards of acceptable &

unacceptable behavior of employees

Formal Regulations – organizations create rules, procedures, policies &

other regulations to standardize employee behavior

Organizational Resources – limited resources limited work groups, larger

the resources, higher is the productivity of the work groups

Physical Work Setting – infrastructural settings of the workplace should be

conducive to performance

Reward System – higher rewards, better is the productivity of the members

& vice versa




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C11Techniques for Group Decision Making

Brainstorming- the idea is to generate as many ideas as possible until a

final solution is reached & accepted by all members

Nominal Group Technique (NGT) – interpersonal communication is

restricted, members list their suggestions separately, then ideas are voted

in or voted out

Delphi Technique – members provide solutions through a set of

questionnaires, solutions are then drafted by experts & maximum efforts

are made to ensure acceptance of these solutions by all members

Electronic Meetings – participants anonymously provide suggestions online

which are then discussed & finalized




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C11Techniques for Group Decision Making

Devil’s Advocacy - a section of the group plays the role of a critic and finds

problems in every suggestion given in order to avoid future mistakes

Quality Circles and Quality Teams – different teams are formed for

improving the existing processes and thus improve quality of performance

in the organization. The role is mainly advisory in nature

Self-Managed Teams – team members are delegated certain responsibility

& authority with regard to the decision making processes




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C11Obstacles to Group Productivity

Role Ambiguity – vagueness in the work to be performed

Role Conflict – twin reporting relationships

Role Overload – too much work is assigned to one person

Groupthink – overemphasis on consensus & agreement leads members to

be unwilling to evaluate group member’s ideas critically & accept ideas

even when they don’t agree to it

Social Loafing – when one or more group members rely on the efforts of

other members of the group for getting the work done & thus fail to

contribute their own ideas

Production Blocking – improper infrastructural facilities which hampers

productivity




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C11Increasing Group Productivity

Member Motivation

Group Goals – clearly defined group goals will provide the right

direction to members

Reward Structure – performance linked pay structure should be there

Cohesiveness – attachment among team members helps them work

cooperatively

Communication Structure- two way flow of communication & clarity in

voicing opinions should be given due weight age


Group dynamics by Neeraj Bhandari ( Surkhet.Nepal )

Business

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