Group Dynamics

GROUP DYNAMICS

INRODUCTION 

One of the realities of organizational behaviour is that we must work in and with groups to accomplish our aspirations. The behaviour of individuals in groups is something more than the sum total of each acting in his or her own way. For example , let us say that three individuals , equally knowledgeable, are given the task of solving a problem. The ideas generated jointly by these three individuals will be richer and more creative. Another instance is that an employee who would individually accept change and cooperate with management might become belligerent and try to hinder that change if he or she is a union member.

Definition of a group 





“ A group is two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person.” E. H. Schein prescribes three conditions which any number of persons to be called a group should satisfy. The three conditions are: (i) people must interact with one another (ii) they must be psychologically aware of one another, and (iii) they should perceive themselves to be a group. If these tests are applied many aggregations of people do not qualify as groups e.g. a crowd standing at the bus stop and waiting for bus dose not necessarily constitute a group.

Definition of Group Dynamics 







The word dynamics means “force” from organizational point of view. It refers to the forces operating in the organizations or in group. “ The social process by which people interact face to face small group is called group dynamics”. Thus , group dynamics in concerned with the interaction of individuals face to face relationship. Every group chooses leader. One Normative View is that group dynamics describes how a group should be organized and conducted. Democratic leadership, member participation and overall Cooperation are stressed. Group dynamics is viewed from the perspective of the maternal nature of group, how they form, their structure and process and how they function and affect individual members, other groups and the organization. This view is more prevalent.

Types of Groups 

1. ii. iii. iv. v.

Two types of basic group which exist in every organization . these are (i) formal groups and (ii) informal groups. Formal Groups: The features of formal groups are as follows: Formal groups are part of the organizational structure. These are created deliberately and consciously by the management to perform the assigned duties. The pattern of communication is also defined and the rules are laid down to regulate the behaviour of group members. These groups may be either permanent in the form of top management such as board of directors of staff groups providing specialized services to the organization and so on; or formal group may be constituted on temporary basis for fulfilling certain specified objectives. When such objectives are fulfilled. These disappear. Temporary committees, task force etc.



i.

The formal groups may further be sub classified in to the following groups: Command Groups. Most frequent type of formal group. It is relatively permanent and is specified by the organization chart. It comprises of managers or supervisors and subordinates. Who meet regularly two discuss general and specific ideas to improve product or service. A typical command group in an organizational chart may be illustrated as follows:

ii.

Task forces. It is a temporary group representing the employees how are working to together to complete a job task or particular project.

iii.

Committees: These can be permanent such as planning committee, or budget committee. A committee can also be temporary such as a special task force which is set up for a particular purpose. For example, the committee constituted to elect the president of the company is temporary and is disbanded after the election.

2. i. ii. iii. iv.

v. vi. vii.

Informal Groups: The features of these groups are as follows: The informal groups are formed by the members of such groups by themselves rather than by the management. These groups arise spontaneously in the organisation because of social interaction between the people. These are based on common interests, language, taste, caste, religion, background etc. Though officially unrecognised, these group exits in the shadow of the formal structure. Which must be understood and respected by the management. These group have their own structure with their own leaders, and followers, group goals, social roles and working patterns. The informal groups are more flexible than the formal groups. They represent the human side of enterprise as compared to technical side represented by the formal groups.



Interest and Friendship Group: May affiliate to attain a specific objective with which each is concerned. This is called an interest group. A friendship group includes close friends or relations. Can be based on similar age or ethnic heritage or for holding similar political views or for having the same hobbies etc.



Cliques: These groups consist of colleagues or those who commonly associate with each other. Number of members tends to be smaller, and only rarely exceeds five or six. The objective is to provide recognition to each other and exchange information of mutual interest.

a.

Vertical Clique: In this case, the superior may be a member in the group consisting mainly of subordinates. Because the superior is dependent upon the subordinates for some formal purposes like filling gaps in his abilities.

b.

Horizontal Clique: This group consists of people of more or less the same rank and working more of less in the same area. Some points of commonness and keeping the objectives in mind.

c.

Random or Mixed Clique: Members from different ranks, departments and physical locations. The members may be residing in the same locality, travelling by the same bus or may be members of the same club.

iii.

iv.

a.

Sub-Cliques: Some members of a clique inside the organisation forming a group along with persons outside the organisation. Regarded as partially external to the organisation. Sayles’ Classification of Group: On the basis of the pressure tactics adopted by the groups L.R. Sayles identified four kinds of groups in the organisations which are discussed below: Apathetic Groups: This group is characterised by relatively few grievances and it hardly ever uses pressure tactics. No one ever emerged as an acceptable leader and lack of clearly defined leadership. Low paid and low skilled assembly line workers who lack unity and power and hardly ever use pressure tactics.

b.

Erratic Groups: There is lack of consistency in their behaviour. Sometimes they show antagonism towards the management while on other occasions, they may be cooperative. In such a group, any active member could assume the reins of the group and become the leader. Semiskilled workers who work together in performing jobs that require some interaction. It is very difficult to predict their behaviour.

c.

Strategic Groups: The members of such a group are able to prepare a strategy for putting pressure on other groups and the management. Members of such groups are generally performing technologically independent jobs and are comparatively better placed than members of earlier categories. These people are highly united and actively participate in union activity. These people maintain a relatively consistent antagonism.

d.

Conservative Groups: Composed of professionals and highly skilled employees in the plant. They are found at higher levels of the organisation and display considerable self confidence. They work on their own and the nature of their jobs in such that they can shut down the plant if they so desire. Very strong and very stable among informal groups. Restrained pressure for highly specified objectives. Moderate internal unity and self assurance.

TYPE OF GROUPS

FORMAL GROUPS

COMMAND GROUPS

TASK FORCES

INFORMAL GROUPS

COMMITTEES

INTEREST AND FRIENDSHIP GROUPS

CLIQUES

SUB CLIQUES

APATHETIC GROUPS

ERRATIC GROUPS

STARTEGIC GROUPS

SAYLES CLASSIFICATION OF GROUPS

CONSERATIVE GROUPS

Theories of Group Formation 1.

Propinquity Theory: This interesting word simply means that individuals affiliate with one another because of spatial or geographical proximity. The drawback of this theory is that it is not analytical and does not begin to explain some of the complexities of group formation.

2.

Homan’s Theory: According to George C. Homans, “The more activities persons share, the more numerous will be there interactions and the stronger will be their shared activities and sentiments, and the more sentiments people have for one another, the more will be their shared activities and interactions. The members of a group share activities and interact with one another not just because of physical proximity but also to accomplish group goals. The key element is interaction because of which they develop common sentiments for one another.

ACTIVITIES

INTER ACTIONS

SENTIMENTS

(The Inter-Dependence of Activities, Interaction and Sentiments)

3.

Balance Theory: Another very comprehensive theory is a Balance Theory of group formation. This theory as proposed by Theodore Newcomb states that “Persons are attracted to one another on the basis of similar attitudes towards commonly relevant objects and goals. Once a relationship is formed, it strives to maintain a symmetrical balance between the attraction and the common attitudes. If an imbalance occurs, attempts are made to restore the balance. If the balance cannot be restored, the relationship dissolves.”

4.

Exchange Theory: This theory is based on Reward-Cost outcomes of interactions. To be attracted towards a group, a person thinks in terms of what he will get in exchange in interaction with group members. A minimum positive level (rewards greater than costs) of an outcome must exist in order for attraction or affiliation to take place. Rewards from interactions gratify needs while costs incur anxiety, frustrations, embarrassment or fatigue. Propinquity, interaction and common attitudes all have roles in the exchange theory.

PRACTICAL REASONS FOR GROUP FORMATION (A) From Members’ Point of View 1. 2. 3. 4. 5.

Companionship Identity Information Security Esteem: The members will feel good about themselves by virtue of the group’s power, prestige and social standing.

6. 7. 8. 9. 10. 11. 12. i.

ii.

Sense of Belongingness Outlet for Frustrations Perpetuation of Cultural Values Generation of New Ideas Self Evaluation Job Satisfaction Power: United we stand, divided we fall and unity is strength. Workers enjoy much greater power collectively than they do as individuals. Leadership of a group enables an individual to exercise power over group members even if he does not enjoy a formal position of authority in the organisation.

(B) From Organisation’s Point of View 1. 2. 3.

4. 5. 6.

Lightening of Responsibility Filling the Gaps: In management’s abilities. Restriaining the Authority: to keep checks and balances on the manager’s excessive use of authority. Proper and Careful Planning Information Potential Formal Managers: From among informal leaders.

PROBLEMS OR DIFFICULTIES OF INFORMAL GROUPS 1.

Resistance to Change: An Individual member cannot resist the change, but as a group, all the members strongly resist the change.

2.

Role Conflict: Every member of the group is also a member of the formal organisation since informal groups try to meet the social needs of their members, there is a natural tendency to produce role conflict, because what the informal group requires of member may be just opposite of what is expected of him by the formal organisation.

3.

Rumours: This is not desirable from organisation’s point of view because rumour deals with temporary events in a way that implies that whatever is said is true even though there is not much information to support it. The basic reason for the circulation of rumours is ambiguous circumstances and relieving of emotional tensions felt by people in those ambiguous situations. The best course of action to deal with rumours is the identification of their source and cause. Getting at cause is wise use of the preventive approach rather than a tardy curative approach.

4.

Conformity: The informal group exerts strong pressure on its members for conformity. The conformity to informal group implies that members become subject to wilful control of an informal leader who may manipulate the group towards selfish or undesirable ends. This will lead to dilution of the effect of organisational policies and practices on the group members.

GROUP NORMS  Group

norms are the “The oughts” or “Should be” of behaviour. “Group Norms are a set of beliefs, feelings, and attitudes commonly shared by group members. These are also referred to as rules or standards of behaviour that apply to group members”.



1.

2. 3. 4.

5. 6.

From the above definitions, we can observe the following characteristics of Group norms: Just as an individual’s characteristics are revealed through his personality, the characteristics of a group are revealed or represented through NORMS. Norms are the basis of behaviour of member in the group. The norms are the basis for predicting the controlling the behaviour of group members. The norms are applied to all members, though very stringent uniformly is not followed. In certain cases, some deviations may be allowed. For example, if a code of dress for the meetings or for the work place is there, it is to be followed by all the members. Norms also identify the values and ethics of the group members. Though formalised norms are written up in organisational manuals setting out rules and procedures for employees to follow, but by far the majority of norms in organisations are informal.

Types of Norms 1.

Performance Norms: Work groups typically provide their members with explicit dues on how hard they should work, how to get the job done, their level of output, appropriate level of tardiness and so on. Norms regulate the performance and productivity of the individual members.

2.

Appearance Norms: These include things like appropriate dress, loyalty to the work group or organisation etc. Some organisation have formal dress codes. Other appearance norms might involve loyalty or confidentiality on the part of members.

3.

Arrangement Norms: These norms come from informal work groups and primarily regulate social interactions within the group.

4.

Allocation of Resource Norms: These norms can originate in the group or in the organisation and cover things like pay, assignment of difficult job and allocations of new tools and equipment.

5.

Bhaviour Norms: Rules and guidelines defining the day to day behaviour of people at work. Include punctuality as a habit, completing any given assignments within the required time framework, not losing temper, showing respect for other members opinions and so on. Certain professionalism is expected from all members.

How to Norms Develop?  1.

2.

Most norms develop in one of the following four ways: Explicit Statement Made by a Group Member: Explicit statements made by the supervisors or a powerful member may become norms. For example, the supervisor may explicitly say that tea breaks are to be kept to ten minutes and this will become a norm. Critical Events in the Group’s History: For example, a person who was standing too close to a machine was injured in a work group. It became an established norm in that group that no person other than the operator gets within five feet of any machine.

3.

Primacy: Primacy refers to the first behaviour pattern that emerges in a group. If the first group meeting is marked by very formal interaction between supervisors and subordinates then the group expects future meetings to be conducted in the same way.

4.

Past Experience: Many norms develop because members bring their past experiences from other groups in other organisations.

EXPLICIT STATEMENTS MADE BY SUPERVISOR OR MEMBER

CRITICAL EVENTS IN THE GROUP’S HISTORY

GROUP NORMS

PRIMACY

PAST EXPERIENCES

SOURCE OF GROUPS NORMS

Why are ‘Norms’ Enforced? 

1.

2.

Once the norms are established, they are enforced on members. To be specific, the reasons why norms are enforced are the following: If it facilitates the group’s survival: Groups do not like to fail, so they strongly enforce those norms that increase their changes of success. This means that they will try to protect themselves from interference from other groups or individuals. If it increases the predictability of group member’s behaviour: Norms that increase predictability enable group members to anticipate each other’s actions and to prepare appropriate responses.

3.

If it reduces embarassing interpersonal problems: Norms will be important if they ensure satisfaction to their members and prevent as much interpersonal discomfort as possible.

4.

If it allows members to express the central value of the group and clarify what is distinctive about the group’s identity.

5.

If it reflects the preferences of the supervisor: Norms are likely to be strongly enforces if these reflect the preferences of supervisor or other powerful group members.

CONFORMITY 

Conformity means adjusting one’s behaviour to align with the norms of the group. There is considerable evidence that groups can place strong pressures on individuals to change their attitudes and behaviours to conform to the group’s standards. Sometimes, people belong to many group at the same time and their norms vary. In some cases, there may be even contradictory norms. The people, in such situations, conform to the norms of the important group to which they belong or hope to belong. The important groups have been referred to as Reference Groups. The groups enforce conformity with norms in many ways. They can reward people. Also, they can take negative action. This explains why individuals generally conforms to their group norms. They will not like to separate from the group which satisfies their social needs and helps in achieving their personal goals.

GROUP ROLES  All

members of groups are expected to play specific roles. By this term, we means a set of expected behaviour pattern attributed to some one occupying a given position in a social unit.  The main issue is that a person is required to play a member of roles and the behaviour varies with the role he is playing. Now we explain some of the role requirements of the members.

1.

Role Identity: Role identity is created by certain attitude and actual behaviour which are consistent with a role. When people change a job, the situation and job demands also change. For example, in a particular work place when some workers were promoted to supervisory jobs, their attitudes changed from pro union to pro management within a few months of their promotions. It means there was a rapid change in their role identities.

2.

Role Perception: Role perception is the view of a person, which consists of those activities or behaviours the individual believes are supposed to be fulfilled in the given situation. For example, every female police officer will certainly be influenced by Mrs. Kiran Bedi. Because of role perception, apprenticeship programmes exist in many trade and professions, which allow beginners to watch an ‘expert’, so that they can learn to act as they are supposed to.

3.

Role Expectations: Role expectations are defined as how others believe or expect, you should act in a given situation. The advertising manager of a company. Another example is that role of a university professor. Where as a football coach. When role expectations as implied in psychological contract are not met, there will be negative repercussions from both the sides. The psychological contract is regarded as a powerful determiner of behaviour in organisation.

4.

Role Enaction:- From the perceived and expected role, comes the enaCted role, role enaction is the way the person actually behaves.

5.

Role Conflict:- When an individual is confronted by divergent role expectations, the result is role conflict. It would include situations in which two or more role expectations are mutually contradictions.

Inter-Group behaviour 

The organization consists of many groups created formally or informally. The existence of groups lead to intergroup competition. The whole phenomenon may be studied under two heads;

i.

What happens within the groups ? And

ii.

What happens between competing groups?

What happens with in the groups? 1.

2.

3.

4. 5.

Each group becomes a closely knit organization by burying their internal bickerings and differences. The group climate changes, it switches over from being informal, causual and playful to task oriented. Leadership changes, the group is not prepared to tolerate even the autocratic leadership. Group becomes structured and organized. Group expects more loyalty and conformity from members.

What happens between competing groups? 1.

2.

3.

4.

Each group looks to other as a competitor rather than interdependent part of the same organization. Each group develops distributions of perceptions because of dominating competitiveness. It concentrates only on its good points and refuses to perceive its weaknesses. Intergroup hostility increases which leads to reducing intergroup interaction and communication. When groups are forced into interaction they will only listen to their own representatives rather than of the other each will try to find faults of others.