GROUP &

GROUP DYNAMICS
INTRODUCTION
It is the study of groups, and also a general term for group processes.
Relevant to the fields of psychology, sociology, and communication studies, a
group is two or more individuals who are connected to each other by social
relationships. Because they interact and influence each other, groups develop a
number of dynamic processes that separate them from a random collection of
individuals. These processes include norms, roles, relations, development, need to
belong, social influence, and effects on behavior. The field of group dynamics is
primarily concerned with small group behavior. Groups may be classified as
aggregate, primary, secondary and category groups.
In sociology, a group can be defined as two or more humans that interact
with one another, accept expectations and obligations as members of the group,
and share a common identity. By this definition, society can be viewed as a large
group, though most social groups are considerably smaller. A true group exhibits
some degree of cohesion and is more than a simple collection or aggregate of
individuals, such as people waiting at a bus stop. Characteristics shared by
members of a group include interests, values, ethnic or social background, and
kinship ties.
Groups are like relationships - you have to work at them. In the work
place, they constitute an important unit of activity but one whose support needs is
only recently becoming understood. By making the group itself responsible for its
own support, the responsibility becomes an accelerator for the group process. What
is vital is that these needs are recognized and explicitly dealt with by the group.
Time and resources must be allocated to this by the group and by Management,
and the group process must be planned, monitored and reviewed just like any other
managed process.
DEFINITION AND MEANING OF GROUP

It is very difficult to state a specific definition of a group as they possess

certain features and they are formed for various purposes. Many authorities have
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stated the definitions of ‘GROUP’ considering various properties or features of
groups. Following are some of the important definitions stated by the authorities.

The term or concept of group dynamics contains two words and concepts
i.e. (1) Group and (2) Dynamics. A group always consists of two or more persons
who interact with one another in such a manner that each person influences other
and each person is influenced by other persons in the groups. Group Dynamics’
refer to the various forces operating within a group, and group dynamics is
concerned with the interaction and forces between group members.

Stephen P.Robbins and Timothy A.Judge:

“A group is defined as two or more individuals, interacting and interdependent,
who have come together to achieve particular objectives”.

Schein:
“A group consists of any number of people who
 Interact with each other,
 Are psychologically aware of one another,
 Perceive themselves to be a group”.

Muzafer Sherif and Carolyn W.Sherif:

“The term ‘GROUP’ applies when a number of employees become in effect a
social unit in which the members stand in specific role and status to one another,
such relations appear to be stable, and the members tend to share a common set of
values or norms which influence their behaviour in respect of matters of
importance to the group”.

George C.Homans:
“A group is a number of people who communicate with one another often over a
span of time, and are few enough so that each person is able to communicate with
all the other, not at second unit formed for certain activities for to achieve certain

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objectives and its members can communicate with each other easily and
personally ”.

Common definition of group:

“A variously limited assemblage of animals or plants, having some resemblance, or
common characteristics in form or structure. The term has different uses, and may
be made to include certain species of a genus, or a whole genus, or certain genera,
or even several orders.

WHAT IS A GROUP?

A group of people working in the same room, or even on a common project,

does not necessarily invoke the group process. If the group is managed in a totally
autocratic manner, there may be little opportunity for interaction relating to the
work; if there is functioning within the group, the process may never evolve. On
the other hand, the group process may be utilized by normally distant individuals
working on different projects; for instance, at IEE colloquia.

In simple terms, the group process leads to a spirit of cooperation,

coordination and commonly understood procedures and mores. If this is present
within a group of people, then their performance will be enhanced by their mutual
support (both practical and moral). If you think this is a nebulous concept when
applied to the world of industry, consider the opposite effect that a self-
opinionated, cantankerous loud-mouth would have on your performance and then
contrast that to working with a friendly, open, helpful associate.

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WHY A GROUP?
Groups are particularly good at combining talents and providing innovative
solutions to possible unfamiliar problems; in cases where there is no well
established approach/procedure, the wider skill and knowledge set of the group has
a distinct advantage over that of the individual.
In general, however, there is an overriding advantage in a group-based work
force which makes it attractive to Management: that it engenders a fuller utilization
of the work force.
A group can be seen as a self managing unit. The range of skills provided by
its members and the self monitoring which each group performs makes it a
reasonably safe recipient for delegated responsibility. Even if a problem could be
decided by a single person, there are two main benefits in involving the people
who will carry out the decision. Firstly, the motivational aspect of participating in
the decision will clearly enhance its implementation. Secondly, there may well be
factors which the implementer understands better than the single person who could
supposedly have decided alone.
More indirectly, if the lowest echelons of the workforce each become
trained, through participation in group decision making, in an understanding of the
companies’ objectives and work practices, then each will be better able to solve
work-related problems in general. Further, they will also individually become a
safe recipient for delegated authority which is exemplified in the celebrated right
of Japanese car workers to halt the production line.
From the individual's point of view, there is the added incentive that through
belonging to a group each can participate in achievements well beyond his/her own
individual potential. Less idealistically, the group provides an environment where
the individual's self-perceived level of responsibility and authority is enhanced, in
an environment where accountability is shared: thus providing a perfect motivator
through enhanced self-esteem coupled with low stress.
Finally, a word about the much wanted “recognition of the worth of the
individual”, which is often given as the reason for delegating responsibility to
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groups of subordinates. While I agree with the sentiment, I am dubious that this is
a prime motivator - the bottom line is that the individual's talents are better utilized
in a group, not that they are wonderful human beings.
NATURE AND FEATURES OF GROUPS
A group consists of individual who perceive the existence of a group and
their membership in it and it is formed to achieve certain goals. It means a basis
common motivation. A group can small or large. As small group increase in size, it
reaches some upper limits and become a large group. Groups have certain features.

Important feature of groups are mentioned below

 In order to form a group, there must be at least two persons

who are called the members. There cannot be any specific
limit on the maximum number of members in a group.

 A number of members of any group depend upon the

circumstances, objectives to be achieved, attitudes and
aptitudes of the people joining the group.

 In the organizational context, there are certain rules and

regulations which control the activities of the groups.

 It is also found that the groups influence their member’s

attitudes and behaviors.

 There is a group structure with hierarchical status system.

Some type of leader followership relationship develops.

 There are different types of group’s e.g. formal groups and

informal groups, friendship groups, intellectual groups,
religious groups etc.

 Members of a group interact among themselves in one way

or other. The communication can take place face to face, in
writing, over the telephones, across a computer network etc.

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  Because of the shared goals, certain normative behavioral
patterns are established based on norms and values. The
members are expected to follow this norms, values and
rules.

GROUPS AND ORGANIZATION

We have already studied that people from groups. It is the natural instinct.
People like to live in groups. Groups influence the work and work behaviour of
their members. Groups are inseparable from organization and they exist in every
organization.

Hence the study of group behavior is very important from the view point
organizations. Elton Mayo and his team conducted the famous Hawthrone
experiment which revealed that the group behavior major impact on productivity.

Manager must have the knowledge of group behavior and must understand
group psychology to become successful. At lower level of the organization, small
groups of employees work as teams. Thus, groups are important from the view
point of employees as well as from the view point of their organizations. In this
context, following important point may be noted.

 There is very important impact of groups on organizational effectiveness.

Groups help to increase organization stability by transmitting shared beliefs
and values to new employees.

 Groups provide an efficient means for organizational control of employee

behavior.

 3. Groups help to facilitate changes in organizational procedures and

policies.

 Group efforts definitely affect employees, their attitudes and aptitudes, and
behavior.

 In a group, an individual member feels more secured and he can get

technical and work related assistance. Employees get support when they are
emotionally depressed.

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  Groups of employees can be given joint responsibility to carry on the work,
to make participative management more effective.

 When employees become the members of a group there is established proper

communication.
MEANING & NATURE OF GROUP DYNAMICS

From the discussion done relating to groups and organization, we come to

know the importance of groups in the development of organizations and attaining
the goals of organizations. In fact formation of groups is inevitable and it is natural
process. Hence, while using the concept of a group in organization behavior we
have to know the concept of ‘Group Dynamics’.

The term or concept of group dynamics contains two words and concepts
i.e. (1) Group and (2) Dynamics. A group always consists of two or more persons
who interact with one another in such a manner that each person influences other
and each person is influenced by other persons in the groups. Group Dynamics’
refer to the various forces operating within a group, and group dynamics is
concerned with the interaction and forces between group members.

There are several views which interpret the concept of group dynamics from
different angles. Important views are made clear below.

1. Normative views of group dynamics maintains that group dynamic

describes how a group should be organized, operated and conducted. This
views implies Democratic, Leadership, participation of group member and
their co-operation.

2. According to another view, group dynamics is a set of techniques. Such as

role playing, group therapy, brainstorming, leaderless group, sensitivity
training, transactional analysis, team building etc.

3. The third view is more prevalent. According to this views, group dynamics
is viewed from the internal nature of groups, how they are formed, their
structure and processes, how they work and influence their member as well
as their organization.

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 Thus group dynamics is related to various aspects of groups. If the
managers understand properly the concept and nature of group dynamics, they can
manage the groups effectively for organizational effectiveness. Stated certain
principles of group dynamics. These principles help us understand the nature of
group dynamics.

 The member of a group should have feeling to attachment towards their

group. A group should attract its members to make them to work effectively.
It implies that the mere attractive a group is to its members, the greater
influence tremendously over its members.

 Members of a group must have strong sense of belongingness to their group.

There should not barriers between the leaders and the led. This helps to
increase the effectiveness.

 There should be successful effort to change members of a group which make

its members more comfortable.

 The greater the prestige of group member in the eyes of other members the
greater influence he will exercise on them.

 Information relating to the need for the change, various plans for change,
consequences of such changes etc must be shared by all the group members
of group.

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TYPES OF GROUPS
Groups are classified into different types. Each type of group has different
features and different effects on its members and also on the concerned
organization. Let us now consider certain important types of groups.
{A}Primary and Secondary Groups:
1. Primary groups
We find the existence of primary groups everywhere. In organizations, there
are various work groups which possess the features of primary groups. It is also
experienced that primary groups affect the individual behavior. Generally primary
groups are small in size. Primary groups are concerned with existence of feeling of
belongingness with loyalty. Values amongst its members few people may gather
together for some casual purposes and may establish communication amongst
them. It is said that all primary groups can be small groups but all small groups
may not be necessarily primary groups. Charles H.Cooley was the first thinker who
stated the definition of a primary group. As stated, ‘primary groups are
characterized by intimate, face-to-face association and co-operation. They are
primary in several senses, but chiefly in that they are fundamental in forming the
social nature and ideas of the individual’.
Following important points may be noted so far as primary groups are concerned.
{i}Generally primary groups are small in size.
{ii}There is intimacy face-to-face association, co-operation in primary groups.
{iii}They are fundamental in forming the social nature and ideas of the individual.
{iv}All primary groups may be small groups, but not all small groups will be
primary groups.
2. Secondary Groups:
They may be larger general and more formal. The members of such groups may
not have any interest in the problems, business; etc.it is very difficult to have close
and face to face interaction amongst the members of large group thus all this is not
found in secondary groups.
{B} Classification of groups based on size of the groups:
A group can be small or big in size comprising of two individuals as members of
group. Different types of groups based on size are as follows.

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  Group of two individuals or dyad:
Dyad consists of two individuals as members of group. These can be formal
or informal. If there is agreement such groups continue. Even when two
individuals can come together to achieve certain objectives, it becomes an
informal group.

 Triad or group of three:

When there are three persons only in group it is called “Triad”. In such
groups, she requires complete agreement amongst all three members of the
group. When there is complete agreement between two members and third
member is in strong opposition a problem crops up. Such groups can be
formal or informal.

 Small groups:
Small groups consist of small number of persons ranging from four to fifty
or so. They are compact in size. In short, if a group consists of ten persons or
less than ten, it becomes more effective as they can interact easily. Work
force, Task force, etc. are examples of small group.

 Large groups:
Large groups are bigger in size .In large groups interpersonal relationships,
interactions amongst the members is low .Several formal and informal
groups make large groups they can be formal or informal.
{C}Open and Closed Groups:
Groups can be open and closed groups. In open and closed groups new
members are admitted and existing members are allowed to leave. Thus their
members keep changing.
A closed group maintains a relatively stable membership power and status
relationship is generally well established and fixed. As others persons are generally
not allowed to join closed groups, there is a consequent lack of fresh perspectives
or problem solving ideas.
Open and small groups can be small or large. An organization may have
open or closed groups. Boards of directors exemplify closed groups. Many groups
whose function is the review or evaluation can.

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{D} In-groups and Out-groups:
The groups to which we belong are in group. The in-groups represent
clustering individuals holding certain prevailing values in a society. It can have a
dominant in social functioning.
Out- groups are those groups on the outside looking in. An out group is the
conglomerate looked up as subordinate or marginal in the society.
The in-groups versus out-groups concept are applicable to friendly rivalries
in colleges, clubs, etc. Thus in short the group to which a person belongs, such
group is called as In-group. The others are out-groups.

{E}Informal Groups:
Informal learning groups are temporary, ad hoc groups that last for a class
or even simply one discussion point.
These groups can be created for tasks that take as little as a few minutes,
are a useful way of breaking up the traditional lecture slot (preferably before the
students’ eyes glaze over), and can be achieved easily even with very large classes.
They serve to focus student attention and give students the opportunity to
cognitively process the material. By comparing ideas with their peers, students are
also able to identify misconceptions or gaps in understanding. Finally, these
opportunities can provide useful social interaction within a class and can begin to
form a basis for the open communication skills necessary for successful interaction
when they come to work in.
Informal learning groups are particularly useful for simple activities such as:
 Generating ideas in preparation for a lecture, film etc.
 Summarizing main points in a text, reading, film or lecture
 Assessing levels of skills and understanding
 Re-examining ideas presented in previous classes
 Reviewing exams, problems, quizzes, and writing assignments
 Processing learning outcomes at the end of class

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  Providing comments to teachers on how a class is going
 Comparing and contrasting key theories, issues and interpretations
 Solving problems that relate theory to practice
 Brainstorming applications of theory to everyday life
(Meyers & Jones, 1993, p63)
Formation of Informal Learning Groups is as easy as asking your students
to turn to the person sitting next to them and to jointly undertake an activity. The
nice aspect of this approach is that it’s hard to get left out of a pair!! These two
students can then be asked to share ideas with another pair, and so on…

{F} Formal Groups:

In terms of learning outcomes, formal and informal learning groups share
certain similarities. Both give students the opportunity to clarify their thinking
through discussion, to test their ideas against other students and appreciate new
perspectives and to practice group communication skills. Formal groups, however,
tend to have a generally static membership and last for several days or weeks and
therefore obviously require greater planning and investment if they are to work
successfully.
As teachers we will have a greater part to play in structuring the learning
situations for long term formal group work. Some of the roles you may need to
take on include:
 clearly specifying objectives in terms of both product and process
 forming the initial work groups
 providing or directing students to appropriate resources
 monitoring groups as they work, and
 Evaluating student performance.
The tasks associated with formal learning groups require students to engage
in more sophisticated group processing skills than those required for informal
group work. The success of Formal Learning Groups relies on five significant
factors, which include interdependence of members and individual accountability.
This is why they are described as "the heart of cooperative learning" (Johnson,
Johnson & Smith, 1998) and will be the primary group form we consider
throughout this resource.

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 When implementing formal group work a useful plan may be to develop a
sequence of strategies that will build one upon another, year by year, or semester
by semester. For instance, early in their first semester opportunities may be created
for students to work in small, informal learning groups during class but without
continued commitment to the same group. Later group activities could be extended
to working with the same group on a longer project to achieve a particular task but
also to begin to provide some support for each other.

{G}Base Groups:

Base Groups are longer lasting than both informal and formal learning
groups. Their primary purpose is for members to provide support, encouragement
and assistance for completing tasks and to actually hold each other accountable for
the learning necessary to make academic progress. In New Zealand we tend to
refer to this type of arrangement as a Study Group.
Many students from these sorts of groups informally. They can be
particularly valuable for students from minority groups, such as mature or
international students, as they provide a "safe" forum for people to share their
experiences of university in general as well as supporting each other’s learning.
New Zealand students report that they develop significantly better
communication and team work skills as a result of their participation in Study
Groups (Shave, 1996). These skills persisted into later university study with
respondents reporting an increased confidence and interest in working with others,
along with an improved ability to facilitate group work in later courses.

{H}Classification of groups on the basis of purposes:

 Instructional groups:
In such groups, the members control themselves for the same course .e.g.
Students of M.B.A. in the same subject may form the group to serve a
specific purpose.

 Recreational groups:

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 Various clubs such as tennis clubs, football clubs, etc. are the examples of
recreational groups. Such groups are formed with a purpose or purposes.
 Vocational groups:
A vocational group is an association of the same vocation created for
achieving certain objectives. Teachers association, association of officers is
examples of vocational groups.

 Government groups:
Such groups are formed for certain reasons and governing certain activities.
e.g. Management board.

 Religious groups:
People of same religion form such groups keeping before certain objectives.

STAGES OF GROUP DEVELOPMENT

It is common to view the development of a group as having five stages:

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 ✔ Forming
✔ Storming
✔ Norming
✔ Performing
✔ Adjourning (Ten years after describing the four stages, Bruce
Tuckman revisited his original work and described another fifth stage.)

FORMING STAGE:
It is the stage when the group first comes together. Everybody is very polite
and very dull. Conflict is seldom voiced directly, mainly personal and definitely
destructive. Since the grouping is new, the individuals will be guarded in their own
opinions and generally reserved. This is particularly so in terms of the more
nervous and/or subordinate members who may never recover. The group tends to
defer to a large extent to those who emerge as leaders (poor fools!).

STORMING STAGE:
It is the next stage, when all Hell breaks loose and the leaders are lynched.
Factions form, personalities clash, no-one concedes a single point without first
fighting tooth and nail. Most importantly, very little communication occurs since
no one is listening and some are still unwilling to talk openly. True, this battle
ground may seem a little extreme for the groups to which you belong - but if you

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look beneath the veil of civility at the seething sarcasm, invective and innuendo,
perhaps the picture come more into focus.

NORMING STAGE:
At this stage the sub-groups begin to recognize the merits of working
together and the in-fighting subsides. Since a new spirit of co-operation is evident,
every member begins to feel secure in expressing their own view points and these
are discussed openly with the whole group. The most significant improvement is
that people start to listen to each other. Work methods become established and
recognized by the group as a whole.

PERFORMING STAGE:
This is the culmination, when the group has settled on a system which allows free
and frank exchange of views and a high degree of support by the group for each
other and its own decisions.
In terms of performance, the group starts at a level slightly below the sum of the
individuals' levels and then drops abruptly to its nadir until it climbs during
Norming to a new level of Performing which is (hopefully) well above the start. It
is this elevated level of performance which is the main justification for using the
group process rather than a simple group of staff.

ADJOURNING STAGE:
To adjourn means to stop work. Many groups such as task forces, project teams
etc. which are formed temporary time disband after they have completed their
work. Even the most successful have to adjourn when their mission is completed.
After adjournment of the group, the relationship among members comes to an end.
In a sense, adjourning stage is an extension of the performing stage. It is found that
all groups do not follow the rigid pattern of five stage models, but generally
permanent groups are formed. For some types of groups which are temporary are
formed for achieving certain deadline of work-performance that model is not
suitable. According to that model, there are three phases of group development i.e.

 First Meeting Phase

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The first meeting of people who want to form a group sets the group direction. A
framework is of tasks etc. are decided and work starts.
 Transaction Phase:
Then comes the transaction stage. During this phase the group executes plans
developed during that period.
 Completion Phase:
In this phase, efforts of the group are concentrated on the attainment of objectives
of the group. The members do all the efforts to complete task within start period
and hence, the application of this model is restricted to temporary groups.

THEORIES OF GROUP FORMATION:

This has been stated for understanding the reasons behind the formation of
informal groups. These theories are explained in brief.

I. Propinquity Theory:
The meaning of the term propinquity means nearness. In the organizational
context, employees working together come together to form a group with
certain objectives with others. Thus, according to this theory, the group
formation process of informal groups is based on nearness factor. Nearness
is only a facilitating factor for group formation and cannot be a reason for
group formation. This theory does not take into consideration the reasons for
which the groups are formed.

II.Interaction theory of Homans:

Three elements which have been considered by Homans in stating his theory
are activities, interactions, and sentiments. These three are inter-related.
George C.Homans maintains that more the individuals share their activities,
more they will interact with each other and more strong would be their

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 sentiments for each other and vice-versa. Nearness factor is not merely
considered, but accomplishment of group goals is also given importance.
This theory helps to understand the group formation process by making clear
the important elements behind forming the groups.

III.Balance theory:
Theodore Newcomb stated the balance theory. According to Newcomb,”
Persons are attracted to one another on the basis of similar attitudes towards
commonly relevant objectives and goals. “IF AN IMBALANCE OCCURS,
ATTEMPTS ARE MADE TO RESTORE THE BALANCE.” If the balance
cannot be restored, the relationship dissolves. This theory no doubt is very
simple and explains the motives behind the forming of groups. But it does
not explain various other causes of formation of group.

IV.Exchange Theory:
John W.Thibaut and Harold H.Kelley proposed this theory. It is based upon
‘REWARD-COST outcomes of interaction’. Rewards should be greater than
costs of an outcome must be there for affiliation or attraction to take place.
In the Exchange Theory, it is suggested that an individual joins a group on
the basis of the outcomes of rewards and costs. If the cost is more than the
reward, he will not join the group. Satisfaction of needs with more rewards
than cost is important reason for individuals to join groups. It is true in
respect to formal as well as informal.

There is an element of truth in each theory stated above. Thus, no theory

throws light on all the factors which affect the formation of GROUPS.

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